INDEX

CHAPTERS PAGE NO.

1. INTRODUCTION 2 - 19

2. PRODUCTION DEPARTMENT 20 - 33

3. MARKETING DEPARTMENT 34 - 42

4. FINANCE DEPARTMENT 43 - 56

5. HUMAN RESOURCE DEPARTMENT 57 - 77

6. CORPORATE SOCIAL RESPONSIBILITIES 78

7. SAFETY DEPARTMENT 79 - 80

8. CONCLUSION 81 - 82

1
Chapter 1 - Introduction
1.1 Overview of the Industry 3
1.2 Company Details 11
1.3 Overview of the company 11

2
OVERVIEW OF THE INDUSTRY

Fig 1.1
1.1 Introduction
Dyestuff sector is one of the core chemical industries in India, It is also the second highest
export segment in chemical industry. The Indian dyestuff industry is made up of about 1,000
small scale units and 50 large organized units, who produce around 1,30,000 tones of dyestuff.
Maharashtra and Gujarat account for 90% of dyestuff production in India due to the availability
of raw materials and dominance of textile industry in these regions. The major users of dyes in
India are textiles, paper, plastics, printing ink and foodstuffs. The textiles sector consumes
around 80% of the total production due to high demand for polyester and cotton globally. At
present, India contributes about 6% of the share in the global market with a CAGR of more
than
15% in the last decade. The organize players contribute about 65% of the total dyestuff
production in the country. The dyestuff Industry has recently seen movement towards
consolidation and as a result, organized players are now poised to take a lead in the global
market.

The Indian chemical industry is among the established traditional sectors of the country,
playing an integral role in the country's economic development. This sector, forming part of
the basic goods industry, is a critical input for industrial and agricultural development. The
industry has a weight of 14% in the Index of Industrial Production (Base year 1993-94=100),
giving an indication of the importance the sector holds in the country's industrial growth. A
robust chemical industry is a harbinger of significant economic and strategic benefits to the
nation.

3
The chemical industry is among the most diversified industrial sectors, including basic
chemicals and its products, petrochemicals, fertilizers, paints, gases, pharmaceuticals, dyes,
etc. The sector covers over 70,000commercial products, and provides the building block for
many downstream industries, such as finished drugs, dyestuffs, paper, synthetic rubber,
plastics, polyester, paints, pesticides, fertilizers and detergents.

The industry includes a wide variety of products, from basic chemicals to research-driven
specialized products, at different levels across the industry supply chain. The fundamental
nature and diversity of the industry is best understood from the fact that the industry itself is
the largest consumer of its products,

Fig 1.2 Graph

As stated in the Annual Report of 2005-06 of department of chemicals and petrochemicals, the
domestic chemical industry contributes about 17.6% to total output in the manufacturing sector,
13-14% of the total exports and 8-9% of the imports into the country. The sector has a share of
3% of the country’s total GDP. Its contribution to the revenue kitty of Government is around
18-20%

The domestic industry’s turnover is estimated to have crossed US$ 30 billion (Rs 1,300 billion),
which is slightly over 1% of the global production. In world ranking, India stands 12 in terms
th

of production.

Fig 1. 3 Pie Chart

4
This publications largely focuses on basic chemicals, which can be futher divided into alkalis,
organic and inorganic chemicals,, pesticides and fungicides =, dyes and dyestuffs. This
classification is based on the product categorization as provided by the Department of
Chemicaals and Petrocheemicals, Gol, for the chemical industry, and excludes drugs and
pharmmaceuticals and petrochemicals.

Global Dyestuff Industry Overview

Globally the dyestuffs industry has seen an impressive growth. Initially the industry's
production bases were mostly in the west, but in the last few years, they have been shifting to
the East. Dyestuff can be used for Printing inks, plastics, textiles, paper and foodstuff. The
world consumption for dyestuff accounts for printing inks at 40%, paints 30%, plastics 20%
and others from segments like textiles. India's share in the world market is estimated to be 12%
as compared to China's share of 25%

Major markets
China, Taiwan, India, Japan, Korea and Pakistan are the major dyestuff producing countries in
the industry. In terms of market share, Europe is the leading producer due to its allegiance
towards specialty products and the countries in Europe have remained the largest players owing
to specialty products in volume terms, global production of dyestuff industry is estimated to
beat 34 million tones. The dye markets are mostly dominated by reactive and disperse dyes.

Dyes, industry and science

Dyestuffs were central to the first Industrial Revolution, from the late eighteenth century, based
on the production of and trade in textiles.

Figure 1.4 Containers of fabric dyes.

This encouraged chemists to investigate the composition of natural dyes. They extracted the
colorant in madder and gave it the scientific name alizarin. Dyes also played prominent role in
the second Industrial Revolution, commencing around 1870, when the quest for synthetic
colorants led to the development of science-based industry.

The first of the modern synthetic dyes was invented in London in 1856 by the chemist William
Henry Perkin when he was still a teenager. His product was first sold as Tyrian purple, but

5
from 1859 on it was known as mauve, from the French word for the mallow flower. It was
made from coal tar, the waste product of the coal gasification process. The coal-tar product
benzene was converted in three steps to the dye. Perkin's teacher was the German chemist
August Wilhelm Hofmann, who began research to identify the chemical constituents of the
new coal-tar or "aniline" dyes. Chemistry in Germany was highly developed at this time, and
many Germans journeyed to England to work in the new synthetic dye industry. Starting in the
mid
1860s, they returned home, armed with the latest science and technology. The industry soon
moved to Germany and Switzerland.

Particularly significant was the production of artificial alizarin red (in 1869), mainly in
Germany, and indigo (1897), only in Germany, These synthetic products destroyed the trading
monopolies in natural dyes by displacing the large-scale cultivation of madder and indigo. The
other new dyes had no analogs in nature. In 1875 the dye chemist Otto N. Witt proposed a
theory of color and constitution that is still used to explain how certain arrangements of atoms,
called chromophores, give rise to color. Other groups called auxochromes enable the bonding
to fiber and modify the color.

The development of the synthetic dye industry led to the emergence of classical organic
chemistry. Its application in industry was rapid. From the end of the nineteenth century the
intermediates employed in the manufacture of synthetic dyes were used to make
pharmaceutical products such as aspirin. Some synthetic dyes exhibited bactericidal properties;
they were called medicinal dyes. Sulfonamides, drugs introduced in the 1930s are based on
research into dyestuffs and their intermediates. Less fast dyes have made color photography
possible. Indigo is not fast to light and washing, and son gives a faded effect. Since the
1960sthat property has been used to advantage in fashionable denims.

The modern U.S. chemical industry emerged in 1915, when supplies of dyes were cut off by
Germany, which required dyes and their intermediates for military purposes, including the
manufacture of explosives, and also by the British blockade on German shipping. From the
1970s the by then mature industry declined in
Europe and the United States, in part because of environmental difficulties facing dye
manufacturers, such as the pollution of surface waters

MAKING COLORS LAST

Color fastness is important in textiles. It is a measure of how well the dye is attached to fabric
(substrate) In the early 1900s a new class of coal-tar dyes known as the indanthrenes, was
invented some blue indanthrenes displaced indigo, because they were faster to light and
washing, and brighter. The most important of these colorants, collectively known as vat dyes,
is vat jade green.

Mordant dyes are those that can be applied only with a fixing agent, or mordant. The fixing
agents are metal compounds, particularly those whose cations form coordination complexes.
6
Alizarin is a mordant dye, and with different metal compounds it gives a range of colors. The
first synthetic dyes that attached to fabric without the need for a mordant were benzidine dyes,
invented in the 1880s. However, early in the twentieth century some of them were found to
cause bladder cancer. Their manufacture ceased by the early 1970s. In1956 chemists at
Imperial Chemical Industries (ICI) in England announced the first dyes that bonded chemically
to fabric; these fiber-reactive colorants ensured great fastness

Natural dyes

Fig 1.5 Natural Dyes

Dyes obtained from natural products, such as plants and insects, have been used for decorative
effect and as symbols of status for thousands of years. The mollusk-derived Roman purple,
6.6’ dibromoindigo, also called Tyrian purple, was remarkable for its fastness to light and
washing; it was also an important mark of social distinction. The associated biblical blue holds
great religious significance among observant Jews. In China, the emperor and empress wore
yellow, the imperial ladies violet, and noblemen of the first grade blue. Explorers of the
America came across many natural dyes, particularly dyewoods, not previously known in
Europe. Native American peoples, such as Navajo and Hopi, were highly skilled dyers. In
Europe the blue extracted from the woad plant was used for adornment, through the coloring
of skin ard later the dyeing of textiles

Common dyes
Fluorescent dyes, or whitening agents, alter the drab gray or yellow appearance of white fabrics
that have been washed many times. They do this by absorbing ultraviolet (UV) light and
reemitting the absorbed energy as fluorescence in the blue region of the spectrum. This
“blueing” makes fabrics look whiter and brighter. Fluorescent dyes are also used as tracers in
following sewage and contaminated sources of water, and are important in detection chemistry
for drug development.

A wide variety of natural and synthetic dyes are used to color foodstuffs. Florida oranges, often
a natural green color when ripe, are sometimes dyed orange with synthetic dyes. Since some
synthetic dyes cause illness, their use is restricted, or excluded, even in the coloration of
textiles, in the United States, the Pure Food, Drug, and Cosmetic Act enable the Food and Drug
7
Administration (FDA) to control the dyes in foods. This is why these dyes are given names
with the prefix FD&C or External D&C

Tie-dyeing
Tie-dyeing is, like textile printing, selective dyeing. If a piece of wool is bound tightly with
cotton strips and then dyed by immersion in a dye bath, only those areas exposed to the dye
will take on its color. After the fabric is removed and allowed to dry, and when the strips of
cotton are untied, the tightly bound areas show no color from the dye. Omitting dye from an
area creates what is referred to as a reserve. The whole piece can then be placed in a dye bath,
so that the reserve areas are now dyed, and the previously dyed areas show the effect of two
dyes. This process, called tie-dyeing, creates interesting patterns on fabric and is often used in
producing T-shirts, shorts, or handkerchiefs.

Textile Dyes Definition

Dyes are the coloring material that colour commodities of our day to day use. Hardly there is
any induct where dyes are not used commercially. From Plastic toys to jazzy t-shirt,
everywhere there is application dye. Textile dye means the dye used in the textile industry, in
this report, the statistics data is including kinds of textile dyes.

Fig 1.6 Colours of Dyes

Textile Dyes Classification and Application

There are several ways for classification of dyes. It should be noted that each class of dye has
a very unique chemistry, structure and particular way of bonding. While some dyes can react

8
chemically with substrates forming strong bonds in the process, others can be held by physical
forces. Some of prominent ways of classification is given hereunder. Organic/Inorganic

1. Natural/Synthetic

2. By area and method of application

3. Chemical Classification-Based on the nature of their respective chromophores.

4. By nature of the Electronic Excitation (i.e., energy transfer colorants, absorption colorants
fluorescent colorants).

5. According to the dyeing methods

- Anionic (for Protein fiber)

- Direct (Cellulose)

- Disperse (Polyamide fibers)

6. However the most popular classification is the one that is advocated by the US International
Trade Commission.

This system classifies dyes into 12 parts.

Type Application
Direct Cotton, cellulosic and blended fiber
Vat dyes Cotton, cellulosic and blended fiber
Sulphur dyes Cotton, cellulosic fiber
Reactive dyes Cellulosic fiber and fabric
Disperse dyes Synthetic fibers
Acid dyes Wool, silk, paper, synthetic fibers, leather
basic Silk, wool, cotton

Industry structure
The chemical industry can be broadly classified into two segments organic and inorganic
chemicals Organic chemicals cover over half of all known chemical compounds, and include
petrochemicals, drugs, cosmetics, agrochemicals, etc. Inorganic chemicals comprise of alkalis,
dyes & dyestuffs

Based on more functional classification, chemicals may be divided into basic, specialty and
fine chemicals.

The basic chemicals industry forms the largest part of the chemical industry and is characterize
intensive, high volume, low margin products. Specialty and fine chemicals are low volume,
high margin in nature. It is estimated that nearly 70% of fine chemicals produced in India are
9
used by the pharmaceutical and agrochemical industries. Specialty chemicals include
adhesives, additives, antioxidants, biocides corrosion inhibitors, cutting fluids, dyes,
lubricants, pigments, etc.

