A

Summer Internship Report

On

“ Study of employee welfare practices its evaluation and effectiveness with

respect to Ashok Leyland, Pantnagar”

Submitted To The
School of Management

In partial fulfillment of the requirements for the degree

Of

Management of business administration

MBA (2022-2024)
By

Anuj Bora
University Roll No- 2255016
Student Id- 22551688

Under the Guidance of Internship Guide

Mr. Alok Upadhyay (Assistant Professor)

Dept. of Management Studies

DEPARTMENT OF MANAGEMENT
GRAPHIC ERA HILL UNIVERSITY BHIMTAL
SAATTAL ROAD, BHIMTAL
BHIMTAL
 A
PROJECT REPORT ON

“Study of employee welfare practices its evaluation and effectiveness with

respect to Ashok Leyland, Pantnagar”

WITH SPECIAL REFERENCE TO

“ASHOK LEYLAND, PANTNAGAR”

FOR
THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE DEGREE OF

MASTER’S OF BUSINESS ADMINISTRATION

FROM

GRAPHIC ERA HILL UNIVERSITY BHIMTAL CAMPUS

SUBMITTED TO: SUBMITTED BY:

Mr. Alok Upadhyayl Anuj Bora
(Assistant Professor) MBA 3rd Semester
PREFACE

In this internship report I will describe my experiences during my internship period. This
internship report contains an overview of the Ashok Leyland, Pantnagar and the activities,
tasks and projects that I have worked on during my internship. Writing this report, I will also
describe and reflect my learning objects and personal goals that I have set during my
internship period. In compiling this report, I have intended to provide a synthesis of
theoretical approaches and methods of implementing them in the world of business. I have
tried to discover the relationship between theoretical and practical type of knowledge. I have
tried to bridge the gap between theoretical assumptions and practical necessities. During the
entire course of our academic study, we remain engaged in theoretical learning where the
primary objective is academic success. A concise knowledge of the modern business arena
can only be attainendd through the pragmatic implementation of hypothetical ideas, which
we learn from our academic activities. With these objectives, I have made all possible efforts
and the necessary investigations to submit this report in an enlightened form in a very short
time. I have tried my level best to eliminate errors from the report. As I had to complete my
internship within a short period of time so the study admits its limitations. The report
first shall give an overview of the tasks completed during the period of internship with
technical details. Then the results obtained shall be discussed and analyzed. Report shall also
elaborate on the future works which can be persuaded as an advancement of the current
work. I have tried my best to keep report simple yet technically correct. I hope I succeed in
my attempt.
AKNOWLEDGEMENT

I take this responsibility to express my profound and sincere gratitude to Graphic Era
Hill University Bhimtal Campus for providing me the opportunity to explore the
corridors of the corporate world and gather valuable knowledge and practical experience via
Summer Internship Project.
I take the privilege of offering deep sense of gratitude and indebtedness to Mr. Sunil Chand
Petwal, (HR manager), Ashok Leyland Pantnagar, for providing me their able guidance
and inspiration to complete the Summer Internship Project.
I express my sincere gratitude to Mr. Neeraj Singh (Hr. executive), Ashok Leyland who
guided me how to carry on with the project. Their able guidance and support have been
constant source of knowledge and motivation for me.
Above all no words I express my gratitude to my parents and friends who supported me
through thick and thin difficulties faced by me during the preparation of the report. I also
owe a sense of gratitude to Mr. Alok Upadhyay(Assistant Professor, GEHU Bhimtal
Campus) who guided me throughout my summer internship and provided structured
guidelines to work and progress.
Last but not the least; I would like to thank all the employees of Ashok Leyland for their
valuable suggestions and constant encouragement.
The expertise in this study belongs to those listed above. Any errors are mine.

Anuj Bora

MBA 3rd Semester

Graphic Era Hill University, Bhimtal Campus

Enrollment no. PV- 22550016

 EXECUTIVE SUMMARY

The study was attempted during a length of eight weeks on the theme “Canteen facility for
contractual workers” at ASHOK LEYLAND PANTNAGAR, UTTARAKHAND.

