A

PROJECT REPORT
ON
A STUDY ON HR POLICIES
AT
CENERG GLOBAL TOOLS
BY
UPPU PRATHYUSHA
H.T. NO: 1520-21-672-042
Under The Guidance Of
Mr. RAJU CHALLA
(Assistant Professor)
Submitted in partial fulfillment of the requirement for the award of the
MASTER OF BUSINESS ADMINISTRATION
(2021-2023)

Department of Business Administration

KESHAV MEMORIAL INSTITUTE OF
MANAGEMENT
(Affiliated to Osmania University)
NARAYANAGUDA, HYDERABAD
ii
iii
 CANDIDATE DECLARATION

I herebydeclare that this Project Report titled “ A STUDY ON HR POLICIES

ATCENERG GLOBAL TOOLS PVT.LTD”submitted by me to the Department
ofBusiness Management, O.U, Hyderabad, is a bonafide work undertaken by
me and it is not submitted to any other University or Institution for the award
of any degree / diploma / certificate or published any time before.

Signature of the Student

UPPU PRATHYUSHA

iv
 ACKNOWLEDGEMENT

My heartfelt sincere Thanks to Dr.K.SOMESHWER RAO , Director General, Keshav

Memorial institute of Management, Hyderabad for giving me this opportunity for doing my
project in CENERG GLOBAL TOOLS PVT.LTD. Faculty guide Raju Challa Sir has been
very supportive and helped me to learn and complete the project. My sincere thanks to my
Industry guide and company.

My sincere and grateful than throughout to my faculty guide MR.RAJU CHALLA. for
guiding me project. My sincere thanks to who stood by me motivating me to complete my
project successfully.

v
 ABSTRACT

Human resource management is concerned with people element in management. Since every
organization is made up of people, acquiring their services, developing their skills/
motivating to high level of performances and ensuring that they continue to maintain their
commitments to the organization which are essential to achieve organizational objectives.
This project is meant to know the Human Resource Policies in the organization. The HR
Policies are a tool to achieve employee satisfaction and thus highly motivated employees.
The main objective of various HR Policies is to increase efficiency by increasing motivation
and thus fulfill organizational goals and objectives. The objective is to provide the reader
with a framework of the HR Policy Manual and the various objectives that the different
policies aim to achieve. The main focus was on the managerial levels of employees in
CENERG GLOBAL TOOLS PRIVATE LIMITED.

vi
INDEX

S.NO PARTICULARS PAGE NO

1 CHAPTER-1 1-9

Introduction and Research Methodology

2 CHAPTER -2 10-15

Review of Literature

3 Chapter-3 16-31

Company profile

4 CHAPTER-4 32-54

Data Analysis and interpretation

5 CHAPTER -5 55-59

Finding conclusions&suggestions

 Annexure
 Bibliography
 Questionnaire

vii
EXECUTIVE SUMMARY

Human resource management is concerned with people element in management. Since every
organization is made up of people, acquiring their services, developing their skills/
motivating to high level of performances and ensuring that they continue to maintain their
commitments to the organization which are essential to achieve organizational objectives.

This project is meant to know the Human Resource Policies in the organization. The HR
Policies are a tool to achieve employee satisfaction and thus highly motivated employees.
The main objective of various HR Policies is to increase efficiency by increasing motivation
and thus fulfill organizational goals and objectives.

INTRODUCTION OF PROJECT

This project is about the HR Policies in Cenerg Global Tools.The HR Policies in an

organization helps every individual to raise his/her potential in all facets by helping him to be
satisfied and secure about his present and future.

PROJECT TITLE

The title of the project is “HR Policies and in Cenerg Global Tools Pvt.Ltd. As the name
indicates it is the study of the HR Policies prevalent in the organization.

The objective is to provide the reader with a framework of the HR Policy Manual and the
various objectives that the different policies aim to achieve. The main focus was on the
managerial levels of employees in CENERG GLOBAL TOOLS PVT.LTD.

ORGANISATION

CENERG, established in 2012, has grown to be a leading Rotary Drill Bit manufacturer
based at Hyderabad – India. With an output of around 2500 bits per month, CENERG serves
a strong customer base spread across 20 countries.

CENERG range of Rotary Drill Bits cover Blasthole, Water well, Construction, Raise boring,
Exploration and Horizontal Directional Drilling Applications. Bit sizes range from 2 3/8” to
17 ½” in Milled Tooth and Tungsten Carbide Insert types.

Customer’s unique drilling challenges call for special solutions. CENERG is well equipped to
respond to these challenges from its wide range of products with short delivery times.

viii
ix
 CHAPTER -1
INTRODUCTION

1
INTRODUCTION AND RESEARCH METHODOLOGY

HUMAN RESOURCE POLICIES

Human Resource Policies refers to principles and rules of conduct which“formulate,
redefine,break into details and decide a number of actions” thatgovern the relationship with
employeesin the attainment of the organizationobjectives.