SWOT ANALYSIS
STRENGTH

1. The company being a multi-location, multi product entity has manufacturing abilities for a
large number of products which enables them to change of product mix as per market demands.

2.In house research and development centers recognized by the department of scientific and
industrial research enables continuous research for new products process improvements,
energy consumption reduction etc.

3.Strong brand name, image & company's reputation.

4. The company has always given priority to environment, health and safety.

WEAKNESS

1.Centralized decision making which many a times hinders the functioning

OPPORTUNITIES

1.To increase product line.

2.The company has large customer base comprising multinational and global majors. This fact
coupled with the in house, competent R&D team gives opportunities to increase volumes in
existing products and to introduce new products.

THREATS

1.Switching off consumers from one brand to another

2.Sustain pricing

3.Government regulations

1.2 Company Details

General Information
Name of the Company: COLOURTEX INDUSTRIES PVT. LTD.

Type of Company : Private Limited

Established Year :1983

Type : Dyestuff

10
Size of Company : Large Scale

Time : Monday to Saturday (9AM 6PM)

Sunday (closed)

Registered Office : 306, Sharda Chambers,

15, Sir V. Thacker’s Marg, Mumbai-400 020

Corporate Office : COLOURTEX INDUSTRIES LIMITED

Opp. Navin Fluorine Industries,

Bhestan, Surat.

Contact No. : 02612897801

1.3 OVERVIEW OF THE COMPANY

Introduction about the Colourtex

Fig 1.7 Colourtex Industry

Colourtex was founded in late Sixties by the present chairman and managing director
Jayantibhai Jariwala, Colourtex ventured in to dyestuff manufacturing in 1976 with the modest
set up in the industrial suburb of SURAT, GUJARAT

Colourtex grew rapidly in the next three decades to become the largest producer of dyes in the
indian subcontinent.

Today, Colourtex manufacturing capabilities are unmatched with product mix of over 750 dyes
from an annual installed capacity of 84000 tons of dyes

Colourtex, today is a single most dedicated and by far the largest dyestuff company engaged
in serving the textile and leather industry in the Indian subcontinent.

11
Colourtex owes its strength to sound infrastructure 600000 M soft water reservoirs, 7.5
MW.cogeneration coal based turbine, 18 hectares of dedicated land fill site, strong backward
integration (66,000 tons of dyestuff intermediates and addictive) built over past two decades.

Well spread out marketing and distribution network backed up by full-fledged technical service
facilities located in major textile and leather centers, Colourtex is reaching out to more than
2000 potential customers to provide customized solutions for coloration of textiles and leather

An uncompromising attitude of its chairman towards environment and ecological priorities in

dyestuff manufacture and applications lends Colourtex a promising futuristic Vision

Colourtex is an ETAD member since 2006

Colourtex has grown steady ever since its inception

Company sales of dyes and chemicals exceeded USD 374 million in FY 2013-2014

The Colourtex Group is the largest textile dyestuff manufacturing facility within India,
dedicated to producing high quality dyestuffs and chemicals, serving the textile industry
worldwide over three decades. TheColourtex Group of Companies is manufacturing Synthetic
Organic Dyes (AZO Dyes). The Group of Companieshas a vast experience in manufacturing
of SO Dyes such as Disperse, Reactive, Acid, Solvent, Vat,Anthraquinone, Intermediates,
Optical Brightening Agent, Textile Auxiliaries and Specialty chemicals

The Group of Companies has an efficient infrastructure situated at Pandesara & Sachin,
SURAT (GUJARAT) INDIA.

At present the group of companies has an efficient organization comprising of teams of

dedicated professional personnel working within all area of management.

CHARIMAN'S MESSAGE
As head of Colourtex since its inception in the late 1960's, I derive great satisfaction of having
steered the organization in to position of strength and leadership in the domestic dyestuff
industry

In these four decades, all my thoughts and action have been to enhance the life of my
organization through serving the textile industry with dedication and focus.

In all humility feel proud of my people who have achieved the remarkable growth in business
and company goodwill in domestic and international dyestuff markets

Going forward to the success in polyester dyes, I have invested in backward integration of
cellulosic dyes capacities, in which I see great future for Colourtex

With a team of 1700 people and growing, my efforts are further enhance Colourtex market
share covering entire range of dyes and chemicals for textile and leather colouration

12
With the development of complete range of performance chemicals, I foresee great opportunity
to provide total solution in textile & leather processing. This will be an area of high prioritBeing
domestic market leader, I own great responsibility to safeguard customer interest. All my
efforts shall be to impart judicious product information, maintain business transparency and
share bond of trust with my customers

Association of leading global dyestuff & chemical companies for past two decades has brought
to Colourtex enormous wealth of knowledge on environment and human safety in dyestuff
manufacturing activities

Besides being ISO 9001:2008 complaints, all manufacturing sites at Colourtex are 14001:2004
and OHSAS 18001:2007 certified

Ecological considerations in dyestuff manufacturing and their usage are paramount to

Colourtex and I shall ensure their compliance in all activities of the organization

Cherish a vision to transform Colourtex in to "a world class dyestuff company"

Jayantibhai Jariwala

Chairman & Managing Director

HISTORY OF COLOURTEX
Mr. Jayantibhai Jariwala Chairman and Managing Director founded this organization in the
late sixties. Colourtex Pvt. Ltd was established in the year 1983. Colourtex has grown into a
leading dyestuff producer, having a fully integrated plant in last three decades, In the course of
subsequent 15 years, company expanded and diversified to manufacture anthraquinone dyes,
Solvent dyes, vat dyes and dye Presently company has installed capacity of 48000 MT
dyestuffs & 46000 MT intermediates, additives and specialty chemicals.

During this period company has become self sufficient in water and electric power
requirements. Colourtex established various manufacturing sites in Surat. It has now total
manufacturing plant at different places of Surat. In the year 2007, company was certified for
ISO 9001:2001.

We can see that the period from when the company has started in 1984 and now the period of
2006 it had undergone the vast changes many new machines had been recently built, innovation
and expansion is done to create the demand and maintain the quality. So we can see that this
company is at stage where it can find many company lagging behind.

Location of offices branches & factories

Units:

1) 31-32, GIDC,
13
 Pandesara, Surat,

2) 80, GIDC,

Pandesara, Surat,

Gujarat.

3) 70-73, GIDC,

Pandesara, Surat,

Gujarat.

4) Sachin GIDC,

Surat, Gujarat.

5) 69-70, GIDC, Pandesara, Surat, Gujarat.

Board of directors:-
Name
Mr. Jayantibhai Jariwala
Mr. Ramesh Kabutarwala
Mr. Pravin Kabutarwala
Mr. Bipin Kabutarwala
Mr. Mahesh Kabutarwala
Mr. Kanak Jariwala
Mr. Vishad Jariwala
Mr. Jenish Kabutarwala
Mr. Ketan Kabutarwala
Designation
Chairman and Managing Director
Director
Director (operation & HRD)
Director ( Domestic Marketing)
Director ( ENV ., Eng. & Projects)
Director (Procurement)
Director (finance)
Director (MIS & IT)
Director (H&S)

Product Profile:-
Comprehensive range of dyes & chemicals for textile and leather:

Coralene Dyes For Polyster

Corazol/Corafix/Coraction/Coravat/Corafast Dyes For Cellulosics
Colocid/Colomil/Cololan/Colochrome/Levosol/Levoset Dyes For wool, silk and
polyamide
Coracryl Dyes For acrylic and cationic
dyeable polyester
Coloderm Dyes For leather
14
 Corasol- solvent dyes For plastic, waxes, oils
Unicol – Dyes For non-textile application
Levocol – Speicality Chemicals For textile
Levoderm – Performance Chemical For leather

Company's profile
Vision
"To be the global market leader in textile and leather dyes"

Colourtex has its roots in India but its actions and thoughts are of the world standard. Colourtex
studies thebest in the world and implement them as per our local requirements, which enable
Colourtex To emerge strong group in the future. The efforts of Colourtex in this direction will
not be limited to textile alone. Colourtex would march ahead with times and would reach where
its consumers are.

Mission
"To achieve sustainable growth and total customer confidence with utmost care of environment
and ecology."

Values
Whatever Colourtex do or say in the future will be based on these principles to achieve its
mission:

1.Colourtex is totally professional and committed to a goal, There might be different ideas
among, but, Colourtex respect these diverse ideas.

2.Every effort of Colourtex will be focused on progress and entrepreneurship

3.Colourtex gives utmost importance to creativity and innovation Colourtex would always
endeavor to do anything better than before, it should be special.

4.Colourtex believe in winning and team building, Colourtex believe in delivering and always
respect those who are capable of implementing every idea.

5.Colourtex as an organization is totally committed to employees. Therefore, Colourtex give

top priority to an individual and his capacity to contribute and grow.

6.Colourtex would provide its consumers with what they need or which they require and all its
effort will be in this direction.

15
7.Colourtex believe that learning is the first mantra of success therefore would create such an
environment where people get maximum opportunity to learn

Production capabilities
Through qualified, skilled and experienced work force Colourtex has achieved high degree of
expertise and efficiency in conducting almost all unit operations and unit reactions involved in
the dyestuff manufacturing

• Diazotization & coupling

• Sulfonation
• Nitration
• Halogenations
• Reduction
• Ethoxylation
• Condensation
• Cyanation
• Oxidation
• F.C. Alkylation
• Ammonolysis
• Saponification
• Esterification
• Alkylation
• Alkaline fusion
• Acetylation
• Cyanoethylation
• Cholosulphonation
• Fractional distillation
• Hydrogenation

Colourtex major strength is to optimize flexible production capacity to cater different kind
of market requirement for on time delivery.

With its state of art production facilities and self-dependent supportive infrastructure,
Colourtex is strongest and most reliable manufacturer and supplier of Dyestuff

Today, Colourtex manufacturing capabilities are unmatched with product mix of over 750
dyes from an annual installed capacity of 84000 tons of dyes.

Colourtex today is the single most dedicates and by far the largest dyestuff company
engaged in serving the textile and leather industry in the India subcontinent.

16
 Research and Development
Being market leader in India Colourtex has intensified its focus on Research and Development
and aimed toget recognized as most innovative dyestuff company.

Main area of focus of innovation is to provide eco-friendly solution to the textile world and to
develop product and technologies that improve fastness properties and provide excellent
ecological profile with better economics.

Colourtex establishes fully equipped in-house research center with state of art laboratory and
also has recognition from Department of Scientific and Industrial Research (DSIR) of
Government of India.

A team of doctorates and senior research chemists in close association and under able guida
nce of world renowned senior scientists having excellent background in the field of Dyestuff
& chemical industries are engaged foe in-house development of new molecules, cleaner and
greener products and process and better ecological solutions for textile world.

Environment
Management at Colourtex is fully committed to Environment

Colourtex very well recognize and understand that although we produce eco-friendly
products using environmentally safe process, it does have an impact on environment during
manufacture, use and and we are committed to minimizing their impact throughout their life
cycle by pursuing best environmental management practices.

Colourtex, therefore has developed and implemented an active environmental

management program at all production plants as well as TSDF site. All the
manufacturing plants and TSDF sites are certified for ISO 14001:2004

In the past four decades most of the major investments have gone in to strengthening
infrastructure of the company promoting Environment Management Program.

Colourtex has developed in-house capabilities to handle all kind of waste generated from the
manufacturing process by installing adequate capacity of Waste water Treatment Plant,
waste gas scrubbing systems, liquid and solid waste incinerators.

Further Colourtex is also a member of Common Effluent Treatment Plant (CETP) of the Pandesara Industrial
zone

17
Occupational Health and Safety (OHS)

Fig 1.8 Safety Gears

With this strong belief employee’s safety is always on top priority at Colourtex.

Being involved in the manufacturing of different classes of dyes and variety of intermediates.
Colourtex employees handle almost all major chemicals and unit processes involved in the
dyestuff chemistry, which poses potential safety and health hazards. Therefore, at Colourtex
we have incorporated Aspect-Impact and Risk Assessment based Stringent health and safety
process to provide better and safer workplace for our employees

Colourtex, therefore has developed and implemented an active Occupational health and Safety
Management program at all production plants. As a result all the manufacturing plants are
certified forOHSAS 18001:2007

In order to uphold our commitment to Health and Safety of our employees, our contracting
employees and neighbours, Colourtex has established a set of Health and Safety Standards
provide the foundation for the Colourtex Health and Safety management system in areas of
Health & Safety Management, Process Safety Employee Health and Safety and Emergency
Response.