The objective of the study is to know the training and development programs provided to
employees and to evaluate what percentage of employees satisfied with this program. We
have conducted this research and developed a good research design to identify the reasons of
employees’ satisfaction. The main source of data gathering is the questionnaire and face to
face data collection. These are conducted with employees of different departments.
For conducting this research, we have developed a good research design to identify the
reasons of employees training programs. The main source of data gathering is the
Questionnaire.
This research does not attempt to give all the answers to every possible situation but rather
offers suggestions and guidelines on which answers can be built.

III
 CERTIFICATE OF SUPERVISOR (GUIDE)

Certified that the work incorporated in this Project Report “Study of Canteen management with
respect to Ashok Leyland Pantnagar submitted by Anuj Bora

In her original work and is satisfactorily completed under my

supervision.

Material obtained from other sources has been duly acknowledged in the Project Report.

Signature of Guide: Date:

Mr. Sunil Petwal
(HR officer)
Ashok Leyland Pantnagar
 STUDENT DECLARATION

This is to declare that I have carried out this project work myself for Summer Internship
Programme of Graphic Era Hill University, Bhimtal Campus.

The work is original & has not been copied from anywhere else and it has not been

submitted to any other University/Institute for an award of any degree/diploma.

Signature of Student:
Anuj Bora
MBA 3rd Sem Date:
Graphic Era Hill University, Bhimtal
Enrollment no. PV-22550016
CERTIFICATION FROM THE ORGANIZATION
 STUDENT AND SUPERVISOR INTERACTION CERTIFICATE

The certificate verifies that student has visited the supervisor and the corrections indicated
in the report are modified and verified by the student through supervisor. The details of
visit, remarks and modifications are mentioned below;

S.No Project discussion area Modification Signature with

date

(Supervisor)

Signatur
e HOD

VII
 Table of Content

Content Page No.

Preface (i)
Acknowledgement (ii)
Abstract/ Executive summary (iii)
Declaration by the supervisor (iv)
Declaration by the student (v)
Certificate from the organization (vi)

Chapter-1 INTRODUCTION

1.1 Introduction 1-14

1.2 History of Ashok Leyland 15-21
1.3 About the research problem

Chapter-2 REVIEW OF LITERATURE

22
Theoretical Framework
Literature Review

Chapter-3 RESEARCH METHODOLOGY 23-25

Objectives of the study 23

Scope of the study 23
Limitation of the study 23
Research Design 24
Research Method 24
Sampling 24
Sampling Method 25
Sample Size Primary
data Secondary data

Chapter-4 DATA ANALYSIS AND DISCUSSION

Chapter-5 FINDINGS, SUGGESTION AND CONCLUSION 26-33
Findings 34-35
Suggestions 34
Conclusion 34
35
Bibliography
Questionnaire 36
37
Company Profile

ASHOK
LEYLAND
 About the organization

Ashok Leyland, flagship of the Hinduja group, is the 2nd largest manufacturer of
commercial vehicles in India, the 3rd largest manufacturer of buses in the world, and the
10th largest manufacturers of trucks.
Ashok Leyland is an Indian multinational automotive manufacturer, headquarter
in Chennai. It was Founded in 1948 as Ashok Motors and became Ashok
Leyland in the year 1955.
With the corporate office located in Chennai, its manufacturing facilities are in Ennore,
Bhandara, two in Hosur, Alwar and Pantnagar. Ashok Leyland also has overseas
manufacturing units with a bus manufacturing facility in Ras AI Khaimah (UAE) one at
Leeds, United Kingdom, and a joint venture with the Al teams Group for the manufacture
of high-press die-casting extruded Aluminum
Components for the automotive and telecommunications sector.
Ashok Leyland has a product range from 1T GVW (Overall Vehicle Weight) to55T GTW
(Overall Trailor Weight) in trucks, 9 to 80-seater buses, vehicles for defense and special
applications, and diesel engines for industrial and marine applications.
During the early 1980’s Ashok Leyland entered a collaboration with Japanese company
Hino Motors from whom technology for the H-series engine were developed with 4 and 6
cylinders, and also conforming to BS2, BS3, BS4 emission standards in India.
Most current models of Ashok Leyland come with H-series engines.
Japan entered into Mutual Cooperation Agreement (MCA) on 27 November 2017renewing
their cooperative agreement that had started in 1986,
According to the agreement Ashok Leyland will use Hino’s engine technology for its
Euro 6 development and will support in the development of Hino’s engine parts purchasing
in India for global operation.
 History of Ashok Leyland