HR Policies cover the following:

1. Policy of hiring people with due respect to factors like reservations,sex, marital
status,and the like.
2. Policy on terms and conditions of employment-compensation policy and
methods,hours of work, overtime, promotion, transfer,lay-off and the like.
3. Policy with regard medical assistance-sickness benefits, ESI and company
medicalbenefits.
4. Policy regarding housing, transport, uniform and allowances.
5. Policy regarding training and development-need for, methods of, and frequency
oftraining and development.
6. Policy regarding industrial relations, trade-union recognition,collective
bargaining,grievance procedure, participativemanagement and communication with
workers.

2
FORMULATING POLICIES

There are five principal sources for determining the content and meaning ofpolicies:
1. Past practice in the organization.
2. Prevailing practice in rival companies.
3. Attitudes and philosophy of founders of the company as also its directorsand the
topmanagement.
4. Attitudes and philosophy of middle and lower management.
5. The knowledge and experience gained from handling countless personnelproblems on day
to day basis.

BENEFITS OF HR POLICIES

Organizations should have personnel policies as they ensure the followingbenefits:

a. The work involved in formulating policies requires that the managementgive deep thought
to the basic needs of both the organization and theemployees. The management mustexamine
its basic convictions as wellas give full consideration to the prevailing practices in
otherorganizations.
b. Established policies ensure consistent treatment of all personnelthroughout the
organization.Favouritism and discrimination are, thereby,minimized.
c. Continuity of action is assured even though top management personnelchange. The CEO
ofa company may possess a very sound personnelmanagement philosophy. He/she may carry
the policies of theorganization in his/her head, and he she may apply them in an
entirelyfairmanner. But what happens when he/she retires? The tenure of officeof nay
manager is finite. But the organization continues. Policies promotestability.
d. Policies serve as a standard of performance. Actual results can becompared with the policy
to determine how well the members of theorganization are living upto the
professionalintentions.
e. Sound policies help build employee motivation and loyalty. This isespecially true where
thepolicies reflect established principles of fairplay and justice and where they help people
growwithin the organization.

3
f. Sound policies help resolve intrapersonal, interpersonal and intergroupconflicts.

PRINCIPLES OF HR POLICY

1. Principle of individual development to offer full and equalopportunities to every

employeeto realize his/her full potential.
2. Principle of scientific selection to select the right person for the rightjob.
3. Principle of free flow of communication to keep all channels ofcommunication open
andencourage upward, downward, horizontal,formal and informal communication.
4. Principle of participation to associate employee representatives at everylevel of
decisionmaking.
5. Principle of fair remuneration to pay fair and equitable wages andsalaries
commensuratingwith jobs.
6. Principle of incentive to recognize and reward good performance.
7. Principle of dignity of labour to treat every job and every job holderwith dignity
andrespect.
8. Principle of labour management co-operation to promote cordialindustrial relations.
9. Principle of team spirit to promote co-operation and team spirit amongemployees.
10. Principle of contribution to national prosperity to provide a higherpurpose of work to
allemployees and to contribute to national prosperity.

4
RESEARCH METHODOLOGY

1. METHOD OF DATA COLLECTION

The researcher has chosen the questionnaire methods of data collection due tolimited time in
hand. While designing data-collection procedure, adequatesafeguards against bias and
unreliability must be ensured. Researcher hasexamined the collected data for completeness,
comprehensibility, consistentlyand reliability.
Researcher has also gathered secondary data which have already been collectedand analyzed
by someone else. He got various information from journals,historical documents, magazines
and reports prepared by the other researchers.
For the present piece of research, the investigator has used the followingmethods:
 Questionnaire
 Interview
 Observation

2. SAMPLE SIZE

Here, researcher has taken 100 as the sample size.

3. HYPOTHESIS OF PROJECT

Human Resource Policies provided by the organization of employees works as an agent for

the growth of employees and also motivates the employees to perform well i.e., employee

performance and satisfaction are the valuable outcome of sound of HR Policies of the

organization. The various HR Policies in Cenerg Global Tools Pvt. Ltd. makes the employees

enthusiastic towards work.

5
NEED OF THE STUDY
 HR policies are important for employees to work for an organization.
 It helps to maintain motivation and willing work forces.
 It is an interesting and significant area for conducting research.
 They also ensure compliance with employment legislation and inform employees of
their responsibilities and the Company's expectations.
 HR policies provide guidelines on employer-employee relationships, which impart
information on acceptable norms of behaviour, work schedules, health and safety
measures, employment laws, conflict resolution and disciplinary measures.
 HR planning, hiring (recruitment and selection), training and development, payroll
management, rewards and recognitions, Industrial relations, grievance handling, legal
procedures.
 To have a formal Statement on corporate thinking which will serve as a guideline for
actions. Promote effective management without your constant intervention.
 To establish the consistency in the application.
 Motivate Team Members.
 Device and implement best policies.
 Improve Employers Branding.

