INDEX

1. ABOUT COMPANY
2. HUMAN RESOURCE MNAGEMENT
3. FUNCTIONS OF HUMAN RESOURCE
MANAGEMENT
4. RECRUITMENT PROCESS
5. STEPS FOLLOWED BY RELAXO FOR
RECRUITING LABOUR FORCE (LOWER
LEVEL)
6. GREVEINCE HANDLING
7. FACTORIES ACT,1948
8. ANNUAL TRAINING
9. PREVENTION OF SEXUAL
HARRASSMENT(PO.S.H)
10. SUMMARY
11. BIBLIOGRAPHY
About RelaxoFootwears
We are a company that really believes in what we do,
and cares the utmost about whom we work for. That’s
why, like millions of people who choose Relaxo, we
continue to move forward.

The Choice of Millions of Feet

A JOURNEY OF A THOUSAND MILES BEGINS WITH

A SINGLE STEP
It is said, “An idea without implementation is just good
thinking.”
In 1976, two brothers Mukund Lal Dua& Ramesh
Kumar Dua dreamed to take their father’s footwear
business to what Relaxo is today - one of the leading
and most popular footwear companies in India. A
household name, literally.
With its headquarter in New Delhi and 8 manufacturing
units, Relaxo produces over 6 lacs pairs of footwear,
every day. Relaxo footwear’s range boasts a fine
combination of comfort, style, and quality
workmanship. A wide collection of fashionable, colorful,
comfortable and durable footwear for men, women and
children.
For a changing India. For a trendsetting India. Relaxo
is geared to meet the quality and choice expectations
of a young India with its sub-brands such as Sparx,
Bahamas, Flite, Schoolmate and RelaxoHawai.

DEPARTMENTATION

PRODUCTION
A) Assembly
B) Sole
C) Stitching

NON-PRODUCTION
A) P&A Department
B) Store
C) Maintenance
HUMAN RESOURCE
MANAGEMENT

Meaning:
Before we define HRM, it seems pertinent to first define
the term ‘human resources’. In common parlance,
human resources means the people. However, different
management experts have defined human resources
differently. For example, Michael J. Jucius has defined
human resources as “a whole consisting of inter-
related, inter-dependent and interacting physiological,
psychological, sociological and ethical components”.
According to Leon C. Megginson “From the national
point of view human resources are knowledge,
knowledg skills,
creative abilities, talents, and attitudes obtained in the
population; whereas from the view-point of the
individual enterprise, they represent the total of the
inherent abilities, acquired knowledge and skills as
exemplified in the talents and aptitude of its
employees”.
Functions of Human Resource
Management

MANAGERIAL FUNCTION
Planning
A manager must plan ahead in order to get things done
by his subordinates. It is also important to plan in
order to give the organization its goals.

Also, planning helps establish the best procedures to

reach the goals. Further, some effective managers
devote a substantial part of their time to planning.

With respect to the human resource department,

planning involves determining the personnel programs
that can contribute to achieving the organization’s
goals.

These programs include anticipating the hiring needs of

the organization, planning job requirements,
descriptions, and determining the sources of
recruitment.

Organizing
After the human resource manager establishes the
objectives and develops plans and programs to achieve
them, he needs to design and develop the
organization’s structure to carry out the different
operations. Developing the organization’s structure
includes:

Grouping of personnel activity into functions or

positions
Assigning different groups of activities to different
individuals
Delegating authority according to the tasks assigned
and responsibilities involved
Coordinating activities of different employees
Directing
The HR Manager can create plans, but implementing
the plans smoothly depends on how motivated the
people are. The directing functions of HRM involve
encouraging people to work willingly and efficiently to
achieve the goals of the organization. In simpler words,
the directing functions of HRM entail guiding and
motivating people to accomplish the personnel
programs.

The HRM can motivate the employees through career

planning and salary administration by boosting the
employee’s morale, developing relationships, providing
safety requirements, and looking after the welfare of
employees.

In order to do this effectively, the HRM must identify

the needs of the employees and the means and
methods to satisfy them. Motivation is a continuous
process as employees have new needs and
expectations when the old ones are satisfied.

Controlling
Controlling is all about regulating activities in
accordance with the plans formulated based on the
objectives of the organization. This is the fourth
function of the HRM and completes the cycle. In this,
the manager observes and subsequently compares the
results with the set standards.