Ashok Leyland is an Indian multinational automotive manufacturer, headquarter in

Chennai by the Hinduja Group. It was founded in 1948 as Ashok Motors and became
Ashok Leyland in the year 1955.

Ashok Leyland is the second most successful manufacturer of commercial vehicles in India
(With a market share of 32.1% in 2016), the third most successful manufacturer of buses in
the World and the tenth most successful manufacturer of trucks.
With the corporate office located in Chennai, its manufacturing facility in Ras AI
Khaimah (UAE) one at Leeds United Kingdom and a joint venture with the AL teams
Group for the Automotive and telecommunications sectors. Operating nine plants, Ashok
Leyland also Makes spare parts and engines for industrial and marine applications.
The company was engaged in the assembly and distribution of Austin A40 passenger cars
in India.
The collaboration ended sometime in 1975 but the holding of British Leyland, now a
major British auto conglomerate as a result of several mergers, agreed to assist in
technology, Which continued in management structures saw the company launch various
vehicles in the Indian market, with many of these models continuing to this day with
numerous upgrades over the years.

During the early 1980s Ashok Leyland entered into a collaboration with Japanese company
Hino motors from whom technology for the H- series engine was developed with 4and6
CYLINDERS, AND ALSO CONFIRMING TO BS2, BS3, BS4 and BS6 emission
standards in India. Most current models of Ashok Leyland come with H-series engines.
Japan entered into a mutual cooperation agreement (MCA) on 27 November 2017
renewing Their cooperative agreement that had started in 986. According to the agreement
Ashok
Leyland will use Hino’s engine support in the development of Hino’s engine
parts Purchasing in India for global operation.
 PROFILE OF ASHOK LEYLAND PANTNAGAR

Type Public

Traded as BSE: 500477

NSE: ASHOKLEY

ISIN INE208A01029

Industry Automotive

Founded 7 September 1948; 74 years ago

Headquarters Chennai, Tamil Nadu, India

Area served Worldwide

ducts Automobile
Commercial vehicles
Engines

Services Vehicle financing

Revenue ₹22,059 crore

(US$2.8 billion) (2020)[1] Operating

income ₹2,537 crore

(US$320 million) (2020)[1] Net income

₹456 crore

(US$57 million) (2020)[1]

Total assets ₹38,126 crore (US$4.8 billion) (2020)[1]

Total equity ₹7,469 crore (US$940 million) (2020)[1]

Numbe
11,463 (2020)[1]
r of
employ
ees

Parent Hinduja Group 51.54%

Subsidiaries Albania GmbH

Global TVS
Bus Body
Builders
Limited Optra
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Website www.ashokleyland.com
 ASHOK LEYLAND OFFICES
REGISTERED OFFICE EXECUTIVE OFFICE

Chennai Gurgaon, Haryana

MANUFACTURING FACILITIES ARE

Ennore
Bhandar
a Hosur
Alwar
Pantnaga
r
Vision
People, Planet and Profit for all stakeholders especially our customers are at the core of Ashok
Leyland which resonates with our Philosophy of “AAPKI JEET, HAMARI JEET”.

Mission

A global network of over 550 touches points that facilitate on road service for millions of vehicles.
With technology enabled customer engagement processes and knowledge on the specific
applications of the product range, Ashok Leyland sales team are well equipped to fulfill customer’s
Needs.