6
SCOPE OF THE STUDY
In any organization human resource is the most important asset. In today’s current scenario,
Cenerg Global Tools Pvt. Ltd. is a very large manufacturer and marketers.
 As most of the company’s overall performance depends on its employee’s
performance which depends largely on the HR POLICIES of the organization.
 So, the project has wide scope to help the company to perform well in today’ global
competition.
 The core of the project lies in analyzing and assessing the organization and to design
and HR policy manual for the organization.
 They provide clear communication between the organization and their employees
regarding their condition of employment.
 They form a basis for treating all employees fairly and equally.
 They are a set of guidelines for supervisors and managers.
 They create a basis for developing the employee handbook.
 They establish a basis for regularly reviewing possible changes affecting employees.
 They form a context for supervisor training programs and employee orientation
programs.

7
OBJECTIVES OF STUDY

HR policies are designed to guide and regulate the behaviour and actions of employees within
an organization. These policies serve several key objectives, which can vary depending on
the specific needs and goals of the organization. Here are some common objectives of HR
policies:

1. To study the HR Policies of the company.

2. To study the amendments made in the HR Policies of Cenerg Global Tools Pvt.
Ltd.since the time ofincorporation.
3. To incorporate the amendments in the base policy and prepare a final policy.
4. To design a HR Policy manual for the company with special emphasis on the
“Managerial Service Conditions”.

5. Legal Compliance: HR policies ensure compliance with labor laws, regulations, and
industry standards. They help organizations adhere to legal requirements related to
employment, such as non-discrimination, equal opportunity, minimum wage, working
hours, and occupational health and safety.

6. Consistency and Fairness: HR policies aim to promote consistency and fairness in

the treatment of employees. By establishing clear guidelines and procedures,
organizations can ensure that all employees are treated equitably, irrespective of their
background or position.

7. Employee Well-being: HR policies often include provisions for employee well-

being, including policies related to work-life balance, leave entitlements, employee
assistance programs, and health and wellness initiatives. These policies aim to create a
positive and supportive work environment that contributes to the overall well-being of
employees.

8. Performance Management: HR policies related to performance management set

expectations for employee performance, establish performance evaluation processes,
and provide guidance on performance improvement and recognition. These policies
help align individual and organizational goals, foster employee development, and
reward high performance.

9. Conflict Resolution: HR policies provide frameworks for conflict resolution and

grievance handling. They outline the procedures for reporting and addressing
workplace issues, including harassment, discrimination, or other forms of misconduct.
These policies aim to ensure that employee concerns are addressed promptly and
fairly.

8
 10. Employee Development and Training: HR policies related to employee
development and training outline the organization's commitment to continuous
learning and professional growth. They may include provisions for training
opportunities, career development programs, mentorship initiatives, and tuition
reimbursement. These policies help foster a skilled and motivated workforce.

11. Communication and Transparency: HR policies promote effective communication

and transparency within the organization. They establish guidelines for internal
communication channels, such as employee handbooks, intranets, and company-wide
meetings. These policies ensure that employees have access to relevant information
and understand the organization's expectations and practices.

12. Organizational Culture and Values: HR policies can reflect and reinforce the
organization's culture and values. They may include policies related to diversity and
inclusion, ethical conduct, social responsibility, and sustainability. These policies help
shape the organizational culture and ensure alignment with the company's mission and
vision.
13. Overall, the objectives of HR policies are to create a fair, compliant, and supportive
work environment that enables employees to thrive, contribute to the organization's
success, and align their individual goals with the overall goals of the organization.

LIMITATIONS OF STUDY
 HR policies are an important for employees work for Organization.
 It helps to maintain motivation and willing work forces.
 It is an interesting and significant area for conducting research.
 It aims to study an understanding to which the employees be satisfied under the
human resources system of the organizations
 To study the human resources needs of an organization
 To study the main processes of employee resorting and development
 To know whether the employees are aware of these policies and are deriving benefits
for themselves as well as for the company.
 To provide a such conditions of employment that enable the personnel to develop a
sincere sense of unity with the organizations and to carry out their duties in the most
willing and effective manner.
 Sensitive company information cannot be displayed in the project report.
 Sample size is limited to 100 employees.
 Most respondents might be influenced by their peers in answering the questions
therefore the response of the respondents may not be accurate.

9
 CHAPTER-2

REVIEW OF LITERATURE

10
 REVIEW OF LITERATURE

 Anupama Gupta (2010) clarified the results of the difficulties looked by the Human
resource the board in setting with the current financial status and the difficulties faced
should be taken in thought. This article demands the difficulties in the deficiency of
talented representatives. This likewise accentuation on how Human assets
Management handles the problems dealt with on an everyday exercise. It likewise
proposed some significant focuses to handle things better.

 Saini R.R. (2010) this article clarifies Management in United Commercial Bank
which is a case investigation of Chandigarh State which explains HRD rules and
guidelines. Essentially this study clarifies the obstacles during the time spent outlining
the guidelines and cycle of executing it. This analytical study contains an example
size of 100 individuals and broke down their assessment on HRD rules and
guidelines. Because of this examination is capability assumes a significant part in
recruitment in top, canter and low level administration. The act of choosing right
candidate for the degree of the board assists the association with accomplishing more
and hold representatives in the association.