Further, he corrects any deviations that might occur.

Controlling is one of the important functions of HRM as
it helps him evaluate and control the performance of
the department with respect to different operative
functions. It also involves appraisals, audit, statistics,
etc.
OPERATIVE FUNCTION
The operative functions are those tasks or duties which
are specifically entrusted to the human resource or
personnel department. These are concerned with
employment, development, compensation, integration
and maintenance of personnel of the organisation

1. Employment:
The first operative function of the human resource of
personnel department is the employment of proper
kind and number of persons necessary to achieve the
objectives of the organisation. This involves
recruitment, selection, placement, etc. of the
personnel.

Before these processes are performed, it is better to

determine the manpower requirements both in terms of
number and quality of the personnel. Recruitment and
selection cover the sources of supply of labour and the
devices designed to select the right type of people for
various jobs. Induction and placement of personnel for
their better performance also come under the
employment or procurement function.

2. Development:
Training and development of personnel is a follow up of
the employment function. It is a duty of management
to train each employee property to develop technical
skills for the job for which he has been employed and
also to develop him for the higher jobs in the
organisation. Proper development of personnel is
necessary to increase their skills in doing their jobs and
in satisfying their growth need.

For this purpose, the personnel departments will device

appropriate training programs. There are several on-
the-job and off-the-job methods available for training
purposes. A good training program should include a
mixture of both types of methods. It is important to
point out that personnel department arranges for
training not only of new employees but also of old
employees to update their knowledge in the use of
latest techniques.

3. Compensation:
This function is concerned with the determination of
adequate and equitable remuneration of the employees
in the organisation of their contribution to the
organisational goals. The personnel can be
compensated both in terms of monetary as well as
non-monetary rewards.

Factors which must be borne in mind while fixing the

remuneration of personnel are their basic needs,
requirements of jobs, legal provisions regarding
minimum wages, capacity of the organisation to pay,
wage level afforded by competitors etc. For fixing the
wage levels, the personnel department can make use
of certain techniques like job evaluation and
performance appraisal.
4. Maintenance (Working Conditions and Welfare)

Merely appointment and training of people is not

sufficient; they must be provided with good working,
conditions so that they may like their work and
workplace and maintain their efficiency. Working
conditions certainly influence the motivation and
morale of the employees.

These include measures taken for health, safety, and

comfort of the workforce. The personnel department
also provides for various welfare services which relate
to the physical and social well-being of the employees.
These may include provision of cafeteria, rest rooms,
counseling, group insurance, education for children of
employees, recreational facilities, etc.

5. Motivation:
Employees work in the organisation for the satisfaction
of their needs. In many of the cases, it is found that
they do not contribute towards the organisational goals
as much as they can. This happens because employees
are not adequately motivated. The human resource
manager helps the various departmental managers to
design a system of financial and non-financial rewards
to motivate the employees.
6. Personnel Records:
The human resource or personnel department
maintains the records of the employees working in the
enterprise. It keeps full records of their training,
achievements, transfer, promotion, etc. It also
preserves many other records relating to the behaviour
of personnel like absenteeism and labour turnover and
the personnel programs and policies of the
organisation.

7. Industrial Relations:

These days, the responsibility of maintaining good

industrial relations is mainly discharged by the human
resource manager. The human resource manager can
help in collective bargaining, joint consultation and
settlement of disputes, if the need arises. This is
because of the fact that he is in possession of full
information relating to personnel and has the working
knowledge of various labour enactments.

The human resource manager can do a great deal in

maintaining industrial peace in the organisation as he is
deeply associated with various committees on
discipline, labour welfare, safety, grievance, etc. He
helps in laying down the grievance procedure to
redress the grievances of the employees. He also gives
authentic information to the trade union leaders and
conveys their views on various labour problems to the
top management.
8. Separation:
Since the first function of human resource management
is to procure the employees, it is logical that the last
should be the separation and return of that person to
society. Most people do not die on the job. The
organisation is responsible for meeting certain
requirements of due process in separation, as well as
assuring that the returned person is in as good shape
as possible. The personnel manager has to ensure the
release of retirement benefits to the retiring personnel
in time.

3. Advisory Functions:
Human resource manager has specialised education
and training in managing human resources. He is an
expert in his area and so can give advise on matters
relating to human resources of the organisation.