Leadership

1. Mr. Dheeraj Hinduja (Chairman)

2. Mr. Vipin Sandhi (Managing Director)
3. Price Waterhouse & co chartered accountants LLP (Auditor)
4. Mr. Jeh N Wadia (Promoter Non-Executive Director)
5. Mr. Andreas H Bogusch (Non-Executive Independent Director)

Awards

Ashok Leyland has been awarded the prestigious 2016 Deming Prize for their efforts
towards successful implementation of total quality management.

Our Initiatives

Ashok Leyland has worked to increase forest cover while also preserving and rehabilitating
Existing lakes and other flora and fauna, recognizing the value of forest. To increase the
Amount of green space in and around its various facilities the company has embarked on a
tree Planting campaign.

Ashok Leyland has also undertaken initiatives for lake and river restoration in Hosur,
Pantnagar, Alwar, Bhandara.
THE VARIOUS SHOP FLOORS AT ASHOK LEYLAND
PANTNAGAR PLANT THE CHASSIS MANUFACTURING &
VEHICLE TESTING SHOP:

The chassis assembly shops the largest shop floor. It is designed to be extremely dexterous
to produce smallest to largest of vehicles in Ashok Leyland’s product range, including the
U-truck and other cabbed vehicles. The single chassis testing line can test all the models
and variance covering various tests, to generate instant test reports.

FRAME MANUFACTURING SHOP: For the first time in India, CNC flexible roll
forming technology has been introduced for frame manufacture, offering manufacturing
flexibility to form the entire variety of frames and accommodating future model
requirements and design changes with no fresh tooling. The flexibility comes with
minimum model change over time, allowing low batch quantities in the manufacturing
plan.

CROWN WHEEL AND PINION SHOP: Even as it significantly speeds up operations,

migration to dry cutting with carbide blades has eliminated, use of cutting oil pollution.
Closed loop software connected to inspection and cutting machines dramatically quickens
the fine – tuned machine setting, in managing the complicated three-dimensional geometry
of the aggregates. Clean propane instead of LPG makes for environmental protection and
low operating cost.

AXLE SHOP: The integrated axle machining and assembly shop has highly automated
front axle machining lines and conveyorized front / rear assemblies, all in shop. Hazardous
operations are performed by robots.

ENGINE SHOP: Integrated Horizontal Machining Centers (HMC).

Complex fed by Automated Guided Vehicles (AGV) bestow great flexibility to
manufacture a range of engine variants, using components rough machined in an adjoining
shop. Auto docking and in – process.
Verification systems directly reduce testing cycle time and optimize test cell requirements.
Dust – free enclosure for assembly on skids and material supply kits for right component
assembly of variants are two other features. The shop has the capability to produce both the
Hand as well as the Neptune family of engines. Past testing, the engines are mated to
gearboxes (5, 6, 8 or 9 speed) in an adjoining area.

CAB WELD SHOP: High on automation, the shop employs robotics in framing and rear
body lines, for better quality and improved ergonomics. Manufacture of door assemblies is
performed by robotic roller hammering.
PAINT SHOP: Frame painting: Powder coating instead of conventional liquid painting
eliminates hazardous pollutants while bestowing high corrosion resistance to withstand
well over 500 hours of salt spray bath. The change of technology also ensures zero wastage
of paint.

CAB PAINTING: The CED coating system is lead / tin free, employing robotics and
reducing paint wastage. While propane gas cuts atmospheric pollution, the camel backing
type baking ovens reduces fuel consumption and heat dissipation. All material movement
is automated to enhance operational safety and output quality.

SUPPORT SERVICES: The plant has a state - of - the – art Fire Hydrant System, backup
power generators (75%), 24kms of rain water drains and wide concrete toads for taking
care inbound /outbound logistics. The
latest generation electrical lighting reduces energy consumption significantly. The
manufacturing, canteen, office buildings have been designed on the principles of green
building.