 Kundu. Subhash C., Divya Malhan (2009) in their article on "Human Resources
Management Practices in Insurance Companies: The examination was made in Indian
and MNC's and clarifies the advantages of the association is created simply by Human
Resources. However, the benefit of offering protection to the Human Resources is one
of the worker benefits issued by the Human Resource Management. The discoveries
of the examination says that both domestic and global Insurance organizations need to
improve more on their HR rehearses like performance evaluation, HR arranging and
Recruitment

 Tripathy (2008) clarified that the association have the ideal utilization of Human
resources in the association. They follow the 3 C idea (i.e) Competencies,
responsibility and culture. By following these 3 C culture in the work association give

11
 the positive outcomes in the organization. This training is viewed as the best outcome
acquiring which brought about the expansion in the monetary development.
 Singh S.K (2008) in this examination he clarified that for a decent authoritative
development employee should keep up their inclusion to yield high efficiency.
Worker's devotion helps him Journal of Xi'an University of Architecture and
Technology Volume XII, Issue III, 2020Issn No: 1006-7930Page No: 1137to
accomplish his objective, and builds his nature of work. Association ought to likewise
help the employee in preparing him to build up his relational abilities. Both Employer
and Employee should similarly contribute each for person's development.

 Patil, Kallinath S. (2007) The advancement of office the board business has an
important place in the development of the country. Extra security Corporation is one
of the significant service providers in which they offer the best assistance. The
Transmission doesn't arrive in a day. For that representatives have invested in parcel
of amounts of energy to get the help the field of service. Hemant Rao (2007) in his
examination he clarified the progressions in the job Human Resources. There was an
exceptional change in the job of Human asset division. They should work in the
association to such an extent that they should treat the representatives independent to
project, religion, gender etc. The profitability of the organization depends on the
nature of work done by the employee in the association.

 Sharma and Jyoti (2006) in this article they have clarified about the Job Satisfaction
that they conclude it the best and successful justification a worker in the functioning
circumstance. They also clarify that this enthusiastic factor helps the representative in
the association to yield best results. Disappointment is one of the principle
explanations behind whittling down of worker in the organization. So, work
fulfilment is the essential explanation of a representative's transporter development
and advancement of an association.

 Subramanian, V. (2005) he expresses that the enrolment and determination measure

in the association and choosing the correct contender for the right position helps
representatives to work in the association in an extremely certain mode. The screening

12
 ought to be applicable to the job profile so the up-and-comers will be keen on the
work profile.
 Karlshaus, A., [2020] paper discusses the suitableness of part-time leadership as an
instrument for a sustainable Human Resources Management (HRM) policy. The
thought of part-time leadership is introduced and mentioned supported by a meta-
analysis of existing studies and the latest analysis that has been dead on‚ at typical
working time arrangements in leadership positions. The article discusses the
intersection of part-time leadership with the 3 subject areas (economic, social, and
ecological) of the Triple Bottom Line and tries to indicate additional specifically how
part-time leadership models will serve the fulfillment of elite property Development
Goals (SDGs), particularly in Western countries. Finally, stipulations and customary
barriers for a roaring implementation of part-time leadership as a company Social
Responsibility (CSR) instrument of organizations area unit undraped, and suggestions
for mitigating those challenges area unit given from a macro, small, and method
perspective leadership as company Social Responsibility (CSR) instrument of
organizations area unit undraped, and suggestions for mitigating those challenges area
unit given from a macro, small and method perspective.

 Malathi.t, [2019] paper is aimed at discovering how employees’ motivation and

satisfaction relate to their learning behaviors while doing certain tasks. The study
explored employee motivation and satisfaction among unskilled and skilled
employees in the Automobile industries in India. With expanding and increasing
technology and globalization, many organizations, especially in developing countries,
have problems keeping their employees motivated and satisfied. Hence, it's vital to
explore motivation and satisfaction to hunt out good solutions for human resource
management, managers, policymakers, practitioners, etc.

 David. E [2017] The Author suggests that HRM should advantage both individuals
and organizations. Although the dominant models within HRM theory and research
still focus largely on ways to enhance performance, employee concerns are considered
a secondary consideration. Furthermore, pressures at work and in society large area
are creating an increasing threat to employee well ‐being. If employee concerns and
therefore the threats to well‐being are to be taken seriously, a special analytic

13
 framework for HRM is required. The study sets out an alternate approach to HRM
thatprovides priority to practice designed to reinforce well ‐ being and a positive
employment relationship, proposing that both elements are important.

 Purcell et al. (2003) emphasized that it was not about having a range of well
conceived Human Resource Policies and Practices but it was about how these policies
and practices were implemented. More purposely, Human Resource Strategies were
concerned with the development of continuous improvement and customer relation
policies. The Study also, detailed about the contribution of front line managers in
Human Resource policies and practices. This pointed out the key areas in Human
Resource like job and work design, flexible working, workforce resourcing, employee
development, reward, and giving employees a voice need to be developed for the
successful implementation of high performance work practices. Identifiable key
factors affecting job satisfaction were found to be career opportunities, teamwork, and
good working conditions for employees. Finally, it could be concluded that Purcell
and his co-authors considered policies and practices implementation as a vital
component in linking people to business, for effective management of change, for
creating workplace a good place to work and this being the prime task of line
managers.