Colourtex process Safety Management Standards have also been established to ensure
Colourtex facility have designed are operated and maintained in a responsible manner ensuring
we comply with or exceed regulatory requirements. These standards include principles and
requirements for process safety management and for effective emergency response programs,
and are aligned with industry practices and Responsible Care Guiding Principles

To maintain integrity and safety of the plant we have develop customized training programs
for our employees

At Colourtex, each year a Health & Safety Improvement Plan is prepared to ensure our
continuous development and improvement

A team of qualified safety professionals are engaged in cultivating safe working culture by

Ø Arranging safety meetings,

Ø Improving housekeeping and rewarding to best housekeeping plant,
18
 Ø Encouraging employee involvement by conducting National Safety Week Campaign,
Fire Service day Campaign and issuing Internal Colourtex Safety Rewards
Ø Mandatory of appropriate personal protective equipment (PPE)
Ø Carrying out regular safety inspection and audits of the plant,
Ø Pre employment and post employment periodic health checkups.

Certification and Membership

Fig 1.9 Certification

Colourtex quality management system is certified for ISO-9001:2008, ISO 14001:2004 and
OHSAS 18001:2007 from the International Agencies like Intertek and RINA

These certifications provide assurance to customers that the organization's systems and
operations conform to the norms laid down by the International Organization for
Standardization (ISO) in providing reliable products and services and at the same time
protecting the environment and ensuring safe operations

Colourtex is a member of Ecological and Toxicological association of Dyestuff Manufacturers

(ETAD) since 2006 and following ETAD code of Ethics and Dye Care program.

Colourtex is also adhering to the guiding principles of Responsible Care and is also a blue sign
system Partner

19
CHAPTER 2 – PRODUCTION
2.1 What is production? 21
2.2 Introduction & objectives of production department 21
2.3 Raw material used 21
2.4 Manufacting process of dyes 22
2.5 Plant layout 26
2.6 Analysis of plant location & Layout 26
2.7 Material handling at Colourtex Ind. Pvt. Ltd 26
2.8 Inventory control 29
2.9 Material receipt procedure 29
2.10 Maintenance planning system 30
2.11 Quality Control 31
2.12 Quality assurance 32

20
2.1 WHAT IS PRODUCTION?
Production is a process of combining various material inputs and immaterial inputs (plans ,
know-how)in order to make something for consumption (the output). It is the act of creating
output, a good or service which has a value and contributes to the utility of individuals.

2.2 INTRODUCTION&OBJECTIVE OF PRODUCTION

DEPARTMENT.
Production is the functional area responsible for turning inputs into finished outputs through a
series of production process . The production manager is responsible for making sure that raw
materials are provided and made finished goods effectively. He must make sure that work is
carried out smoothly, and must supervise procedures for making work more efficient.

Plant layout is an overall arrangement of the production process . Store room, stock room ,
material handling equipment, employee services and all other accessories required for
facilitating the production in the factory. It is a master blue print for co-ordinating all operations
performed inside the factory

OBJECTIVES

1. Maintain the value of material

2. Optimum utilization of the material
3. Getting best value on that material

2.3 RAW MATERIAL USED

Dedicated Team of well qualified, skilled and experienced work force at Colourtex possess
high degree of expertise in conducting most unit processes and operations involved in the
manufacturing of dyestuffs and intermediates.

+ Acetylation

+ Alkaline Fusion

+ Alkylation

+ Ammonolysis

+ Cholosulphonation

+ Condensation

+ Cyanation

+ Cyanoethylation

+ Diazotization & Coupling

21
+ Esterification

+ Ethoxylation

+ Fractional Distillation

+ Halogenation

+ Nitration

+ Saponification

+ Sulphonation

With state-of-art manufacturing facilities and dedicated infrastructure, Colourtex has emerged
as the most reliable Dyestuff company.

2.4 MANUFACTING PROCESS OF DYES

• China clay: Kaolin, also called china clay, soft white clay that is an essential ingredient
in the manufacture of china and porcelain and is widely used in the making of paper,
rubber, paint, and many other products. Kaolin is named after the hill in China (Kao-
ling) from which it was mined for centuries. Then this raw material is move toward the
rotary kiln through pipes.
• Rotary kiln: A rotary kiln is a pyro processing device used to raise materials to a high
temperature (calcination) in a continuous process. After this calcination process the
slurry is being dried and cooled for further process.

Fig 2.1 Rotary kiln

• Drying Procedure: The Slurry Drying process follows detailed steps, including an
initial fill, evaporation, and drying to effectively remove moisture.

22
 Fig 2.2 Drying machine
• Raw Slurry: A raw ultramarine slurry is being prepared. this raw slurry is being moved
towards the filtration process. The bricks turn from beige to blue in the later stages of
cooling.
• Filtration: The impure ultramarine taken from the kiln contains sodium sulphate(IV)
(Na2SO3) and sodium sulphate(VI) (Na2SO4), formed by reaction of sulphur and
sodium carbonate in the original mixture. Both compounds are white and, if they are
allowed to remain in the ultramarine, they would lessen the colouring power of the
pigment.
They are, however, easy to remove. Most sodium salts are soluble in water and it is
only necessary to agitate a slurry (suspension) of the pigment in water to cause them to
dissolve.
The pigment is then removed from the aqueous solution of the sodium salts in a rotary
vacuum filter in which the slurry is delivered onto a filter cloth wrapped around a
perforated drum with reduced air pressure inside it. The liquid is drawn through the
cloth, whilst the solid remains on the cloth.

Fig 2.3 Rotating drum for filtration

• Cleaning: At this stage the pigment still contains some insoluble impurities such as
sulphur. These have have to be removed if the final product is to show its true colour.
Separation is carried out by agitating the aqueous slurry of the pigment with a non-
aqueous liquid into which the hydrophobic (water-hating) sulphur and similar
substances migrate.
The non-aqueous liquid can then be separated and recycled for further use.
• Grinding: The solids residue from the filter cloth is re-mixed with more water and is
broken up by adding pebbles and rotation of the slurry in a ball mill. This is followed
by further grinding in high-speed bead mills in which the grinding spheres are much
smaller. These operations open up the particles so that further cleaning can take place.

23
 • Classification: Separation into sizes appropriate to these various applications is called
classification and involves the use of a series of continuous decanter centrifuges. The
slurry feed to the first of these is rapid and the speed of rotation of the drum is
comparatively slow. Under these conditions only the larger particles are flung to the
inside wall of the drum from which they are continuously removed by a scraper. The
finer particles remain suspended in the liquid which is passed to the second centrifuge
at a slower rate than that for the first drum. The second drum rotates faster than the first
so that a finer product is separated on the drum wall. The third centrifuge has a slower
still feed rate and a higher speed drum rotation to separate an even finer solid. The final
centrifuge drum has the highest speed of rotation to cause the smallest particles to
collect on its wall.

Fig2.4 classification process

• Drying: After this classification process the particles are being dried in environment
no machinery is being used while this process. In this process the slurry is placed in
open so that the oxygen can react with the slurry.
• Blending: The final three stages of the process are drying, blending of grades to meet
customer requirements, and packing. The pigment is usually supplied in 25 kg bags and
about 90% of the output of the plant is exported.
• Check sieving: Remove oversized impurities for accurate sizing.

Fig 2.5 Check sieving machine

• Packaging: The product is packed and labelled well and then dispatch.

24
 China Clay

Rotary Kiln

Clay is heated to dry it and create active sites in it

DRY PROCEDURE FOR SLURRY

The process includes Blending, heating, cooling and milling to form slurry for pigment manufacturing.

RAW SLURRY

Ultramarine Slurry

FILTRATION

Removes soluble impurities, eg sodium sulphites and sulphates

CLEANING

Agitated with non-aqueous liquid

GRINDING

Breaks down to smaller particle size

CLASSIFICATION

Centrifugesgrade the pigment by product size

DRYING

BLENDING

Grades are blended to meet customer requirements

CHECK SIEVING

Removes oversized impurities for accurate sizing

PACKAGING

Ready to dispatch

25
2.5 PLANT LAYOUT
Plant layout can be define as the process by which the placement of department work groups
within departments,work station, machine and stock holding point within a facility are
determined.

CLASSIFICATION OF PLANT LAYOUT

1. Process layout
2. Product layout
3. Combination layout
4. Fixed position layout
5. Cellular layout
A product layout refers the production system where the works station and equipment are
located along the line of the production as with assembly line
Colourtex uses product layout as facility layout method to produces yarn.

BENEFITS OF PLANT LOCATIONS

-Convenient in infrastructure.

-Easy availability of local employment

-Convenience in transportation through rail and road.

- Availability of market

- Better communication system

-Availability of water and electricity supply

2.6 ANALYSIS OF PLANT LOCATION & LAYOUT

COST OF LAND
Current location of the production plant was built many years ago and at that time price of land
was very cheap. So it is one of the favourable factors which affect selection of plant location.

2.7 MATERIAL HANDLING AT COLOURTEX IND. PVT.

LTD.
In this organization many types of material such as raw material, purchased components,
materials in process , finished goods , packaging materials , maintenance and repair supplies,
scrap and waste and rejects and rework are used and handled . Many chemical which is
hazardous to human being should be handled very carefully so that the chemical may not harm
anybody. Even the raw material or the main product need special handling to protect them from
condition such as heat, cold, humidity, light, dust, flame. Many types of equipments are used
in this organization such as cranes, industrial trucks and pipe lines

26
FORK LIFT
Fork lift can carry up to 800 to 1000kg at a time very easily.

Fig 2.6 Fork lifter

In , Colourtex drivers are there to shift raw materials from ware house to the area of machines
and also to shift finished products from area of machines to the area where finished product
are placed .
Fork lift can carry up to 800 to 1000kg at a time very easily.

POWERED STACKERS

Fig 2.7 Powered Stacker

Suitable for stacking , double pallet handling , order picking and horizontal transport, the BT
staxio powered stacker trucks are fit for a wide range of material handling applications .
Offering load capacities up to 2 tonnes and lift heights up to 6.3 meters , our stacker trucks are
fast , powerful and easy to use . The BT staxio range has a lift truck for any operations , with
pedestrian , platform , stand in and rider seated models available . All stacker trucks within the
BT staxio collection are designed to work effectively in chilled environments.

27
SCREW CONVEYOR
Screw blade (known as flights ) by shear and tumbling effect inside a un shaped trough or a
round table . they are generally used for handiling fines of coal, crushed material , powders,
cement, chemicals etc.
The periphery of leading side of the helix is provided with hard face welding for handling
abrasive material.
We offer screw conveyors in standard and customized solution to address varied
requirementsDemech also offers water cooled screw conveyor for handling and cooling
material with very high temperature.

Fig2.8 screw conveyor

OVERHEAD CRANE

Fig 2.9 overhead crane

To move extremely heavy or bulky loads through the overhead space in a facility , instead of
through aisles or on the floor , an overhead crane (also called an industrial crane , crane , or
overhead travelling crane is a machine that lifts , lowers and moves a load horizontally .
overhead cranes have high lifiting capacities for load movement. Crane travel is directed by an
operator, either manually or with a wired pendant sation or wireless controls that guide their
electric or Pneumatic powered travel. Typical uses include multi-directional movement of
materials to support manufacturing , storage, loading or unloading activities inside a facility
,outside in a yard, or at a railway or shipping port

28
HYDRAULIC HAND PALLET TRUCK
In Colourtex , employees are using fork lift to raw material from ware house to the area of
machines and also to shift finished product from area of machines to the area where finished
product are placed .

Hydraulic hand-pallet truck can carry up to 250-300kg at a time very easily.

TYPES CLASS OF MATERIAL HANDLING EQUIPMENT

INSTUMENT OF QUAILITY CONTROL

Computer colour control &matching systems 11

Gas chromatograph 4
GCMS 1
HPLC 6
HPTLC 1
Laser diffraction particle size analyzer 1
Potentiometric tiltrotor 1
Photo fluor meter 1
Lon chromatograph 1
Atomic absorption spectrometer 3
2.8 INVENTORY CONTROL
Inventory Objectives
• To minimize capital investment in inventory by eliminating excessive stocks;

• To ensure availability of needed inventory for uninterrupted production and for meeting
consumer demand;

• To provide a scientific basis of planning of inventory needs;

• To tiding over the demand fluctuations by maintaining reasonable safety stock;

•To minimize risk loss due to obsolescence, deterioration , etc.