OUTSTANDING ACTIVITIES TAKEN BY ASHOK LEYLAND LTD BLESSING

SCHEME @ ALPNR
This scheme addresses the issue of growing appetite for technical requirements within the
automobile industry on one hand and fulfilling the corporate social responsibility on the
other hand.
To enhance the employability of youth in UTK state, Blessing scheme introduced in the
year 2010, which is a collaborative approach between Ashok Leyland and Government of
Uttarakhand.
This programme is of 4 years and the trainee (Talented students selected from unprivileged
areas of (Uttarakhand) is offered four-year Diploma in Manufacturing Technology by
NTTF (A premier Technical Institute of India). During this 4-year training he/she is
exposed to various technical inputs i.e., on Computer Numerical control machines (CNC),
Auto CAD, Metrology, Pneumatics and Hydraulics, Computers, Robotics, Electronics,
Mechatronics, Welding, Painting etc. During the final phase of the programme, the trainees
are given exposure to the Product & service-related concepts & best practices of Auto
Industry including TQM initiatives as a part of their curriculum.
The major highlight of this programme is that students acquire industry relevant skills
through OJT (On the Job training) at PNR shop floor.
To provide such training a state-of-the-art Technical Learning Centre with modern
laboratory facilities were started in the year 2012.This Centre provides a platform to the
youth of UTK to learn & earn. This scheme provides theoretical as well as practical
training to the trainees. As per the scheme, these trainees are exposed to the skills,
technology and the environment that’s required to make them employable.

Why Outstanding Activity:

The theme of Blessing scheme is to target the underprivileged section of society, living in
remote places and have no opportunity of employment and that’s making it unique in
nature. This scheme provides professional competence coupled with remuneration through
the tenure of this course. This strategy has motivated students to remain focused
throughout the training period. It also helped support their families back at native place
making them feel proud in living up to expectations of the society.

Benefits:

This scheme is resulted in changing lives of 308 students till now who has
successfully completed the 4-year tenure of this scheme and got placed PAN India
in various networks of Ashok Leyland to serve the Nation.
 CHAP
TER-1

Introduction
According to Section 46 of the Factories Act 1948, the provision of a canteen in the
factory employs more than 250 workers, the occupier of the factory is required to
provide an adequate and suitable canteen facility for the use of the workers. The
canteen should be situated within a reasonable distance from the place of work, and it
must be run by a person who has experience in the management of canteen or in catering
services.

The purpose of providing a canteen in factories is to ensure that the workers have access
to hygienic and nutritious food during their working hours, which can contribute to their
overall well-being and productivity

In AL, canteen is set up for welfare of the employees/workers to meet their fringe
benefits/refreshments, providing them tea/coffee, snacks, lunch, meals as per the local
requirements or the taste of the beneficiaries, concerned at a very reasonable/subsidized
rate.
Basically, in AL there are two types of employees firstly the Ashok Leyland
executives/employees who are permanent & secondly the workers who are on
contractual basis.
The AL employees take their meal in Canteen 1 i.e., executive canteen & contractual
workers take their meal in Canteen 2 & 3.
Executive Summary
The project which I have been given is on “Feedback of contractual manpower on canteen
food& waiting time of queue in the canteen’’. So, it was an area of concern to the welfare
department, as long waiting queues kept the employees away from their work place for a
longer period which resulted in wastage of production time as the employees were
waiting in long queues.
So,a serious observation was carried out regarding the feedback of workers with the
canteen food & the waiting time period of each employee standing in a queue, filling their
plate, reaching the table &finishing their lunch .
This process is done in order to maintain a good environment in canteen premises & to
improve various essentials inside canteen covering all the aspects related to food, utensils,
water, etc.
A survey was taken of around 500 contractual workers regarding the feedback of the food
and suggestion for improvement was asked from them.
A contractual worker is given food of Rs. Per day and from that Rs . is deducted from
his salary and rest is paid by the company
Objectives of research
 Feedback of canteen
 Waiting time of queue in canteen
 Problem arising in canteen
 Food satisfaction from employees
 Time table for lunch
Timings Category Manpower
Horticulture 61
10:00-11:00 AM Housekeeping 87
Engine 498
11:00-11:30 AM 50
BOSF
VTSCab Weld 229
Trim 303
11:30-12:00 AM 454

Chassis line 2 143

12:00-12:30 PM 95
Sub Assembly
Chassis line 1 Axle
84
12:30-1:00 PM 219
Press Paint FSM 100
1:00-1:30 PM 81
182
CMDStoreOutside 25
1:30-2:00 PM driver 11
520

Average Number of contractual workers in Shift B= 2600-2800

Average Number of outside drivers in Shift B = 500-550
Average Number of people that have lunch in shift be is around = 3100-3300
 Canteen2

Timming 10:00 AM .