 Chaudhari (2009) was of the opinion that, the HRM policies of an organisation are
influenced by two major factors: situational factors and stakeholders interest. The
situational factors are labour markets, laws of the land, management goals, business
strategies, technology, employee demography, position of the company. The
stakeholders interest cover expectations of shareholders, management, employees,
government and society/community. These factors can act as constraints on the
formulation of HRM policies and can also be influenced by HRM policies.

 Kumar ‘s (2009) study revealed that Human Resource policies and practices were
followed in Indian Cement Industry. Kumar also confirmed that human input was the
single largest input that goes in the cement industry. This study proved the pertinent
existence of Human Resource Practices in India. Kumar suggested that Human
Resource professionals needed to focus on the individual needs and aspirations to the
extent that they develop the ethos of organizational commitment. The Study also

14
 concluded that culture and leadership were the significant predictors of employee
performance.
 Kundu. Subhash C., Diva Mahan (2009) This study is based on the "Human
Resources Management Practices in Insurance Companies: The study was made in
Indian and MNC’s and explains the benefits of the organization is generated only by
Human Resources. However, the advantage of giving insurance to the Human
Resources is one of the employee benefits issued by the Human Resource
Management. The findings of the study says that both domestic and international
Insurance companies have to improve more on their HR practices like performance
appraisal, HR planning and Recruitment.

 Hemant Rao (2007) In this research study he explained the changes in the role
Human Resources. There was an extraordinary change in the role of Human resource
department. He found that each individual should work in the organization such that
they should treat the employees irrespective to cast, religion, gender etc. The
productivity of the company is based on the quality of work done by the employees in
the organization.

 NP Myilswamy, Dr.R. Gayatri (2014) According to their research “A study on Due

to the difficulty of evaluating the integration of human resources policies and
practices (LEPAK et al, 2006), this research proposes not only to evaluate PPHR as a
single construct, but also the relation of each dimension – or subsystem – on
organizational citizenship behaviours, seeking to identify which policy has a greater
or lesser impact on the worker’s behaviour. Thus, the six dimensions analysed are:
recruitment and selection; involvement; training and development; work conditions;
performance and competency assessment; and remuneration and incentives.

 T. Suhasini and Dr. K. Kalpana (2018) The study reveals that relevance of HRM
policy studies to the organizations. However, the urgency for new studies on the
HRM was highlighted, since some policies, despite their strategic nature for
organizations, are still little investigated. This is the case for recruitment and selection
and evaluation of performance and skills, as well as studies relating HRM policies to
other variables of organizational behaviour and the effort to construct and validate
measurement instruments.

15
 CHAPTER 3

COMPANY PROFILE

16
COMPANY PROFILE

CENERG GLOBAL TOOLS

At CENERG GLOBAL TOOLS offer an extensive line of Rotary Drill Bits with reliable tool
life and performance that improves productivity and optimizes drilling cost.

I have a state-of-the-art manufacturing facility in Hyderabad, India managed by a team of

highly experienced Engineers. The manufacturing facility is equipped with latest CNC
Machines, fully automated Heat Treatment furnaces, sophisticated Metallurgical Labs with
all Inspection & Testing facilities. The production process is closely monitored and
controlled at every stage of the manufacturing process with ability to produce 18,000 rotary
bits per year.

Our range of Rotary Drill Bits cover Blasthole, Water Well, Construction, Oilfield,
Workover, Exploration and Directional Drilling applications. The size ranges from 2 3/8”
(60mm) – 12 1/4” (311mm) in Steel Tooth and Tungsten Carbide Insert Bits.

Today Customer’s unique drilling challenges call for special solutions and Cenerg is well
equipped to respond to these challenges and adapt its wide range of products to provide
customized solutions to best suit the specific needs.

CENERG is spread across a 9000 square meter manufacturing facility and has the latest CNC
Machines, Automated Heat Treatment Furnaces, Metallurgical labs, Inspection & Testing
Machines.
CENERG has a strong leadership that guides a team of 300+ skilled employees working
relentlessly to deliver the best-in-class products.
CENERG believes in workplace safety and reduction of incidents by investing in safety
equipment and continuous training of personnel.
Emerging technologies like robotics and automation are used to enhance Safety, Reliability
and Productivity.
In addition to ISO9001: 2015, API Spec 7-1 certifications, CENERG rotary drill bit facility in
India is certified by American Petroleum Institute for quality management system
conforming to API Q1.

17
Vision & Mission

Make rock drilling Reliable,Affordable and Smooth for our Customers.