He offers his advise to:

1.Advised to Top Management:

Personnel manager advises the top management in
formulation and evaluation of personnel programs,
policies and procedures. He also gives advice for
achieving and maintaining good human relations and
high employee morale.
2. Advised to Departmental Heads:
Personnel manager offers advice to the heads of
various departments on matters such as manpower
planning, job analysis and design, recruitment and
selection, placement, training, performance appraisal,
etc.
RECRUITMENT PROCESS
An efficient recruitment process is an organization-
specific sourcing model that aims to find the right fit for
the right job at the right time. It is a step-by-step
approach to bringing in talented people who can help
the company grow. An all-inclusive recruitment process
has 5 key phases but it may vary from company to
company depending on the business vertical,
organizational structure, size of the company, nature of
operations, existing recruitment workflow and selection
process.

Importance of a Strong Recruitment Process

Any fool proof recruitment process is typically targeted
towards attracting qualified candidates and
encouraging maximum possible job seekers to apply.
This makes it possible to build a big pool of talented
players in a tight job market and minimizes the time
involved in finding candidates and filling roles for the
presentand future requirements of the company. A
well-planned and thoughtfully crafted recruitment
process helps the hiring team filter the right candidates
faster while staying focused on engaging the eligible
candidates for maximum conversions. The recruitment
process not only reflects the company’s professionalism
but also helps attract the right kind of candidates while
saving the time and money spent on identifying,
attracting, engaging, recruiting and retaining talent.
 STEPS FOLLOWED BY
RELAXO FOR RECRUITING
LABOUR FORCE(LOWER
LEVEL)

 Manpower Planning(Daily Basis)

 Recruitment Done By The Contractors

 Resume Are Been Filled According To The

WorkAbility Labour Posses

 Photocopy Of Aadhar Card Is AttachedWith The

Resume For Verification

 The Candidate Are Then Interviewed By Mr.

Jagdish Kr. Bhagel(DY Manager)

 The Selected Candidates Are Sent For Induction

Training Where They Are Told About ThePolicies Of
The Company

 Then The Candidates Are Sent Accordingly To Their

Respective Departments For Final Selection

 Once They Are Selected They Are Assigned With

Their Jobs

 Within 3 Days Of Working The Details Of The

Candidate Is Enrolled On The Pay Roll
 And The Salary Is Provided To Them On Basis Of
Their Category
GRIEVANCE HANDLING
Grievance procedure is a formal communication
between an employee and the management designed
for the settlement of a grievance.
The grievance procedures differ from organization to
organization.

1. Open Door policy

2. Step-ladder policy

Open door policy:

Under this policy, the aggrieved employee is free to

meet the top executives of the organization and get his
grievances redressed. Such a policy works well only in
small organizations. However, in bigger organizations,
top management executives are usually busy with
other concerned matters of the company. Moreover, it
is believed that open door policy is suitable for
executives; operational employees may feel shy to go
to top management.
Step ladder policy:

Under this policy, the aggrieved employee has to follow

a step by step procedure for getting his grievance
redressed. In this procedure, whenever an employee is
confronted with a grievance, he presents his problem
to his immediate supervisor. If the employee is not
satisfied with superior’s decision, then he discusses his
grievance with the departmental head. The
departmental head discusses the problem with joint
grievance committees to find a solution. However, if
the committee also fails to redress the grievance, then
it may be referred to chief executive. If the chief
executive also fails to redress the grievance, then such
a grievance is referred to voluntary arbitration where
the award of arbitrator is binding on both the parties.

GRIEVANCE PROCEDURE IN INDIAN INDUSTRY

The 15th session of Indian Labour Conference held in

1957 emphasized the need of an established grievance
procedure for the country which would be acceptable to
unions
as well as to management. In the 16th session of
Indian Labour Conference, a model for grievance
procedure was drawn up. This model helps in creation
of grievance machinery. According to it, workers’
representatives are to be elected for a department or
their union is to nominate them. Management has to
specify the persons in each department who are to be
approached first and the departmental heads who are
supposed to be approached in the second step.
The Model Grievance Procedure specifies the details of
all the steps that are to be followed while redressing
grievances. These steps are:

STEP 1: In the first step the grievance is to be

submitted to departmental representative, who is a
representative of management. He has to give his
answer within 48 hours.