•To maintain necessary records for protecting against thefts, wastages leakages of inventories
and to decide timely replenishment of stocks.

29
Safety stock
Safety stock (also called buffer stock) is a term used by logisticians to describe a level of extra
stock that is maintained to mitigate risk of stock outs (shortfall in raw material or packaging)
due to uncertainties in supply and demand. Adequate safety stock levels permit business
operations to proceed according to their plans. Safety stock is held when there is uncertainty in
demand, supply or manufacturing yield; it serves as an insurance against stock outs.

With a new product, safety stock can be utilized as a strategic tool until the company can judge
how accurate their forecast is after the first few years, especially when used with material
requirements planning worksheet. The less accurate the forecast, the more safety stock is
required to ensure a given level of service. With a material requirement planning (MRP)
worksheet a company can judge how much they will need to produce to meet their forecasted
sales demand without relying on safety stock. However, a common strategy is to try and reduce
the level of safety stock to help keep inventory costs low once the product demand becomes
more predictable. This can be extremely important for companies with a smaller financial
cushion or those trying to run on lean manufacturing which is aimed towards eliminating waste
throughout the production process.

2.9 MATERIAL RECEIPT PROCEDURE

Production Capacity
Dyestuff Range Per annum (metric tons)
Disperse dyes 26000
Reactive dyes 12000
Vat dyes 720
Solvent dyes 2500
Acid dyes 6400
Total 47620
Dye intermediate & specialty
chemicals
Disperse dye intermediate & additives 37900
Specialty chemicals 8000
Total 45900

Classification of inventories
Computer colour control& Matching Systems 11
Gas chromatograph 4
GCMS 1
HPLC 6
HPTLC 1
Laser diffraction particle size analyzer 1
Potentiometric Tiltrotor 1
Photo Fluor meter 1

30
2.10 MAINTENANCE PLANNING SYSTEM
Fire safety

• 5814 fire extinguishers were serviced.

• 610 fire extinguishers were refilled and hydraulically tested.

• 1926 fire hydrant valve serviced and tested.

• 2244 fire horse pipe checked and tested.

• 107 SCBA sets checked and serviced.

Basic Personal Protection Equipment (PPE)

The following basic PPE must be worn by all staff employees when entering the site and remain
in place at all times.

• Safety helmet with chin belt in place

• Safety shoes or Gum boot or shoes

•Spectacles

Eco-testing

Banned amine(24) EN-14362-1(for colorant) HPTLC/HPLC-DAD/GCMS

EN-14362-2( for dyed fabric)
HPTLC/HPLC-DAD/GCMS

Allergenic Dyes(13) Xylene extraction( for dyed HPTLC/HPLC -DAD

fabric)

Penta Chloral phenol n-Hexane extraction HPLC-DAD/GCMS

PCB’s n-Hexane extraction GCMS
Heavy Metal Acid digestion AAS

31
2.11 QUALITY CONTROL

Fig 2.10 Quality Checking

Objectives of quality control:

• To establish the desired quality standards which are acceptable to the customers.

• To discover flows or variations in the raw materials and the manufacturing processes in order
to ensure smooth and uninterrupted production.

• To evaluate the methods and processes of production and suggest further improvements in
their functioning.

• To study and determine the extent of quality deviation in a product during the manufacturing
process.

• To analyze in detail the causes responsible for such deviation.

• To undertake such steps which are helpful in achieving the desired quality of the product.

Instrumentation for Quality Control

+ UV-Vis-IR spectrophotometers

+ Data Color SF 600

+ Gas Chromatograph

+ GCMS

+ HPLC

+ Laser Diffraction Particle Size Analyzer

+ Potentiometric Titrator

+ Photo-Fluorimeter

+ Ion chromatography

32
+ Ion coupled plasma spectrometer

+ HPTLC

+ LCMSMS

+ Differential scanning Calorimeter

2.12 QUALITY ASSURANCE

CPL has expertise in developing new products and classes that have world class quality. CPL
is doing research in various areas with special emphasis on specialty chemicals. The
professionals engaged in manufacturing and quality control have uncompromising
commitment to quality and consistency.

Way to controlling the quality of the product:

• They are checking the quality of the raw material before receiving that raw material.

• They are checking that raw material in the laboratory whether that material is qualitative or
not.

• They are checking the products quality at the end of production process.

An independent Quality assurance set up monitors Quality through random sampling of

finished & packed materials.

33
Chapter 3 - Marketing
3.1 Introduction to marketing department 35
3.2 Major functions of marketing department 35
3.3 Product and unique features of the company 35
3.4 Product mix and its various brands 36
3.5 Packaging and Labelling 39
3.6 Product life cycle stage and its marketing strategy 40
3.7 Customer Segmentation 40
3.8 Competitors of the company 41
3.9 Pricing Methods Adopted for all product lines 41
3.10 Procedure for after Sales and Services 41
3.11 Customer relation management and customer support activities 42
3.12 Sales Network 42

34
3.1 INTRODUCTION TO MAKETING DEPARTMENT
Marketing is communicating the value of a product, service or brand to customers, for the
purpose of promoting or selling that product, service, or band.

Marketing topics include choosing targets markets through market analysis and market
segmentation, as well as understanding consumer behaviour and advertising a producer’s value
to customer.

From a societal point of view, marketing is a link between a society’s material requirements
and the economic patterns of response.

Marketing processes satisfies these needs and wants through exchange processes and building
long-term relationships.

Marketing blends art and applied science (such as behavioural sciences) and makes use of
information technology.

Marketing is applied in enterprise and organizations through marketing management.

The marketing planning process involves forging a plan for a firm’s marketing activities are
incorporated into this plan. There are several levels of marketing objectives within an
organization. The senior management of a firm would formulate a general business strategy
for a firm.

However, this general business strategy would be interpreted and implemented in different
contexts throughout firm.

3.2 MAJOR FUNCTIONS OF MARKETING DEPARTMENT

The following are the major functions of the marketing departments in Colourtex Industies Pvt
Ltd.:

• Business growth and development

• Technical services

• Customer relationship management

• To develop brand image

3.3 PRODUCT AND UNIQUE FEATURES OF THE COMPANY

PRODUCT

Colourtex provides wide range of products for coloration of textile, leather and polymers. Over
the years, Colourtex has established bench mark for dyestuff quality and service.

35
Colourtex has implemented ecological measures in inputs, synthesis and final products to
ensure safe environment for people on site as well as those consuming the products and society
at large.

ECO-FRIENDLY PRODUCTS

Till late sixties, textiles world was oblivious of the hazardous effects of textile dyes on humans
and the environment in general. Then came the findings from the research laboratories in
Germany that some of the textiles dyes potentially harmful to the living species on earth.

On the basis of these findings Germany enacted law prohibiting manufacture, handling and
usage of such textile dyes.

These regulations aim at ensuring production and consumption of safe textiles in the regions
where the laws are in force

At Colourtex too, they are aware and are committed to providing safe dyes as per the German
legislation.

Well equipped eco-laboratories managed by qualified and experienced personnel ensure that
every product manufactured complies with German ecological norms

3.4 PRODUCT MIX AND ITS VARIOUS BRANDS

The following is the product mix and its various application brands:

Dye type Application

Disperse Dyes Polyester
Reactive/ Vat Dyes Cotton / Viscose
Cationic Dyes Cationic dyable polyester / Acrylic
Acid Dyes Nylon / Wool

COMPRESSION OF 4P’S OF VARIOUS PRODUCTS

Marketers use different tools in order to get the desired response from the customer or best
satisfy their needs. These tools are known as the Marketing Mix. Marketing Mix is probably
the most famous term marketing.

Marketing Mix is a combination of marketing tools that a company uses to satisfy their target
customers and achieving organizational goal. McCarthy classified all these marketing tools
under four categories:

36
 Fig 3.1 Marketing Mix
• Product

• Price

• Place

• promotion

PRODUCT

Product is the actual offering by the company to its targeted customers which also includes
value added stuff. Product may be tangible (goods) or intangible (services).

• Textile Dyes: A dye is a coloured substance that has an affinity to the substrate to which
it is being applied. The dye is generally applied in an aqueous solution, and may require
a mordant to improve the fastness of the dye on the fibber.
• Non-textiles Dyes
• Speciality chemical for Dyes
• Leather chemical

PRICE

Price includes the pricing strategy of the company for its products. How much customer should
pay for a product? Pricing strategy not only related to the profit margins but also helps in

37
finding target customers. Pricing decision also influence the choice of marketing channels.
Price decisions include:

• Pricing strategy
• List price
• Payment period
• Discount
• Financing
• Credit terms

PLACE
Local Market Distributors :-
Manufacturer – the manufacturer produces the dyes, chemicals, Optical whitening
agent and gum in Surat.

Distributor – Company has 9 branch offices and 11 sales offices in all over
India. Distributors direct contract with customers.

Customer – Customer need dyes, chemical, optical whitening agent and gum they
asked to distributor so they send the goods to customer.

EXPORTS OF COLOURTEX PVT LTD:

When the COLOURTEX PRIVATE LIMITED realized the fact that industry can cope
up their competitors and can also export their products in the foreign countries they
begin exporting their products to different countries. Over a year the company has
registered a compounded average annual growth rate of more than 65 percent.

Colourtex’s productrs cover International Market like. –

USA
U.K.
HONGKONG, INDONESIA
BRAZIL
PAKISTAN
BANGLADESH
SOUTH KOREA

PROMOTION

Promotion includes all communication and selling activities to persuade future

prospects to buy the product. Promotion decisions include:

• Advertising
• Media types
38
 • Message
• Budget
• Sales promotion
• Personal selling
• Public relations
• Direct marketing

The various elements of promotional mix include personnel selling, advertising, sales
promotion, and public relations.

1. It communicates marketing information to consumers, users and resellers.

2. Promotion persuades and convinces the buyer and influences his behaviour to take the
desired action.
3. Promotional efforts act as powerful tools of competition providing the cadge of its
entire marketing programmed.

They first launch their product in local market in Surat. Thereafter with the increase their
market in Surat and thereafter with best quality and services they captured the entire Gujarat
and India. They gain market by their best services to the consumer and Month Publicity.

3.5 PACKAGING AND LABELING

Fig 3.2 Packaging of Box

Colourtex industries pvt. Ltd. Uses eco-friendly packaging for its product. The products are
packed into 5kgs to 25kgs or boxes.

39
3.6 PRODUCT LIFE CYCLES STAGES AND ITS MARKETING
STRATEGIES

• Colourtex industries pvt. Ltd. Can be said to be at the growth stages of the product life
cycles. Its volume wise growth per year is 15% to 20%.

• The prices of the products at Colourtex industries pvt. Ltd. Are competitive and reasonable
to its customers.

• It adopts cost saving exercises through technical services.

3.7 CUSTOMER SEGMENTATION

LOCAL NARKET DISTRIBUTION:-
Manufacturer (B2B) :- the manufacturer produces the dyes, chemicals, optical whitening
agent and gum in SURAT.
Customer :- customer need of dyes, chemical, optical whitening agent and gum they say to
marketing executives & company direct send the material to customer.

DOMESTIC MARKETING:-
Manufacturer :- the manufacturer produces the dyes, chemicals, optical whitening agent and
gum in SURAT.
Distributor :- company has 9 branch offices and 11 sales offices in all over India.
Customer :- customer need of dyes, chemical, optical whitening agent and gum they asked
to distributors so they send the goods to customers.
40
3.8 COMPETITORS OF THE COMPANY
• Clarinet in. ltd

• Jaysinth in. ltd

• Dystar in. ltd

• Nova pvt. Ltd

• Atul pvt. Ltd

• Rati dyenchem

• Kolorjet chemical pvt. Ltd

COMPETITIVE ADVANTAGES

• Quality of the product is excellent at lower rate.

• Brand image of COLOURTEX group adds an advantage for growing sales.

• Provides high quality services to its customers.

3.9 PRICING METHODS ADOPTS FOR ALL PRODUCTS

LINES
Price element of marketing mix covers pricing objectives and pricing policies. Price is the
monetary value of a product. It also includes discounts, allowances and terms of credit or
periods of payment. Price must cover the cost of production selling of the products.

There are different methods of pricing which are given below:

• Cost based method

• Demand based method

• Cost-demand based method

• Competition based method

• Discriminatory pricing

3.10 PROCEDURE FOR AFTER SALES AND SERVICES

• Assistance regarding product technical information, features, benefits and limitations.