Tables 31
Chairs 248
Defected Chair 08
Total Sitting 240
Findings:
 Improper disposal of waste food
 Fan Problem
 Damp (Seelan) inside the canteen
 The gate near the power house should be closed as per safety issue
 Safety from monkeys
 Cleanliness inside the canteen
 Less no. of fans concerned to be address
 Distributor sometimes chews gutka

 Analysis on average time a contractual worker spends
time from entrance till exit in CANTEEN 2
Normal time (10:00 AM-11:00 AM)
Reaching Receiving Reachin Consumpti Table to Handwashin Total
Line Food g Table on of Food Handwashin g to time
ITM (sec) (min) (sec) (min) g (sec) Exiting(sec) (min)
S
E1 12 30 18 18.3 30 17 20
E2 13 45 10 15 38 18 17
E3 10 85 15 21.5 34 20 23
E4 10 30 20 17 36 17 18
E5 13 60 13 16.6 42 16 19
E6 10 40 18 19.3 35 17 21
E7 14 90 25 15.5 25 15 17
E8 12 55 16 16.3 20 19 18
E9 10 40 12 18.9 40 19 20
E10 9 38 10 26.7 40 20 27
(Avg. 13sec 51sec 16sec 18.5min 34sec 18sec 20min
time)

Peak Time (11:00 AM-1:00PM)

Reaching Receiving Reaching Consuming Table to Handwashing Total
Line(sec) Food(sec) Table(sec) Food and Handwashing to time(min)
water(sec) (sec) Exiting(sec)

E1 12 0.5 18 17 30 28 19.4
E2 13 0.75 10 25.3 38 26 27.6
E3 10 1.4 15 21 34 27 23.9
E4 10 6 20 18.5 36 30 26.1
E5 13 5.3 13 19 42 38 26.1
E6 10 5.2 18 22.4 35 31 29.1
E7 14 1.7 25 15 25 30 18.2
E8 12 1.6 16 18.3 20 32 21.2
E9 10 2.3 12 17.2 40 35 21
E10 9 4.6 10 23.3 40 30 29.3
(Avg. 13 sec 2.9mins 15.7sec 19.7mins 34sec 30.7sec 24.2min
time)
 Canteen 3

Timing 11:00 AM
Tables 55
Chairs 440
Defected Chair 01
Total Sitting 439

Findings:
 Improper disposal of waste food
 Fan Problem
 Water Cooler near the distribution point
 Net above the dining area
 Safety from monkeys required
 Improper Water drum coverage
 Handwash is not available daily
 Analysis on average time a contractual worker spends
from entrance till exit in CANTEEN 3
Normal time (10:30 AM-11:00 AM)

Peak Time (11:00 AM-1:00PM)

Reachin Receiving Reaching Consuming Table to Handwashin Total
ITM g Line Food(sec) Table Food & Handwashin g to time(min
S (sec) (sec) water(sec) g (sec) Exiting(sec) )
E1 20 30 18 1200 30 28 22
E2 15 45 10 1500 38 26 27
E3 18 85 15 1260 34 27 24
E4 10 240 20 1020 36 30 23
E5 18 220 13 1380 42 38 28
E6 10 208 18 1260 35 31 26
E7 9 90 25 900 25 30 18
E8 10 100 16 960 20 32 19
E9 10 183 12 1080 40 35 23
E10 9 210 10 1560 40 30 31
(Avg. 13 141 16 1212 34 31 24.1
time)