STEP 2: If the departmental representative fails to

provide a solution, the aggrieved employee can take
his grievance to head of the department, who has to
give his decision within 3 days.
STEP 3: If the aggrieved employee is not satisfied with
the decision of departmental head, he can take the
grievance to Grievance Committee. The Grievance
Committee makes its recommendations to the manager
within 7 days in the form of a report. The final decision
of the management on the report of Grievance
Committee must be communicated to the aggrieved
employee within three days of the receipt of report.
An appeal for revision of final decision can be made by
the worker if he is not satisfied with it. The
management must communicate its decision to the
worker within 7 days.

STEP 4:If the grievance still remains unsettled, the

case may be referred to voluntary arbitration.

In Relaxo Footwear, the aggrieved employee can come

directly to the P&A department with his/her problem
and department solve the problem of employee within
limited time period and on every Wednesday HR help
desk is conducted in canteen area to solve the workers
grievance As per Industrial Dispute Act,1947 Relaxo
Footwear Ltd. Also constitute a grievance redressal
committee.
FACTORIES ACT,1948
FOLLOWED BY RELAXO

Provision related to Labour Welfare

(1) Washing Facilities

In every factory (a) adequate and suitable facilities shall be

provided and maintained for the use of workers; (b)
separate and adequately screened facilities shall be
provided for the use of male and female workers; (c) such
facilities shall be easily accessible and shall be kept clean.

(2) Facilities for storing and drying clothing:

In every factory provision for suitable place should exist for

keeping clothing not worn during working hours and for
the drying of wet clothing.

(3) Facilities for sitting:

In every factory, suitable arrangements for sitting shall be

provided and maintained for all workers who are obliged to
work in a standing position so that the workers may take
advantage of any opportunity for rest which may occur in
the course of work. If in any factory workers can efficiently
do their work in a sitting position, the Chief inspector may
require the occupier of the factory to provide such seating
arrangements as may be practicable.

(4) First aid appliances:

Under the Act, the provisions for first-aid appliances are

obligatory. At least one first-aid box or cupboard with the
prescribed contents should be maintained for every 150
workers. It should be readily accessible during all working
hours.

Each first-aid box or cupboard shall be kept in the charge

of a separate responsible person who holds a certificate in
the first-aid treatment recognised by the State
Government and who shall always be readily available
during the working hours of the factory.

In every factory wherein more than 500 workers are

ordinarily employed there shall be provided and
maintained an ambulance room of the prescribed size
containing the prescribed equipment. The ambulance room
shall be in the charge of properly qualified medical and
nursing staff. These facilities shall always be made readily
available during the working hours of the factory.

(5) Canteens:

In every factory employing more than 250 workers, the

State government may make rules requiring that a
canteen or canteens shall be provided for the use of
workers. Such rules may provide for (a) the date by which
the canteen shall be provided, (b) the standards in respect
of constitution, accommodation, furniture and other
equipment of the canteen; (c) the foodstuffs to be served
therein and charges which may be paid thereof; (d) the
constitution of a managing committee for the canteens and
representation of the workers in the management of the
canteen; (e) the items of expenditure in the running of the
canteen which are not to be taken into account in fixing
the cost of foodstuffs and which shall be borne by the
employer; (f) the delegation to the Chief inspector, of the
power to make rules under clause (c).

(6) Shelters, rest rooms and lunch rooms:

In every factory wherein more than 150 workers are

ordinarily employed, there shall be a provision for shelters,
rest room and a suitable lunch room where workers can
eat meals brought by them with provision for drinking
water.

Where a lunch room exists, no worker shall eat any food in

the work room. Such shelters or rest rooms or lunch rooms
shall be sufficiently lighted and ventilated and shall be
maintained in a cool and clean condition.

(7) Creches:

In every factory wherein more than 30 women workers are

ordinarily employed there shall be provided and
maintained a suitable room or rooms for the use of
children under the age of six years of such women.

Such rooms shall provide adequate accommodation, shall

be adequately lighted and ventilated, shall be maintained
in clean and proper sanitary conditions and shall be under
the charge of women trained in the care of children and
infants.
The State government may make rules for the provision of
additional facilities for the care of children belonging to
women workers including suitable provision of facilities:—

(a) For washing and changing their clothing

(b) of free milk or refreshment or both for the children,

and

(c) for the mothers of children to feed them at the

necessary intervals.