• Guidelines about product process and application.

• Assistance regarding the identification of new products, promotion and launching.

41
3.11 CUSTOMER RELATION MANGEMENT AND
CUSTOMER SUPPORT ACTIVITIES
Customer’s services divisions through which we offer them technical services by way of shade
matching, product testing, new process application, application and modification and provide
total solutions.

3.12 SALES NETWORK

• USA
Colourtex Inc.,
8000 Corporate Center Drive,
Suit # 105,
Charlotte, NC 28226
Tel. : +1 704 540 1528
Fax : +1 704 540 1529
Email : ctxdyes@gmail.com

• HONDURAS

C OLOURTEX L TD .
ZIP B UFALO , E DIFICIO 3,
V ILLANUEVA , C ORTES ,
H ONDURAS
T EL . : +504 25749052 / 53
T EL . : +504 33900100
E MAIL : MPINEDA @ COLTEXSA . COM

• Brazil
Colourtex Ltd.
Rua Anfilóquio Nunes Pires,
4.805 - Galpão 2,
Bela Vista 89.110-000
Gaspar- SC, Brazil
M : +55 (47) 3397.2180
Email : welington@colourtex.com.br

• HongKong
Colourtex (Asia Pacific) Ltd.
Unit 02, 13/F Technology Plaza,
651 King's Road, North Point.
Hong Kong
Tel. : +852 3527 3633
Fax : +852 3527 3661
Email : richardchow@colourtexap.com

42
Chapter 4 – Finance Department
4.1 Introduction & Scope of finance departments 44
4.2 Sources & Application of funds 44
4.3 Management of payable & receivable 44
4.4 Structure of finance department 45
4.5 Budgeting and Budgetary control 45
4.6 Working Capital Management of company 45
4.7 Financial data 46
4.8 Financial ratios 49
4.9 Accounting Software 55
4.10Working Capital Management of Company 56

43
4.1 INTRODUCTION & SCOPE OF FINANCE DEPARTMENT
Finance plays a major role in determining the position of the company. A person trained in
finance is able to take financial decision wisely and quickly which gives better return on
investment and have a better chance to survive and compete.

A business house must necessary keep a systematic record of what happens from day to day,
so that it can know where it stands and where it will go in future. A systematic record of the
daily invents of a business leading to presentation of a complete financial picture is known as
accounting.

SCOPE:

• In COLOURTEX PRIVATE LIMITED the finance department deals with the problems of
rising funds and there effective utilization in the business. Various decisions regarding:
• Acquisition of assets
• Specific form of assets where money is to be invested.

COMPOSITION AND ITS LIABILITIES:

Liabilities are converted under the scope of finance department. The three functions are
covered almost in the finance function of an organization. And effect the three major
decisions they are:

• Investment Decisions
• Finance Decisions
• Dividend Decisions

4.2. SOURCES AND APPLICATIONS OF FUNDS

•Sufficient capital available with owners itself.
•Bankers for working capital.
•10% labour’s salary and 2% charity is done by the company.
• 88% cost of raw materials cost is borrowed from the bank.

4.3. MANAGEMENT OF PAYABLE AND RECEIVABLE

• The company gives discounts for 1%, 2%, 3% on cash sales.
•If the payment is done within 180 days.
•It is realized on market condition.

44
4.4 STRUCTURE OF FINANCE DEPARTMENT

Finance
director

project
financial management
management treasure
accountant accountant
support

accounts accounts credit cost

payable receivable controller accountant

Fig 4.1 Structure of Finance Department

4.5 BUDGETING AND BUDGETARY CONTROL

Budget is made but it’s always a deficit budget due to market fluctuation. Policy is made for
15 days what the cost sheet said.

REVENUE BUDGETING is the main benefit of a revenue budget is that it requires looking
into the future. The revenue budget should contain the assumption made about the future and
the detail about the numbers of units to be sold, the expected selling prices, and so on. The
budget amount of revenue is then compared to the budgeted amount of expenses in order to
determine if the revenues are adequate. Learning of a potential problem before the quarter
begins is a huge benefit because it allows for alternative actions to be developed prior to the
start of the quarter. The company follows quarterly budgeting policy due to scarce
unavailability of raw material. The basic for revenue is fixed on the total cartage sold during
the quarter will give the average realization price, when this differs from the rate fixed on the
first day of the quarter is adjusted in the next quarter budget. Revenue budget is reviewed
monthly and any variation is addressed and corrective action is taken.

4.6 WORKING CAPITAL MANAGEMNT OF THE COMPANY

Working capital management involves the relationship between a firm’s short term asset and
its long term liability. The goal of working capital management is to insure that the firm is able
to continue its operations and that it has the ability to both maturing short term debt and
upcoming operations expenses. The management of working capital involves managing
inventories, accounts receivable and payable and cash. Working capital is consent with making

45
sure we have exactly the right amount of money and lines of credit available to the business at
a time.

4.7 FINANCIAL DATA

Table 4.7.1 Balance Sheets

Balance sheet (RS. In crore)

Particular March’18 March’19 March’20
LIABILITIES
Source of fund
Equity share capital 0.87 0.87 0.87
Preference share capital 0 0 0
Capital Reserve 52.88 57.82 62.45
Current Liabilities 32.35 30.93 32.33
Provisions 1.56 1.76 1.94
TOTAL LIABILITIES 87.66 91.38 97.48
ASSETS
Fix assets 16.36 18.53 19.44
Less: depreciation 3.39 4.87 5.13
12.97 13.66 14.31
Capital work in progress 0.06 0.13 0.19
Current assets
Investment 12 10.85 11
Sundry debtors 26.75 21.43 19.78
Cash & bank balance 5.06 5.63 5.72
Loans and advances 10.89 14.75 13.2
Inventories(stock) 19.91 24.93 26.75
TOTAL ASSETS 87.66 91.38 97.48

46
 Profit and loss (RS. In crore)
Particular March’18 March’19 March’20
INCOME

Revenue from Operations 80.32 79.82 80.02

Other Income 2.00 0.40 0.35

80.34 80.22 80.37

total

EXPENSES

Cost Of Materials Consumed 24.50 26.92 22.36

Purchase of Stock in Trade 2.91 2.26 8.18

Changes In Inventories 0.78 5.21 2.60

Employee Benefit Expenses 24.91 23.39 20.67

Financial Costs 3.77 4.66 1.90

Depreciation 2.97 3.13 3.13

Other Expenses 20.44 23.83 19.97

Total 78.75 78.99 78.84

Profit before exceptional and 1.23

1.59 1.53
extraordinary items and tax

Exceptional Items 19.28 3.59 0.25

Profit Before Tax 1.78 1.20 1.27

Tax Expenses

(a)Current Tax 0.23 0.16 0.25

(b)Deferred tax - -

(c)MAT Credit Entitlement - -

0.23 0.16 0.25

Profit After Tax 1.55 1.03 1.02

47
4.8Ratio & Their Interpretation:

4.8.1Liquidity ratio:

Liquidity refers to the ability of a firm to meet its current obligation as and when
these become due. The short-term obligations are met by amount from current,
floating or circulating assets.

Following are the ratios which help to assess the ability of firm to meet its current
liabilities.

a) Current ratio
b) Liquidity ratio
c) Absolute liquid ratio

4.8.2Turnover/ activity ratio:

These are the ratios which indicate the speed with which assets are converted or
turned over into sales.
a) Debtor turnover ratio
b) Debt collection ratio
c) Working capital turnover ratio

v Liquidity Ratio:
A. Current Ratio:
It is ratio which express the relationship between the total current assets and current
liabilities. A standard ratio between them 2:1
Current ratio= current assets/current liabilities
Particulars March’18 March’19 March’20
Current asset 62.62 66.74 65.45
Current liabilities 33.91 32.69 34.16
Current ratio 1.84:1 2.04:1 1.92:1

48
 current ratio
2.1
2.04
2.05

1.95 1.92

1.9
1.84
1.85

1.8

1.75

1.7
2018 2019 2020

current ratio

Graph 4.1 current ratio

Interpretation:
It is seen form the above chart that during the year 2017-2018 the current ratio was
increasing 1.84 to 2.04. it was good for the company but in 2018-2019 to 2.04 to
1.92 it was bad for company. The standard ratio is 2:1. Company has to take steps
for increase in the current ratio.

B. Liquidity Ratio:

This ratio establishes a relationship between liquid assets and current liabilities.
The standard liquidity ratio is 1:1. It consider satisfactory.

Liquidity Ratio = Liquid Assets (Current Assets-Inventories-Prepaid

Expenses)/ Liquid Liabilities (Current Liabilities-BOD)

Particulars March’18 March’19 March’20

Liquid assets 42.7 41.81 38.7
Liquid liabilities 33.91 32.69 34.16
Liquid ratio 1.26:1 1.28:1 1.13:1

49
 liquitidy ratio
1.3

1.28
1.25 1.26

1.2

1.15

1.13
1.1

1.05
2018 2019 2020

liquitidy ratio

Graph 4.2 Liquidity Ratio

Interpretation:

Liquidity assets are those assets which can be converted in to cash within the short
period of time, say to six months.

Liquidity ratio of the company in the year 2017, 2018 and 2019 is to 1.26:1,
1.28:1 and 1.13:1 which means that the company has more liquid assets.
C. Absolute Liquid Ratio:
Absolute liquid ratio may be defined as the relationship between absolute liquid
assets and current liabilities. Absolute liquid assets include cash in hand and cash
in bank. The standard ratio is 0.5:1.
Absolute Liquid Ratio= Cash & Bank Balance/ Current Liabilities
Particular March’18 March’19 March’20
Cash and bank 5.06 5.63 5.72
balance
Current 33.91 32.69 34.16
liabilities
Absolute liquid 0.15 0.17 0.17
ratio

50
 absolute ratio
0.175
0.17 0.17
0.17

0.165

0.16

0.155
0.15
0.15

0.145

0.14
2018 2019 2020

absolute ratio

Graph 4.3 absolute Ratio

Interpretation:
Form the above graph, we see that, in 2017 the absolute liquidity ratio was 0.15. in
2018-19, it increases up to 0.17, which is good for the company. Hence it shows
that the liquidity of the company is satisfactory.

v Activity/ Turnover Ratio:

A. Debtors Turnover Ratio:
debtor’s turnover ratio indicates the speed of debt collection of the firm. This ratio
computes the number of time debtors(receivables) has been turned over during the
particular period.
NOTE: In company, we have taken the total net sales instead of the credit sales,
because the credit sales information has not available for the calculation of DTR.
Debtor Turnover Ratio= Net Sales/ Average Debtors
Particular March’18 March’19 March’20
Sales 129.22 120.03 131.65
Average debtor 27.11 24.09 20.61
Debtor 4.77 4.9 6.39
turnover ratio ~5 time ~5 time ~6 time

51
 debtor turnover ratio
7 6.39

6
4.77 4.9
5

0
2018 2019 2020

debtor turnover ratio

Graph 4.4 Debtor Turnover ratio

Interpretation:
Debtor turnover ratio is 4.77 times in the year 2015 and 4.9 times in year of 2018.
In the year 2019 which is higher than the previous year. It is good for the company
because in current year it is indicate that the company’s collection of account
receivable may efficient and company has a high proportion of quality customer
that pay off their debts quickly.
B. Debt Collection Period:
Debtors collection period measures the quality of debtors since it measures the
rapidity or the slowness with which money is collected form a shorter collection
period implies prompt payment by debtor. It reduces the chance of bad debts. A
longer collection period implies too liberal and inefficient credit performance.

Debt Collection Period= No of Days in A Year/ Debtor Turnover Ratio

Particular March’18 March’19 March’20

No of days in 365 365 365
year
Debtor 4.77 4.98 6.39
turnover ratio

52
 Debt collection 76.5 73.29 57.12
period ~77 days ~73 days ~57 days

Debt collection period

90
76.5
80 73.29
70
57.12
60
50
40
30
20
10
0
2018 2019 2020

Debt collection period

Graph 4.5 Debt collection period

Interpretation:

Average collection period in year 2017 is not good because company collect its
money within 77 days which is too liberal and inefficient in campier to 2018 and
2019. In 2017 the DCP decrease to 57 days which shows that company have quality
of debtor and it might reduce the chance bad debts.