To be the most Respected brand in the world, in which we are:
Trusted by our customers-for our consistent quality, reliable service and genuine hospitality.
• Respected by owners and operators-for the strength of our brand and our ability to build
value in customers and to drive revenue.
• Sought out by employees-because of our reputation for innovation, for opportunities within
the company and our culture, which creates a positive work environment.

Mission
Cenerg believes it will attain success by achieving this mission:
Focus on continual innovation of products to meet unique customer challenges.
"To provide Genuine Hospitality to our customers at every point of contact."
“To build relationships valuable with our customers, owners, employees and partners, by
developing and operating:
For Great People,To Provide Great Hospitality, And Deliver Great Results”.
Cenerg knows that what make up the Brand of Cenerg are relationships.
Relationships with its owners and operators, employees and customers.
Cenerg also knows the importance of having those relationships built on mutual trust and
respect.
When that happens, people can do their best work and have fun!

Quality Policy

We strive to achieve customer delight with respect to Quality, Timely Delivery &
Dependability of our products.
We are committed to continually improve our performance with a team of dedicated
professionals in all aspects of our business.
We are committed to comply with requirements & continually improve effectiveness of
Quality Management System.

18
CENERG GLOBAL TOOLS PRIVATE LIMITED CORPORATE SOCIAL
REPONSIBILITY POLICY Cenerg Global Tools Private Limited (“the Company”)
recognizes its responsibility towards the society and environment in which it operates and
accordingly is striving for social welfare and improvement. This CSR policy is adopted by
the Company to outline the relevant processes applicable to the Company for implementing
CSR initiatives/activities.

1. Title and applicability: This Corporate Social Responsibility (hereinafter referred to

as 'CSR') Policy is framed in terms of the Companies Act, 2013 (hereinafter referred
toas 'the Act') read with the Companies (Corporate Social Responsibility Policy)
Rules, 2014 (hereinafter referred to as 'the CSR Rules'), as amended from time to
time.

The objective of the policy is to define Cenerg Global Tools Private Limited (“the
Company”) CSR approach in alignment with Section 135 of the Companies Act, 2013
read with applicable rules and applies to all the CSR initiatives and activities to be
undertaken by the Company at various locations, within India, for the benefit of
targeted segments of the Society.

2. CSR policy: Governance structure and approach

➢ Board of Directors: In line with the provisions of Section 135 of the Act, the Board of
Directors will be responsible for the following:

• Constituting the CSR committee and approving the CSR policy;

• Make sure the company spends, in every financial year, at least 2% of its average net
profit during the three preceding financial years, in pursuance of this policy.

• Approving the CSR action plan and budget as proposed by the CSR committee in
accordance with Schedule VII of the Companies Act, 2013.

• Make disclosures in the Board report as required.

19
➢ CSR committee Cenerg

CSR Committee consists of below directors:

SI Name Designation
no

1 SRINIVASAPRASAD DASARI Managing Director

2 UMA RANI NUTAKKI Director

3 RANGA RAO NUTAKKI Director

4 Suresh Palle Director

5 Bandaru Geethika Kmp Company Secretary

Roles and powers of the CSR committee:

• Formulate CSR policy and seek approval from the Board of Directors of the company.
Review the policy on a yearly basis, if required.

• Formulate and share the CSR action plan with budget for the year with the Board of
Directors and seek approval. Implement the activities either through the Implementation
Partner or directly through its own team.

• Spend the allocated amount on CSR activities once approved by the Board of Directors and
create a transparent monitoring mechanism of CSR initiatives.

• Submit periodic reports to the Board for the activities undertaken.

3. Areas of CSR Activities: Below are the some of the areas in which the Company would
like to focus on:

20
• Eradicating hunger, poverty and malnutrition, promoting health care including preventive
health care and sanitation including contribution to the Swachh Bharat Kosh set-up by the
Central Government for the promotion of sanitation and making available safe drinking
water. • Promoting education, including special education and employment enhancing
vocation skills especially among children, women, elderly, and the differently abled and
livelihood enhancement projects;

• Promoting gender equality, empowering women, setting up homes and hostels for women
and orphans; setting up old age homes, day care centres and such other facilities for senior
citizens and measures for reducing inequalities faced by socially and economically backward
groups;

• Ensuring environmental sustainability, ecological balance, protection of flora and fauna,

animal welfare, agroforestry, conservation of natural resources and maintaining quality of
soil, air and water, including contribution to the Clean Ganga Fund set-up by the Central
Government for rejuvenation of river Ganga;

• Training to promote rural sports, nationally recognized sports, Paralympic sports and
Olympic sports;

• Contribution to the Prime Minister's National Relief Fund or any other fund set up by the
Central Government for socio-economic development and relief and welfare of the Scheduled
Castes, the Scheduled Tribes, and other backward classes, minorities and women or
contribution to any other recognised fund as mentioned in Schedule VII of the Companies
Act 2013;

• Slum area

4.Implementation: The Company may conduct/implement CSR programs by itself or

collaborate with other companies to undertake CSR activities and/or through registered trusts,
societies and / or section 8 companies as notified by the MCA from time to time. The
progress will be reported to the CSR Committee during the committee meetings. The
progress on CSR programs undertaken by the Company will be reported in the Annual Report
in the format prescribed by the CSR Rules.