(8) Welfare officers:

In every factory wherein 500 or more workers are

ordinarily employed, the occupier shall employ in the
factory such number of welfare officers as may be
prescribed under Sec. 49(1). The State government may
prescribe the duties, qualifications and conditions of service
of such officers.

A. HEALTH

There are various measures under Factories Act 1948

which are taken by factories for health, safety and
welfare of their workers. Such measures are provided
under Chapters III, IV and V of the Act which are as
follows:

(i) Section 11 ensures the cleanliness inthe

factory. It must be seen that a factory is kept clean
and it is free from effluvia arising from any drain, privy
or other nuisance. The Act has laid down following
provisions in this respect :
1. All the accumulated dirt and refuse on floors,
staircases and passages in the factory shall be
removed daily by sweeping or by any other
effective method. Suitable arrangements should
also be made for the disposal of such dirt or
refuse.
2. Once in every week, the floor should be thoroughly
cleaned by washing with disinfectant or by some
other effective method [Section 11(1)(b)].
3. Effective method of drainage shall be made and
maintained for removing water, to the extent
possible, which may collect on the floor due to
some manufacturing process.
4. To ensure that interior walls and roofs, etc. are
kept clean, it is laid down that: (i) white wash or
color wash should be carried at least once in every
period of 14 months; (ii) where surface has been
painted or varnished, repair or revanish should be
carried out once in every five years, if washable
then once in every period of six months; (iii)
where they are painted or varnished or where they
have smooth impervious surface, it should be
cleaned once in every period of 14 months by such
method as may be prescribed.
5. All doors, windows and other framework which are
of wooden or metallic shall be kept painted or
varnished at least once in every period of five
years.
6. The dates on which such processes are carried out
shall be entered in the prescribed register. If the
State Government finds that a particular factory
cannot comply with the above requirements due to
its nature of manufacturing process, it may
 exempt the factory from the compliance of these
provisions and suggest some alternative method
for keeping the factory clean. [Section 11(2)]

(ii) Disposal of waste and effluents

Every occupier of a factory shall make effective

arrangements for the treatment of wastes and effluents
due to the manufacturing process carried on in the
factory so as to render them innocuous and for their
disposal. Such arrangements should be in accordance
with the rules, if any, laid down by the State
Government. If the State Government has not laid
down any rules in this respect, arrangements made by
the occupier should be approved by the prescribed
authority if required by the State Government. (Section
12)

(iii) Ventilation and temperature

Section 13 provides that every factory should make

suitable and effective provisions for securing and
maintaining :-

1. adequate ventilation by the circulation of fresh air;

and
2. such a temperature as will secure to the workers
reasonable conditions of comfort and prevent
injury to health. What is reasonable temperature
depends upon the circumstances of each case. The
State Government has been empowered to lay
down the standard of adequate ventilation and
reasonable temperature for any factory or class or
description of factories or parts thereof. It may
direct that proper measuring instruments at such
places and in such position as may be specified
 shall be provided and prescribed records shall be
maintained.

Measures to reduce excessively high temperature: To

prevent excessive heating of any workroom following
measures shall be adopted:

1. Walls and roofs shall be of such materials and so

designed that reasonable temperature does not
exceed but kept as low as possible.
2. Where the nature of work carried on in the factory
generates excessively high temperature, following
measures should be adopted to protect the
workers:
(a) by separating such process from the
workroom; or
(b) insulating the hot parts; or
(c) adopting any other effective method which will
protect the workers.
3. The Chief Inspector is empowered to direct any
factory to adopt such methods which will reduce
the excessively high temperature. In this regard,
he can specify the measures which in his opinion
should be adopted. (Section 13)

(iv) Dust and fume

There are certain manufacturing processes like

chemical, textile or jute, etc., which generates lot of
dust, fume or other impurities. It is injurious to the
health of workers employed in such manufacturing
process. Following measures should be adopted in this
respect:
  Effective measures should be taken to prevent the
inhalation and accumulation of dust, fumes etc., in
the work-rooms.
 Wherever necessary, an exhaust appliances should
be fitted, as far as possible, to the point of origin
of dust fumes or other impurities. Such point shall
also be enclosed as far as possible.
 In stationery internal combustion engine and
exhaust should be connected into the open air.
 In cases of other internal combustion engine,
effective measures should be taken to prevent the
accumulation of fumes there from. (Section 14) It
may be pointed that the evidence of actual injury
to health is not necessary. If the dust or fume by
reason of manufacturing process is given off in
such quantity that it is injurious or offensive to the
health of the workers employed therein, the
offence is committed under this Section. Lastly the
offence committed is a continuing offence. If it is
an offence on a particular date is does not cease to
be an offence on the next day and so on until the
deficiency is rectified.