C. Working Capital Turnover Ratio:

This ratio indicates the number of times the working capital is turned over in the
course of the year. This ratio measures the efficiency with which the working
capital is used by the firm. A very high working capital turnover is not a good
situation for any firm.
Working Capital Turnover Ratio= Net Sales/ Net Working Capital
Particular March’18 March’19 March’20
Net sales 129.22 120.03 131.65

53
 Working 28.71 32.69 34.16
capital
Working 4.50 3.67 3.85
capital ~5 times ~4 times ~4 times
turnover ratio

working capital tunover ratio

5 4.5
4.5
3.85
4 3.67
3.5
3
2.5
2
1.5
1
0.5
0
2018 2019 2020

working capital tunover ratio

Graph 4.6 Working capital turnover ratio

Interpretation:
The working capital turnover ratio is fluctuating year to year. In 2018, working
capital turnover ratio is 3.67 times. It increases up to 3.85 times in 2019. This shows
the company is utilizing working capital effectively. But is not good for the
company.

4.9 Accounting Software

• ORACLE

An oracle database is a collection of data treated as a unit. The purpose of a database

is to store and retrieve related information. A database server is the key to solving
the problems of information management. Oracle database is the first database
designed for enterprise grid computing, the most flexible and

54
 cost effective way to manage information and applications. Enterprise grid
computing created large pools of industry - standard, modular storage and servers.
With this architecture, each new system can be rapidly provisioned form the pool of
components. There is no need for peak workloads, because capacity can be easily
added or recollected form resources pools as needed.

4.10Working Capital Management of Company

Working capital management involves the relationship between a firm's short-term

asset and its long-term liabilities. The goal of working capital management is to ensure
that the firm is able to continue its operations and that it has the ability to both
maturing short-term debt and upcoming operations expenses. The management of
working capital involves managing inventories, accounts receivables and payable and
cash. Working capital is consent with making sure we have exactly the right amount
of money and lines of credit available to the business at a time. Symbolically working
capital is denoted as:

Net working capital= current assets – current liabilities

Working capital
Particular March’18 March’19 March’20
Current asserts 62.62 66.74 65.45
Current liabilities 33.91 32.69 34.16
Net working 28.71 34.05 31.29
capital

55
 net working capital
35
34
33
32
31
30
29
28
27
26
2018 2019 2020

net working capital

Graph 4.7 Net working capital

56
Chapter 5 – Human Resources
5.1 Introduction 58
5.2 Human Resource department 58
5.3 Structure of HR department 59
5.4 Basic HR philosophy 60
5.5 Policies of HR department 62
5.6 HR planning 63
5.7 Job description and Job specification of various positions 64
5.8 Recruitment and Selection 65
5.9 Training 70
5.10 Performance Appraisal System 72
5.11 Promotion and transfer policy 74
5.12 Wage and Salary administration 76
5.13 Grievance Handling 76
5.14 Provident Fund Scheme 77
5.15 Office Time 77
5.16 Welfare Activities 77

57
5.1 INTRODUCTION
Basic introduction about HR Department

Human Resource Department is that part of management which is related with planning,
organizing, directing and controlling of the procurement, development, compensation,
integration, maintenance and separation of human resources to meet the ends of both the
individual and the organization. Its main objective is to maintain those relationship on the basis
of which organization can get maximum personal contribution from employees.

The human resource is important to any labour intensive or capital-intensive industry. The
Colourtex Industries Pvt. Ltd. Company regularly undertakes the training activities and other
HR initiatives. The company has also continued its scheme for assistance to employees with a
view to ensure that their basic housing needs are fulfilled. The company has been continuously
focusing on people and processes to encourage and realize their full potential through
continuous on the job training and through other HR initiatives of coordinal and harmonious
relation with employees continued to prevail through the year under review.

Human resource is an asset and also plays an important role in the success of any organization.
If any company’s human resource is not standard or not efficient then it affects the performance
of an organization.

Human resource plays a vital role in each and every department wither it is finance department,
marketing department, production/operations management, R&D department or any other. The
manpower must be efficiently used.

Objective of HRM Department

• To collaborate with and support internal customers of HR services viz., effective

manpower planning, ensuring harmonious industrial relations etc.
• Imparting training based on the latest methodology of on the job training and classroom
training.
• Providing people with latest technology to the world in a totally safe, unpolluted and
hazard free environment.
• Motivates people to the fullest extent to bring out the maximum output by utilizing their
skill, talent and ability.
• Sharing and manufacturing gain through wages, salaries, bonus, medical,
transportation, allowances and employee benefits.

5.2 HUMAN RESOURCE DEVELOPMENT

Human Resource Development (HRD) is a framework for developing employees, their
personal and organizational skills, knowledge and abilities. Human Resource Development

58
includes such opportunities as employee training, employee career development, performance
management and development, coaching and mentoring, succession, key employee
identification, tuition assistance and organization development.

5.3 STRUCTURE OF HR DEPARTMENT

Director HR

HR Head

Corporate Office Admin. Head

The Activities of HR Department

Human Resource Development is that of management which related with management of

planning, organizing, directing, and controlling of the procurement, development,
compensation, integration, separation, maintenance of human resource to the end that
individual, organizational and social objective are accomplished.

It includes two types of function:

1) Managerial Function:
-Planning

-Organizing

-Directing

-Controlling

2) Operative Function:

-Procurement

-Development

-Integration

-Maintenance

The activities of HR Manager:

• Attendance management
• Leave management
• Personal file update
59
• Contract management for labor
• Statutory compensation
• Salary &Bonus
• Welfare activities
• ISO Documentation
• HR Budget
• MIS Report
• Training & development
• Recruitment & selection
• Induction & Orientation
• Separation

5.4 BASIC HR PHILOSOPHY

At Colourtex Industries pvt. Ltd., the function of Human Resources Development is driven by
the HR Philosophy stated below:

• Foster
1. An environment of mutual growth.
2. A culture of continual improvement and performance orientation.
3. A climate that is conducive to the achievement of orientation of organization goals.
4. A place, an employee finally enjoys working for.
• “Employee as a unit”

Colourtex pvt. Ltd. Believes its employees to be:

- An employee is a unit that finally affects the total organization climate, culture and
performance.
- Action therefor has to be this fundamental unit level.
- The driving forces that affect an employee are:

Human Resource System support the mentioned driving forces in the following manner of
Colourtex pvt. Ltd.:

1. Salary and basic needs

-Competitive with industry
-Parity within the organization
-Providing growth compared to the industries
-Compensation strategy concentrated towards retention of employees
2. Work Environment
-Employees engagement measurement
-Policies formulation and its strict adherence
-Clarity of job, role, responsibility and accountability
3. Growth prospects
60
 -Career planning
-Learning needs identification
-Opportunities to apply the knowledge gained
• Company’s shared value
-Global capacities
-customer satisfaction
-Quality and logistics
-Continuous cost control
-High value addiction
-Loyal work force
-In-house Recognized R&D centers
• General rules and regulation
-Every employee should wear safety shoes, apron and safety helmet

Human Resource systems support the mentioned driving forces in the following manner at
Colourtex pvt.ltd.:

4 salary and basic needs

• Competitive with the industry

• Parity within the organization
• Providing growth compared to the industry
• Compensation strategy concentrated towards Retention of employees

5 Work Environment

• Employee engagement measurement

• Policy formulation and its strict adherence
• Administration policies
• Performance management policies
• Clarity of job, role, responsibility and accountability
• Growth prospects
• Career planning
• Learning need identification
• Opportunities to gain knowledge
• Opportunities to apply the knowledge gained
• Company's shared value
-Global capacities
-Customer satisfaction
-Quality and logistics
-Continuous cost control
-High value addiction

61
 -Loyal work force
-In house recognized R&D centers

General rules and regulations

-Every employee should wear safety shoes, apron and safety helmet
-During working hours, the employer should not wander here and there without any
-Employee should not bring any unwanted material like match or cigarette, alcohol,
tobacco, etc.
-Employee should not remain absent without prior information to his department head
and p&a department unless until the reason of absent is sickness.
Facilities provided to the workers
-Provide opportunities for worker to talk with each other while they are working.
-Avoid layout or job assignment which require working in isolation.
-Change the work method so as to reduce possibilities for direst handling of hazardous
materials.
-Ensure the availability of first aid equipment and aid qualified first aider

5.5 POLICIES OF HR DEPARTMENT

Human Resource Policies are established by an organization, to support administrative
functions performance management, employee relations and resource planning. Human
resource policies are the formal rules and guidelines that company put in place to hire,
train, assess, and reward the members of their workforce.

SUBJECTS COVERED BY COMPANY HR POLICIES

• Equal Employment Opportunity policies
• Employee classifications
• Workdays, paydays, and pay advances
• Overtime compensation
• Meal periods and break periods
• Payroll deductions
• Vacation policies
• Holidays
• Sick days and personal leave for bereavement, jury duty, voting, etc.)
• Performance evaluations and salary increases
• Performance improvement
• Code of conduct
• Paternity and maternity leave
• Adaptive work culture policy

62
5.6 HUMAN RESOURCE PLANNING

Fig 5.1 Chart for Human Resource Planning

The human resource planning process in the organization

Employees contribute to organizational goals when they understand organizational needs.

• Employee orientation/induction.
• Goal setting.
• Performance appraisal.
• Optimal utilization of human resources.
HR Planning consists of following:
• Mission or Purpose of the Statement
• Summary of financial projections
• SWOT of HR
• Summary of Performance
• A job seekers market review
• People Competency Profile
63
 • Major Assumptions
• HR Objectives & strategies for the next years

Determining HR Needs:

• Assess Demand
• Assoss Supply
• Forecast Staffing Needs
• Prepare HR Inventory
• Conduct job Analysis
• Create: Job Description with Job Specifications
• Evaluate Strategic Plan
• Establish Strategic Plan

Top level management 50

Middle level management 200
Bottom level management 1400
Total 1650

5.7 JOB DESCRIPTION AND JOB SPECIFICATION OF

VARIOUS POSITIONS
• JOB DESCRIPTION
job description is a written record of duties, responsibilities and requirement of
particular job. It is concerned with the job itself and not with the work It is a
statement describing the job in such a term as its title location, duties, working
condition and hazards in other word it tells us what is to be done & why it is a
standard of function, in that it defines the appropriate and authorized content of
job.

Sr. Manager

• Finalize account
• Preparation of report and data for tax audit report
• Preparation of budget
• Cost analysis
• Handling of staff income tax and issue of salary certificate
• Control of creditor
Manager:
• Production planning
• Calculation Preparation of production planning

64
 JOB DESCRIPTION FOR MANAGER
Title Manager
Department HR department
Duties Maintaines the work structure by
updating job requirements and job
descriptions for all positions
Responsiblities Maintains staff and policies at each
level
Facility at workplace Centerally A.C building
Material handling is eay and fast
Salary 7500 to 35000 RS

JOB SPECIFICATION

Job specification is a standard of personnel and designates the qualities for an applicable
performance. It is a written record of the requirement sought in individual worker for a given
job. In other words, it refers to a summary of the personnel characteristics require for a job. Is
the statement of the minimum acceptable human qualities necessary for the proper performance
of a job.

Position Qualification Description

Manager M.B. A Co-ordination between management and staff.

Chief engineer Diploma in To run plant smoothly and looking machinery

mechanical engineer maintenance and loses at mill minimize
Chief chemist B.sc chemistry Testing chemicals, quality control

Marketing M.B.A Developing the marketing strategy and plan.

officer
Chief B.com/M.com Maintaining accounting details
accountant
assistant B.com Assistance work & receptionist

5.8 RECRUITMENT AND SELECTION

The sources of recruitment used by the organization

in Colourtex Group manpower recruitment is a designated process Manpower budget is

approved at the start of the financial year

Any variance in cost and number needs prior sanction This sanction can only be provided by
the MD/Directors. The request with justified reasoning should be routed through head of
department.

Colourtex Group hires through the following procedures:

65
(1) Campus Recruitment

(2) Off Campus Recruitment

(3) Employee Referral

(4) internal Job Postings

Campus Recruitment:
Currently the campus recruitment process is non-existent in Colourtex Group. An attempt is
being made to regularize and standardize the process, so that fresh young talents can be
recruited and nurtured.

Which campus to visit? The campus will be selected by a team comprising of HR/ HOD. This
will take into account the kind of talent required, the reputation of the campus, and performance
of the existing alumni working in the group.

Who will do the recruitment? Only employees in grade M4 and love will go for campus
selection. If there is more than 1 person than the s on most person of the vertical Department
will lead the team.

Selections and available Time:

Time in a premium when doing on campus Interviews become the entire process has to be
completed in 10-11 hours.