21
5.Amendments to the policy: The Board of Directors on its own and/or as per the
recommendations of the CSR committee can amend this policy, as and when deemed fit. Any
or all provisions of this CSR policy are subject to the applicable provisions of the Companies
Act, 2013 and any subsequent amendments thereof from time to time.

6.Compliance statement: This policy shall become effective from 1st April 2017 and the
contents of this policy shall be appropriately disclosed in the Board report in accordance with
the requirements of the Companies Act, 2013, and rules framed thereunder.

CUTTING STRUCTURE TYPES

CN 25 - CN 31 SERIES VERY SOFT FORMATION

ROTARY DRILL BITS
Design features:
Large diameter and widely spaced chisel or sharp conical carbide
insert with high projection. Small flat inserts placed in between, on
gage and inner rows to prevent cone shell erosion. Laser hard faced
spot deposits to arrest steel erosion. Additional flush space on
shirttail for quick evacuation of cuttings.

Benefits:Vibration free drilling resulting in maimum penetration

rates in very soft formation
Applications:suitable for Sand, Mudstone, Sandstone type sedimentary formations with low
compressive strenghs of 20 to 60 Mpa

CN 37 – CN 44 SERIES SOFT FORMATION ROTARY

DRILL BITS
Design features:
Large diameter and widely spaced chisel or sharp conical carbide
inserts with high projection. Small flat inserts placed in between, on
gage and inner rows to prevent cone shell erosion. Hard faced cone
shell to delay erosion and exposure of active inserts.

Benefits: High penetration rates in soft formation along with vibration

free drilling.
Applications: Suitable for Shale, Lime stone, Sandstone, Gravel - Soft
formations with compressive strengths of 50 to 110 Mpa.

22
 CN50 - CN 60 SERIES MEDIUM HARD FORMATION
ROTARY DRILL BITS
Design features:
Moderately spaced conical inserts with medium projection. Doublerow
gage protection inserts. Hard metal deposit on nose area to protect
against cone shell erosion.

Benefits:Good penetration rates and longer life in medium hard and

moderately abrasive formation. Longer bearing due to Smooth Drilling.
Applications:Suitable for Granite, Marble, Hard Sandstone - Medium
Hard formations with Compressive Strengths of 90 - 150 Mpa.

CN 64 – CN70 HARD FORMATION ROTARY DRILL

BITS
Design features:
Closely spaced conical or spherical Inserts with medium to low
projection. Hard metal deposit on nose area to protect against cone shell
erosion.

Benefits: Good penetration rates in hard, consolidated and very abrasive

formation. Longer bearing due to Smooth Drilling
Applications: Suitable for Dolomite, Granodiorite, Quartzite,
Magnetite, Banded Hematite Quartzite. Formation of 150 to 250 Mpa.
and banded iron and abrasive consolidated formations with compressive
strengths of above 200 Mpa.
t Offering

23
PRODUCT OFFERING

Open Bearing – Air Circulation

In this configuration an air passage is provided to the bearing area. The compressed air cools
and lubricates the bearings and blows away any drilling debris extending the life of the
bearing. This bearing configuration is commonly used in Blasthole Mining applications.

Open Bearing - Air, Mud Or Foam Circulation

The standard open roller bearings are without a seal or an air passage. They are ideal for
drilling shallow holes, in the hundreds of feet with either foam or mud circulation. These
bearing configurations are commonly used in Water Well applications.
Semi-Sealed Bearing – Air Circulation

Semi-Sealed bearings for air circulation are similar to Open Air bearings, only difference
being the bearing pack protected with an O- Ring Seal. The lubricant is filled into the bearing
and sealed off. This prevents ingress of dirt into the bearing system and leakage of grease.
This configuration is used for Mining applications with heavy water injection and ground
water conditions.

Sealed Journal Bearing - Air & Mud Circulation

In Sealed Journal bearing the Rollers inside the cone are replaced by a Floating Bush made
out of special alloys which is silver plated. The bearing Pack is protected with an O-Ring
Seal. The bearing lubrication and pressure compensator system is built in. The Floating Bush
is highly resistant to heat and galling. Consequently these bearings are very durable and
suitable for Mining, Raise Boring, HDD applications.

Sealed Friction Bearing - Mud Circulation

In bearings for Small Diameter Bits instead of the Floating Bush the internal surface of the
Cone is silver plated using a special process. This design enables bearing size to be increased
in relation to the diameter of the Bit enhancing its durability. This bearing design finds
application in Reverse circulation and Water well drilling applications.

Sealed Roller Bearing – Air & Mud Circulation

While sealed roller bearings have some of the features of Open to Air bearings, the bearing
pack is protected with an O- Ring Seal and has lubrication and pressure compensator system
built in. This prevents ingress of dirt into the bearing system and leakage of grease. This
configuration is used for Mining, Exploration applications.