(v) Artificial humidification

Humidity means the presence of moisture in the air. In

certain industries like cotton, textile, cigarette, etc.,
higher degree of humidity is required for carrying out
the manufacturing process. For this purpose, humidity
of the air is artificially increased. This increase or
decrease in humidity adversely affects the health of
workers.

Section 15(1) empowers the State Government to

make rules (i) prescribing the standards of
humidification, (ii) regulating methods to be adopted
for artificially increasing the humidity of the air, (iii)
directing prescribed tests for determining the humidity
of the air to be correctly carried out, and recorded, and
(iv) prescribing methods to be adopted for securing
adequate ventilation and cooling of the air in the work-
room.

Section 15(2) lays down that water used for artificial

humidification should be either purified before use or
obtained from a public supply or other source of
drinking water.
Where the water is not purified as stated above.
Section 15(3) empowers the Inspector to order, in
writing, the manager of the factory to carry out
specified measures, before a specified date, for
purification of the water.

(vi) Overcrowding

Overcrowding in the work-room not only affect the

workers in their efficient discharge of duties but their
health also. Section 16 has been enacted with a view to
provide sufficient air space to the workers.
(1) Section 16(1) prohibits the overcrowding in the
work-rooms to the extent it is injurious to the health of
the workers.
(2) Apart from this general prohibition Section 16(2)
lays down minimum working space for each worker
as 14.2 cubic meters of space per worker in every
workroom.
For calculating the work area, the space more than 4.2
meters above the level of the floor, will not be taken
into consideration.
Posting of notice: Section 16(3) empowers the Chief
Inspector who may direct in writing the display of a
notice in the work-room, specifying the maximum
number of workers which can be employed in that
room. According to Section 108, notice should be in
English and in a language understood by the majority
of the workers. It should be displayed at some
conspicuous and convenient place at or near, the
entrance. It should be maintained in clean and legible
conditions.

Exemptions : The chief Inspector may by order in

writing, exempt any work-room from the provisions of
this section, subject to such conditions as he may think
fit to impose, if he is satisfied that non-compliance of
such provision will have no adverse effect on the health
of the workers employed in such work-room.

(vii) Lighting

Section 17 of the Factories Act makes following

provisions in this respect:

 every factory must provide and maintain sufficient

and suitable lighting, natural, artificial or both, in
every part of the factory where workers are
working or passing;
 all the glazed windows and sky lights should be
kept clean on both sides;
 effective provisions should be made for the
prevention of glare from a source of light or by
reflection from a smooth or polished surface;
 formation of shadows to such an extent causing
eye-strain or the risk of accident to any worker,
should be prevented; and
  the state government is empowered to lay down
standard of sufficient and suitable lighting for
factories for any class or description of factories or
for any manufacturing process.

(viii) Drinking water

Section 18 makes following provisions with regard to

drinking water.

 every factory should make effective arrangements

for sufficient supply of drinking water for all
workers in the factory;
 water should be wholesome, i.e., free from
impurities;
 water should be supplied at suitable points
convenient for all workers;
 no such points should be situated within six meters
of any washing place, urinals, latrine, spittoon,
open drain carrying sullage or effluent or any other
source of contamination, unless otherwise
approved in writing by the Chief Inspector;
 all such points should be legible marked Drinking
Water in a language understood by majority of the
workers;
 in case where more than 250 workers are
ordinarily employed, effective arrangements
should be made for cooling drinking water during
hot weather. In such cases, arrangements should
also be made for the distribution of water to the
workers; and
 the State Government is empowered to make rules
for the compliance of above stated provisions and
for the examination, by prescribed authorities, of
 the supply and distribution of drinking water in
factories.
 Latrines and urinals Every factory shall make
suitable arrangement for the provision of latrines
and urinals for the workers. These points as stated
below, are subject to the provisions of Section 19
and the rules laid down by the State Government.