Pre-placement talk(PPT):

-Presentation HK/department head

-No downward delegation of the process of making thesis introduction and presentation
allowed. - it will be encouraged if the presentation is made by a senior of alumni of the institute
working in the group

WRITTEN TEST:

Written test shall only be used for Functional competencies check.

Evaluation of the written test:

Selecting and announce the shortlisted candidates for interviews (HR and Department head)

Off-Campus Recruitment
HR and personal interview with at-least 2 members of member of M1-M3 level of Department
or the CEO/director (if required).

Selection authority:

GM, (HR, A&P)/ CEO/Director/M1

66
 Recruitment restrictions:

I. Special sanction is required in case of manpower budget overrun in term of number or

budget overrun.
II. Relative of employees cannot be assigned to the same function and/or with direct
reporting relationship.
III. For re appointment of ex-employees, sanction of GM (HR, A&P/CEO/GM (A&P)
required.
IV. Group HR to keep track of every candidates in terms of reasons for leaving that leaves
Colourtex Group after 1 April 2008
V. Hence a prior check with group HR is a must before initiating discussion with any ex-
employee.
VI. HR will provide the back-check report within 48 hours.
VII. A candidate will not be eligible for interview it he/ she have been rejected by any
interviewer of Colourtex Group in last 6 months
VIII. Any candidate that was the organization for the direct competition is not to be
considered for employment before end of 3-year period

Availability of the recruitment consultants.

• HR has set guidelines and relationship build in with select set of recruitment agencies
at every location. These can be approached through the HR.
• GM (HR, A & P) authorized to contract recruitment to any new recruitment agency
within the same parameters of fee.
• It will be the interviewer responsibility to inform HR before the 1 round of interview,
st

he is interviewing any candidate provided by an outside agency. This is to avoid conflict

across different agencies.

Employee Referral
Objective:

The aim of the program is to make the recruiting process more efficient build better
teamwork, as well as to award the employees who make the effort to refer prospective
employees

Q) How will the referral need to be communicated?

ANS :- All job opportunities of (if desired by Management) with the required details would
be posted on the intranet and notice boards, HR will be responsible for placing these
positing.

Q) Can referral be made without knowing of the vacancy?

ANS :- yes, Even if there are no opportunities available, employees can send in referrals,
which will be kept in the recruitment database.

67
 Q) Who do I send the referral?

ANS :- A referrals should be sent to HR for grades.

Q) What will referral contain?

ANS:- Candidates can be referred by sending an email with the candidate's resume and a
cover note to HR.

The cover note should the brief summary of the employers’ association with the candidate

opinion about the candidate.

Q) What is more than 2 people referring candidate?

ANS:- The referral will be considered in first referred first claim basis.

Referrals once made sure to be in effect after 6 months.

Decision on who has referred will be non-contestable and will be decided by HR

department HR department will keep transparent records of the referred candidates.

Any clarification/questions regarding the referral bonus policy can be directed to Corporate
HR/LOCAL HR.

Interviewer and HR responsibility on documentation:

Every interview done for any M grade position across the group from 1 April 20013 shall be
st

documented

Interviewer will inform to HR, his comments on the candidates Reason for selection or
rejection. These reasons shall be documented and be available with HR for reference and check.

This facilitates checks on prior interviews of the candidates within the group if requested HR
will revert within 48 hours.

A list of candidates interviewed in past shall be readily available with HR.

The factors affecting recruitment

Process of selection for various levels of employees

-HR Department screens out suitable applications from the pool of applications and then the
suitable candidates are called for interview.

-HR Department prepares a list of suitable candidates and interview call letters are sending the
registered post.

-Written test is conducted for certain higher positions and differs from position to position. An
objective type question paper is prepared by HR Department.

68
-The interviews are conducted by the interview committee comprising of respective head of
the department, an Expert and HR Representative.

-The short-listed candidates are finally interviewed by the Head HR.

-During the final interview, HR Personnel negotiates on the Salary to be offered to the new
recruited person. The basic practice is to offer 10% higher than what the person used to get in
the previous organization.

-Final Appointment is made after the approval of MD.

In general selection process has 7 steps that are as follows: -

1. Preliminary Interview: - In this interview the general question is asked and checks the
capability of the applicant. The objective of this step is to select good applicants for the
test.
2. Application Blank:-It is used to collect information from the applicant's The
information provided facilitates the selection process. It varies according to the position
& organization.
3. Selection Test: job seekers that pass the preliminary interview are called for tests.
Different types of tests may be administered depending on the job of the company.
Generally, tests are used to determine the applicant's ability. Attitude & personality.
4. Selection Interview:- Interview is a formal, in depth conversation conducted to evaluate
the applicant's acceptability. It is considered to be an excellent selection device. It
allows a two applicant and applicant learns about the employees.
5. Reference Check:- In COLOURTEX, after the interview the reference & the
background of the applicant are checked.
6. Physical examination:- Physical examination of each and every employee is done. To
check the physical fitness of employee required for the job.
7. Final selection:- After taking information through the preceding steps, selection
decision is made in the Colourtex, the final decision has to be made from the pool of
individuals who pass the tests, interviews and references checks.

In Colourtex the selection is done by taking the written test and interview. For taking the test
the test paper is provided to every candidate in which they have to fill their personal details so
that it will be easy for checker to contact the selected candidate, and are asked to fill the test
paper with their skills and knowledge, for the test some time limit is also given in that given
time the candidate have to give their test, then the test paper is checked and are given marks
and the candidates are selected according to their taken and their skills and knowledge. Than
the Interview of the selected candidate is taken by the management in which all the question
regarding company's requirement are asked and the marking is given in the interview
assessment sheet in which the name of the candidate is written, date of interview is written,
position, what are the strength of candidate, what are the weakness of candidate salary,
document’s regarding their studies, etc are written and then after the test and interview the final
selection is done.

69
5.9 TRAINING
Training the systematic development of the knowledge skills and attitudes required to perform
a given task or job successfully in an individual. It includes

Identifying the training needs of the individuals keeping in view the organizational needs

Designing suitable training programs to eliminate the knowledge, skills and attitude

Conducting training programs, or providing support to other departments in conducting

training

Evaluating the effectiveness of the training programs and making necessary changes

Purpose of Training and Development in Colourtex Industries Limited

The Colourtex Industries Limited involves reasons for emphasizing the growth and
development of personnel includes

Research has shown specific benefits that a Colourtex industries Limited received from training
and developing its works, including:

Increased productivity

Reduced employee turnover

Increased efficiency resulting in financial gains

Decreased need for supervision

Training Methods in Colourtex Industries Limited

There are two board types of training available to the Colourtex Industries Limited: on-the-job
techniques Individual circumstances and the who, what" and "why of the company's trainers
have training program to determine which method to use.

1.ON-THE-JOB TRAINING:
In Colourtex Industries Limited, after a plan is developed for what should be taught, employees
should be informed of the details. In Colourtex Industries limited, On-the-job techniques include
orientations, job instruction training, apprenticeships, assistantships, job rotation.

Orientation: In Colourtex industries Limited, orientation training should emphasize

the following topics:

The company's history and mission.

The key members in the organization.

70
The key members in the department, and how the department helps fulfill the mission of the
company.

Personnel rules and regulations.

Job rotation: The job rotation involves moving an employee through s series of jobs so he or
she can get a good feel for the tasks that are associated with different jobs in Colourtex
Industries Limited. It is usually used in training for supervisory positions

Apprenticeships: The apprenticeships develop employees who can do many different tasks in
Colourtex Industries limited. The manager usually involves several groups of skills that allow
the apprentice to practice a particular work, the employees take place over a long period of
time in which the apprentice works for, and with, the senior skilled worker.

2. OFF-THE-JOB TRAINING:
In Colourtex Industries limited, Off-the-job techniques include lectures, films, television
conferences or discussions, role playing and laboratory training.

Lectures. The lectures present training material verbally and are used when the goal is to
present a great deal of material to many people. For Colourtex Industries limited is more cost
effective to lecture to a group than to train people individually

Role playing:- The role playing is training technique that attempt to bring realistic decision-
making situations to the trainee. In Colourtex Industries limited problems of employees and
alternative solutions are presented for discussion. Experienced employees can describe real
world experiences and can help in and learn from developing the solutions to the problems.
This method is cost effective and is used in marketing and management training.

Audiovisual method: The audiovisual method such as television, videotapes and films are the
most effective means of providing real world conditions and situations in a short time in
Colourtex Industries limited.

Laboratory training:- In Colourtex Industries limited, the laboratory training conducted for
groups by skilled trainers. It is usually conducted at a neutral site and is used by upper- and
middle management trainees to develop a spirit of teamwork and an increased ability to deal
with management and peers. It can be costly but effective.

Training Implementation in Colourtex Industries Limited

Once the staff, course, content, equipment, topics are ready, the training is implemented. Completing
training design does not mean that the work is implemented. Completing training design does
not mean that the work is done because implemented phase requires continual adjusting,
redesigning and refining. Preparation is the most important factors to taste the success.

71
5.10 PERFORMANCE APPRAISAL SYSTEM
Performance appraisal systems for different levels of employees:
It is the policy of Colourtex Pvt. Ltd. to undergo an exercise of goal setting before reviewing
the performance of its employees. The practice in Colourtex Pvt. Ltd. for an effective
Performance Management is described as follows:

-Firstly, every employee fills up a document in consultation with his superiors.

-This document consists of details such as Employee information, Company Objectives/Goals,

Functional Objectives/Goals and Individual Objectives/ Goals.

-Then after period of 3 months employee has to till up a Performance Review Form. This form
consists of Individual 0bjectives/Goals, weight age, appraise and appraisal remarks.

-This review states the status of the employee in accordance to his standard Objectives/goals.
If any deviations are found they are eliminated and again the Objectives/Goals are revised for
next 3 months. The process continues every quarter for the whole year.

-After one year one more form is filled up which shows an account of the individual’s
significant Contribution in the appraisal year, its impact and Appraiser's comments.

The objectives behind the performance appraisal:

Performance appraisal is a method of evaluating the job performance of an employee. It is an
on-going process of obtaining, researching, analyzing and recording information about the
worth of an employee.

Objectives:

The main objective of performance appraisals is to measure and improve the performance of
employees and increase their future potential and value to the company. Other objectives
include providing feedback, improving communication, understanding training needs,
clarifying roles and responsibilities and determining how to allocate rewards. They can be
understood as follows:

Providing Feedback: Providing feedback is the most common justification for an organisation
to have a performance appraisal system. Through its performance appraisal process the
individual learns exactly how well he/she did during the previous twelve months and can then
use that information to improve his/her performance in the future. In this regard, performance
appraisal serves another important purpose by making sure that the boss’s expectations are
clearly communicated.

Facilitating Promotion Decisions: Almost everyone in an organization wants to get ahead. How
should the company decide who gets the brass rings? Performance appraisal makes it easier for

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the organization to make good decisions about making sure that the most important positions
are filled by the most capable individuals.

Facilitating Layoff or Downsizing Decisions: If promotions are what everybody wants, layoffs
are what everybody wishes to avoid. But when economic realities force an organization to
downsize, performance appraisal helps make sure that the mast talented individuals are retained
and to identify poor performers who effects the productivity of the organisation. (India's largest
software services provider TCS axed 1,000 jobs in the country due to non-performance by its
employees.)

NDIA: Technology firm cognizant uses annual performance appraisal system to assess its
employees for the purpose of retaining talent and for Compensation management. During its
annual performance appraisal of the employees, the firm has asked its employees identified as
underperformers to leave the organization. Sources said there were more than 500
'underperformers' in the list, this could not be verified.

Encouraging Performance Improvement: How can anyone improve if he doesn't know how
he's doing right now? A good performance appraisal points out areas where individuals need
to improve their performance.

Motivating Superior Performance: This is another classic reason for having a performance
appraisal system. Performance appraisal helps motivate people to deliver superior performance
in several ways. First, the appraisal process helps them learn just what it is that the organization
considers to be "superior”. Second, since most people want to be seen as superior performers,
a performance appraisal process provides them with a means to demonstrate that they actually
are. Finally, performance appraisal encourages employees to avoid being stigmatized as
inferior performers (or, often worse, as merely “average”).

Setting and Measuring Goals: Goal setting has consistently been demonstrated as a
management process that generates superior performance. The performance appraisal process
is commonly used to make sure that every member of the organization sets and achieves
effective goals.