Reaching Receivin Reaching Consuming Table to Handwashing Total

Line g Food Table Food & Handwashin to time(min)
(sec) (sec) (sec) water(sec) g (sec) Exiting(sec)
ITMS
E1 . 30 18 1200 30 28 22
E2 15 45 10 1500 38 26 27
E3 18 85 15 1260 34 27 24
E4 10 240 20 1020 36 30 23
E5 18 220 13 1380 42 38 28
E6 10 208 18 1260 35 31 26
E7 9 90 25 900 25 30 18
E8 10 100 16 960 20 32 19
E9 10 183 12 1080 40 35 23
E10 9 210 10 1560 40 30 31
(Avg. 13 141 16 1212 34 31 24.1
time)
 Questions asked in the survey.
Question 1: Age group of the employee

Question 2: Availability of Handwash

Question 3: Cleanliness of Table

Question 4: Cleanliness of Utensils

Question 5: Behaviour of the distributor while taking food 2nd time

Question 6: Quality & Taste of food provided

Question 7: Other major problems they are facing

Results of the Survey

AGE

7%
20-30
20%
30-40

40+

73%
Taste of food
TASTE OF FOOD
7% 9%

Very
Good
29%
Good
55% Average
Poor
Behaviour of the distributor

Behaviour of distributor

Decent
Improper
39%

61%
 Canteen 2
Availability of Handwash Cleanliness
of Table

YES NO SOMETIMES

15% YES
NO 12%
7%
SOME
TIMES 20%
68%
78%

Cleanliness of Utensils Cleanliness insidecanteen

8%

Cleaned
22% Uncleaned
Sometimes
70% Uncleaned

1 CLEANED UN-
29 CLEANED
%%
SOME-
7 TIMES
9 UN-
% CLEANED
 Canteen 3
Availability of Handwash Cleanliness of
Table

15%

17% YES
NO YES
68% SOMETIMES
15%
20%
65%

. Cleanliness of Utensils Cleanliness inside the

canteen
Cleanliness of
Utensils
24% CLEANED

18%
58% UN-
CLEANED
Cleanliness
Cleaned
12% Un-
cleaned
28%
60%
Others Activities Under employee
department
Results & Findings
 Maximum age group of the contractual workers is
between (20-30)
 Most of the workers are localities, residents of
rudrapur,dineshpur and the migrant workers who are
living in Chhatarpur.
 There are around 2600 contractual workers in Shift B.
 Round 3300-3500 consume food in shift B in canteen 2
& 3.
 Almost all the workers are satisfied with the food they
get and said that the quality of the food is good.
 More than 80% workers are satisfied with the food given
to them.
 The key problem is related with the cleanliness of
utensils.
 Average a worker spend around 20mins from entering to
exiting from the canteem
Suggestions
 No. of Fans should be increased and maintained
properly.
 Distribution of roti should be done by distributor.
 Water cooler should be removed near the utensils area.
 Distributor should wear face mask.
 Weekly surprise checking should be done by concerned
department.
 The Net above the dining area should be cleaned timely.
 Time should be increased for at least 10mins more.
 Cleanliness of utensils should be maintained.



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STUDY-ON-EMPLOYEE-
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WELFARE-docx#
Introduction to the study
The study was conducted in ASHOK LEYLAND Pantnagar to find the effect of
Health,Safety and Welfare measures on employee morale

The study intended to see the satisfaction level of the employee on the facilities
provided by the company and how these welfare measures boost the employee
morale.

The study on effect of welfare an indication of the level of satisfaction among

the contractual workers regarding the general working condition and the other
facilities provided by the organization. This helps the management to know the
general morale of the employees.

Importance of the Study

The very logic behind conducting welfare activities is to create efficient,
healthy, loyal and satisfied labor force for the organization.

Therefore, the purpose of doing such a study is to prove, how an employee, due
to various welfare activities, is continuously kept motivated and focused to do
his duties with more faith and responsibilities because, his organization for
which he is working, is taking care of all his basic needs through such activities
therefore not only satisfying the mandatory needs of the Factories Act 1948,
but also the needs of the workers.