ANNUAL TRAINING
PROVIDED BY RELAXO TO
THE LABOUR FORCE
Prevention of Sexual
Harassment(P.O.S.H)

DEFINATION
● Section 2(n) - “sexual harassment” includes any
one or more of the following unwelcome acts or
behaviour (whether directly or by implication)
namely:—
 i. physical contact and advances; or

ii. a demand or request for sexual favours; or

iii. making sexually coloured remarks; or

iv. showing pornography; or

v. any other unwelcome physical, verbal or non-

verbal conduct of sexual nature;

The Act - WHY IS IT ESSENTIAL?

 On 9th December 2013 , government brought into

force the comprehensive Law for dealing with
protection of Women against sexual harassment at
workplace and introduced this act called ‘The
Sexual Harassment of Women at Workplace(
Prevention , Prohibition and Redressal) Act 2013
• In India ,it’s mandatory for all offices with 10 or
more employees to be covered under this law to
provide safe working conditions to employees and
have to comply with all processes
• Employer has right to extend the coverage for
Men employees and accordingly frame their policy
.
• Relaxo covers both male and female under Sexual
Harassment Policy

Genesis of the Act

 In 1992
 • In Rajasthan State Government employee, a
social worker , Bhanwari Devi was exploited
by community male members as she was
preventing child marriage as part of her
duties.
• No Justice was given by Rajasthan
Government to Bhanwari and accused were
allowed to go free.
• Case has brought to the Supreme Court by
Vishaka Women’s rights group
• In 1997
• Supreme court frame the guidelines to deal
with Sexual Harassment cases called Vishaka
guidelines
• In 2013
• It become mandate law and government
introduced this act called ‘The Sexual
Harassment of Women at Workplace(
Prevention , Prohibition and Redressal) Act
2013
• The law replaced the Vishaka Guidelines 1997 of the
Supreme Court

Key Obligations

● Three key obligations are imposed on EMPLOYER

namely:
 Prevention – to keep from happening/ to stop
or hinder something from happening.
  Prohibition- to forbid by authority. A law,
order or decree that forbids something.
 Redress – To set right; remedy or rectify.

SUMMARY

I RiteshDey did my training in P&A department (HR)

Relaxo footwear Ltd. Unit-7B.During my training
period under the guidance of Mr. Awanindra Tiwari and
Mr. Jagdish Kr. Bhagel. I learnt the actual role and
responsibility of HR department in Organisation.
During this time period I was provided a schedule
mentioning my part of work which was to be performed
on daily basis. My day started with the recruitment
process of workers(skilled & un-skilled) as per the
manpower planning. They are recruited by the
contractors the HR person check all the required
documentation of the new joinees. After final selection
they are provided induction training is provided by the
HR & safety officer. The trainees are briefed about the
company’s policies, wages, working condidtion,
benefits, ESI and PF, labour welfare schemes& safety
officer briefs them about the use of PPE’s, safety rules
and benefits of fire hindrance. After the training they
are sent to their respectivedepartments. Once the
process is done I join Mr. RanjitBehera&Mr.Sunder
Singh in the P&A department where they guided me
how the bio-data of the new joinees are updated in the
pay roll. After this I used to head towards the canteen
where I used to observe the canteen process how the
food is served and the food prepared is really nutritious
and the canteen is clean and hygenic. In canteen I met
Mr. Abhishek Rathee(Sr. Welfare Officer) where he
throughly briefed me about the schemes provided by
Haryana Government to the workers ie: Scholarships,
Cycle Schemes, Maternity Benefits & Sports Benefits.
Right After this visit the department with Mr. Jagdish
Kr. Bhagel to know the workers grievances. During my
training period my attented legal committee meetings
There are 3 legal committees:-
 EHS Committee
 Canteen Committee
 Workers/Grievance Committee
 BIBLIOGRAPHY

 Internet
 Mr. Awanindra Tiwari(HR Manager)
 Mr. Jagdish Kr. Bhagel(DY Manager)
 Mr. RanjitBehera
 Mr. Sunder Singh
 Mr. Abhishek Rathee(Sr. Welfare Officer)
 Human Resource Management(VSP Rao)