Counselling Poor Performers: Not everyone meets the organization’s standards. Performance
appraisal forces managers to confront those whose performance is not meeting the company's
expectations.

Determining Compensation Changes: This is another classic use of performance appraisal.

Almost every organization believes in pay for performance. But how can pay decisions be
made if there is no measure of performance?

Performance appraisal provides the mechanism to make sure that those who work better receive
more pay.

Encouraging Coaching and Mentoring: Managers are expected to be good coaches to their team
members and mentors to their protégés. Performance appraisal identifies the areas where
coaching is necessary and encourages managers to take an active coaching role.
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Supporting Manpower Planning: Well- managed organizations regularly assess their bench
strength to make sure that they have the talent in their ranks that they will need for the future.
Companies need to determine who and where their most talented members are. They need to
identify the departments that are rich with talent and the ones that are suffering a talent drought.
Performance appraisal gives companies the tool they need to make sure they have the
intellectual horsepower required for the future.

Determining Individual Training and Development Needs: If the performance appraisal

procedure includes a requirement that individual development plans be determined and
discussed, individuals can then make good decisions about the skills and competencies they
need to acquire to make a greater contribution to the company. As a result, they increase their
chances of promotion and lower their odds of layoff.

Determining Organizational Training and Development Needs: Would the organization be

better off sending all of its managers and professionals through a customer service training
program or one on effective decision making? By reviewing the data from performance
appraisals, training and development professionals can make good decisions about where the
organization should concentrate company-wide training efforts.

Validating Hiring Decisions: Is the company hiring stars, or is it filling itself with trolls? Only
when the performance of newly hired individuals is assessed can the company learn whether
is hiring the right people.

Providing Legal Defensibility for Personnel Decisions: Almost any personnel decision-
determination, denial of a promotion, and transfer to another department can be subjected to
legal scrutiny. If one of these is challenged, the company must be able to demonstrate that the
decision it made was not based on the individual's race or handicap or any other protected
aspect A solid record of performance appraisals greatly facilitates legal defensibility when a
complaint about discrimination is made.

Improving Overall Organizational Performance: This is the most important reason for an
organization to have a performance appraisal system. A performance appraisal procedure
allows the organization to communicate performance expectations to every member of the team
and assess exactly how well each person is doing. When everyone is clear on the expectations
and knows exactly how he is performing against them, this will result in an overall
improvement in organizational success.

5.11 PROMOTION AND TRANSFER POLICIES

Promotion policies
Eligibility: To be eligible for promotion under this policy, the employee should not be
undergoing any punishment or warning for misconduct under the company's conduct
rules/standing orders. The warning to any candidate shall always be in written mode. The
warning can only be given by the department head in consultation with GM (HR, A & PI/CEO.

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Modes of Promotion: Colourtex Group recognizes that promotion may occur through the
following ways:

-The filling of a higher position by an employee at a lower designation, given that the employee
fulfils the eligibility criteria for the vacant position.

-A reclassification of the employee's existing designation as a result of the employee

performing duties at a higher degree of responsibility and complexity than the current position
calls for filling of an entirely new job created due to expansion of operations.

Criteria for Promotion: The key criteria for promotion would include:

-performance on the job during the time spent in that particular level which can be accessed
through the performance appraisal.

-potential and capability for taking on higher responsibility will be based on the feedback
provided by superiors.

-At higher levels, greater importance is given to the individual’s demonstrated potential and
capabilities. These can in no way be different than the one recorded in his appraisal form.

Other considerations for Promotion: The minimum stay to be eligible for promotion will be
completion three years of Service. Promotion will take place only at the annual appraisals.

Midyear promotion may be considered solely at the discretion of the management

(Director/CEO/GM (HR, A & P).

The final approval authority for promotion is

-Grade M1 and above: MD Director

-Grade M2 to M5: Director/CEO/GM(HR & Admin)

-Other Grades: HOD with approval of Director/CEO/GM(HR & Admin)

Number of promotions will be determined by the number of vacancies to be filled in the

organization.

Promotion Committee: A promotion committee will be responsible for various levels of

promotion at the state level.

The committee will comprise of the senior members of each department. The promotion
committee will discuss all the recommendations for promotions provided by the Department
Head.

That at every level the HOD will recommend upwards the list of the names that he would want
to be considered for promotion.

The communication to the incumbent will be through immediate HOD, while handing over the
appraisal letter; organization-wide communication will be through intranet/ Notice Board.
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First right of position:

At Colourtex Group an existing employee shall be first considered for filling up any vacancy
that arises in the organization. For such process the candidate must have completed three
assessment/appraisal cycles. Failing finding a suitable candidate for the vacancy, it will be
sought to be filled by outside candidate.

5.12 WAGES AND SALARY ADMINISTRATION

Salary and wage administration is the process of compensating an organization's employees in
accordance with accepted policy and procedures. An important component of a successful
organization's policy for administering salaries and wages is monitoring and evaluating all
employees’ compensation to ensure that they're being paid appropriately, both with respect to
others in the same organisation and to the marketplace as a whole. This process is often an
integral function of the organization's human resources department, but in general, the larger
the organization, the more likely it is that it will be handled by a separate department.

The first element of salary and wage administration, the periodic payroll, is a critical
component of any organization's functioning. If payroll is incompetently processed, the
employer itself could conceivably collapse. Employees’ personal budgets and plans are
contingent upon getting paid regularly, and if compensation is late, short, or missing even a
single time, morale is severely affected, as is confidence in the employer’s stability. Whether
an employer utilizes the services of a payroll functions internally, it will usually devote
significant resources to making sure that employees are paid the right amount on time.

The second element of salary and wage administration-monitoring and evaluating employees’
compensation-is an on-going function. This includes evaluating the elements of each job in the
organisation and classifying it according to a number of different criteria, including the nature
of the work, the amount of supervision necessary, the physical exertion normally associated
with the job, and the amount of training necessary do the job proficiently. The underlying idea
is to determine, as nearly as possible, the value of each job to the employer, and compensate
employees accordingly. From time to time, especially in the absence of collective bargaining,
the results of this monitoring and evaluation process will result in adjustments being made to
wages and salaries. In a collective bargaining environment, these evaluations will be important
determining any such adjustments, although other considerations may affect adjustments to
wages and salaries.

5.13 GRIEVANCE HANDLING

-A grievance is any dissatisfaction or feeling of injustice having connection with one's
employment situation which is brought to the attention of management. Speaking broadly, a
grievance is any dissatisfaction that adversely affects organizational relations and productivity.
To understand what a grievance is, it is necessary to distinguish between dissatisfaction,
complaint, and grievance.

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-Company put the suggestion box in case any employee wants to send option or complain to
director the box should put on all the floor and wings of the company.

5.14 PROVIDENT FUND SCHEME

The company decided the PF of the eligible employees and contributes as per the government
notification rates; their contribution of PF is as per-"the employees 'provident fund and
miscellaneous provision act, 1952."

5.15 OFFICE TIME

. The company has timing 9:30 am to 6 pm for support staff.

.Incoming and outgoing inter department moves on or untold biometric system that will record
the timing of employees and staff.

. All related data is available in softcopy which is in server.

. The employees are provided with their ID card (smart card) and it is clubbed with thumb
impression card restricted to place of visit.

. The visitor are provided individual card.

5.16 WELFARE FACILITY

. Accidental insurance for their employee and staff.

. Company provides pure R.O plant for water.

. Give the subsidiary medicines for the employee and eye treatments.

. Company made charitable trust and many contributions to NGOs.

. Cover education for employee’s child.

. Company organizes dental camp for their employee and staff.

. Company also organizes eye check-ups camp for their employees and staff.

. Company also organizes safety week in the organization for employee's safety.

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Chapter 6 - Corporate Social Responsibility

Fig 6.1 CSR activities of Colourtex

Being a Responsible Care company, CSR is a key business process at Colourtex.

Colourtex shall act as a good corporate citizen in performing its duty for welfare of the society,
within the framework of CSR policy.

The Corporate Social Responsibility Policy of Colourtex has been approved by the Company’s
Board of Directors at its meeting held on 01st May, 2014.

In line with the provisions of Section 135 of the Companies Act, 2013, Colourtex envisages to
spend each year minimum two percent of the average net profits made by Company during the
three immediately preceding financial years of the Company.

Colourtex's Corporate Social Responsibility Committee comprises of:

Shri. Jayantilal T. Jariwala, Chairman

Shri. Vishadkumar J. Jariwala, Member

Shri. Pravinchandra D. Kabutarwala, Member

Shri. Kanakkumar J. Jariwala, Member

Shri. Maheshchandra D. Kabutarwala, Member

Colourtex shall seek to identify suitable programs / projects / activities as enumerated under
Schedule VII of Companies Act, 2013, during each year to ensure its contribution to the
community and society at large.

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Chapter 7 - Safety Department

Exposure to chemicals: Workers in the textile industry are also exposed to a number of
chemicals, especially those engaged in the activities of dyeing, printing and finishing.
Chemicals based on benzidine, optical brighteners, solvents and fixatives, crease-resistance
agents releasing formaldehyde, flame retardants that include organophosphorus and
organobromine compounds and antimicrobial agents are used in textile operations.

Studies have revealed links between exposure to formaldehyde and nasal and lung cancer as
well as to brain cancer and leukemia, which can be fatal. In the long run, exposure to
formaldehyde could lead to respiratory difficulty and eczema. Contact of the chemicals with
skin as well as inhalation of the chemicals can lead to several serious health effects.

A study conducted in USA revealed a correlation between the presence of cancer of the buccal
cavity and pharynx and occupation in the textile industry. Another study revealed that textile
workers were at high risk for developing cancer of the stomach while another study indicated
a low degree of correlation between oesophageal cancer and working in the textile industry.
Moreover, a high degree of colorectal cancer, thyroid cancer, testicular cancer and nasal cancer
was observed among textile workers. Also, a relationship between the presence of non-
Hodgkin's lymphoma and working in the textile industry was observed.

The following safety measures were made by the colourtex industry for the safety of the
employees :

1. The seats of the workers and the tables should be well aligned in height so that there is
no musculoskeletal strain.

2. There should be proper lighting at the place of work so that eye strain can be avoided.
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 3. Machinery should be well maintained in order to reduce the level of noise. If necessary,
certain parts of machines can be replaced.

4. In case the noise level cannot be controlled, workers should be provided with earplugs
so that exposure to noise can be reduced.

5. Workers can be rotated within jobs so that they are not faced with continuous noise
exposure for a long period of time.

6. There should be proper ventilation at the place of work.

7. In order to reduce the exposure to dust, workers should be provided with masks.

8. Trained medical personnel and first aid facilities as well as safety equipments such as
fire extinguishers and fire alarms should be available at the place of work.

9. In units where there is heavy exposure to dangerous chemicals, workers should be

provided with safety gloves.

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Chapter 8 - Conclusion
8.1 Recommendation:
• Colouretx should give more emphasis on internet and magazine advertisement
because most of the buyers of colouretx are referring these two media to know
about colourtex.
• They should also place video advertisements on their websites for more clarity
for their buyers and increase advertisement appeal, which also help business
buyers to remember the company as well as their product.
• They should also arrange trade show in domestic market to increase awareness
among domestic players to increase their brand presence in the mind of customer.

8.2 Conclusion:

The study concluded that advertising of colourtex has successful in creating the image
of their product. Buyers of colourtex has positive attitude towards the advertisement of
colourtex and they have given fare view towards the advertisement of colourtex.
Internet and magazine are the two media through which most of the respondents come
to know about colourtex. Most of the respondents are buying diamonds from colourtex
only because of two reasons: 1) quality of dye and 2) advertisement so company should
give more emphasis to advertisement and they should mention their quality of dye in
their promotion.

BIBLIOGRAPHY

• https://colourtex.co.in
• https://economictimes.indiatimes.com/company/colourtex-
chemicals-private-limited/U52310GJ2011PTC066082
• https://csrbox.org/India_Company_Gujarat-Colourtex-
Industries-Private-Limited_6439
• https://www.zaubacorp.com/company/COLOURTEX-
INDUSTRIES-PRIVATE-
LIMITED/U24231GJ1989PTC012922

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 • https://www.crunchbase.com/organization/colourtex
• https://www.tofler.in/colourtex-industries-private-
limited/company/U24231GJ1989PTC012922
• https://fliarbi.com/legalities/colourtex-industries-private-
limited/u24231gj1989ptc012922/

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