24
 HR POLICIES
IN
CENERG GLOBAL TOOLS PVT.LTD.

25
OBJECTIVES

In reviewing the purpose of HR Policies at Cenerg Global Tools Pvt. Ltd., the organization
stated that the HR Policies has been a key part of the management process for the effective
utilization of human resource. The company aims to fulfill the following objectives through
its HR Policies:
 Ensure a high degree of selectivity in recruitment so as to secure super achievers
and nurture them to excel in their performance.

 Impart such induction, orientation and training as to match the individual to the task
and inculcate a high sense of organizational loyalty.

 Provide facilities for all round of growth of individual by training in and outside the
organization, reorientation, lateral mobility and self-development through self-
motivation.

 Groom every individual to realize his potential in all facets while contributing to
attain higher organizational and personal goals.

 Build teams and foster team-work as the primary instrument in all activities.

 Recognize worthy contributions in time and appropriately, so as to maintain a high

level of employee motivation and morale. Appraisals and promotions shall be ethical
and impartial.

 Implement equitable, scientific and objective system of rewards, incentives and

control.

 Contribute towards health and welfare of employees.

MANAGEMENT REVIEW: Management review meeting is held every six months at

the Group Review. Meet is conducted from time to time to ensure the suitability, adequacy
and effectiveness of the HR Policies.

CORRECTIVE ACTION FOR NON-CONFORMANCE:

 Nonconformance to the policies mentioned is reviewed by the Group HR Cell,

respective CEO and HR Head of the company. The review will suggest remedial
measures to avoid repetition of the non-conformance through elimination of the root
causes for the same.

 Board of Directors is kept informed of the review and action plans decided to avoid
the non-conformance in the ensuing monthly meeting.

26
DOCUMENT AND DATA CONTROL:

 Documents and data are generated by the Corp. HR in the form of hard copies or
electronic medium.

 Documents are reviewed and approved for adequacy by Corp. HR prior to issue.

The various procedures that form the HR Policy of the Organization are:
1. Recruitment and selection of manpower
2. Induction and Placement
3. Job Rotation
4. Performance appraisal
5. Counseling
6. Career Planning
7. Succession planning
8. Employee training and Development
9. Human Resource Information Management System
10.Retirement Planning
11.Job Enrichment
12.Exit Interviews

A brief preview of the above mentioned policies and the various objectives that these policies
aim to achieve are given in the subsequent chapters. Due to high level of secrecy maintained
in the organization, the policies given below are according to my understanding and
interpretation of the subject.

1. RECRUITMENT POLICY

 In Cenerg Group recruitment and selection of personnel is explicitly based on

the criteria of their knowledge, skills and attitudes, so as to secure super
achievers and nurture them to excel in their performance.
 All fresh candidates are absorbed only after satisfactory completion of
appropriate training.
 All direct recruitment is through the HR department.
 Detailed selection procedures as decided from time to time are adhered to
without any compromise.
 Above procedures shall undergo continuous refinement through evaluation
and feedback.

2. INDUCTION AND PLACEMENT POLICY

 At Cenerg Group, new recruits imparted such induction, orientation, training

and placement so as to individuals to the task and inculcate a high sense of
organizational loyalty.
 The HRD Department and the concerned heads of parent departments prepare
a well-structured Induction Program to acquaint the new recruits with the

27
 people, organizational structure, and interface between different departments,
functions and culture of the organization.
 The Induction Program is formulated to suit the position of the candidate and
necessary to be provided to him.

3. JOB ROTATION POLICY

 At Cenerg Group, facilities are provided for all-round growth of individuals

through lateral mobility. This shall enhance their employability as well as
equip them to shoulder higher responsibilities.
 Systematic Job Rotation from time to time shall have a revitalizing effect on
the individual as well as the organization.
 All promotions to the level of HODs will be considered only when an
individual has undergone rotation through at least 2 sections. 35.

4. PERFORMANCE APPRAISAL POLICY

 Performance Appraisal grooms every individual to realize his potential in all

facets by helping to identify and achieve his personal goals within the
framework of organizational objectives.
 Appraisals shall be ethical and impartial so as to recognize worthy
contributions appropriately and in time in order to maintain a high level of
employee motivation and morale.
 The Performance Appraisal Systems aims at integration of individual and
organizational goals.

5. COUNSELING

 Counseling sessions, which are conducted by HR Department OR Professional

Counselor OR Performance Appraiser, are available to all the employees in
order to fulfill the following objectives:
 To enhance employees’ competence and job satisfaction.
 To prepare employees for future responsibilities.
 To establish a better working relationship between the superior and
subordinate.
 To enable employees to cope with personal problems.

6. CAREER PLANNING POLICY

 Career Planning system in Cenerg Group is aimed at developing people of the

right caliber to meet present and future needs of the organization. It shall be an
essential ingredient for Succession Planning.
 The mandatory factors to be considered prior to career planning shall be:
a) The organization’s long and short term plans.
b) Manpower skills required towards implementing these plans.
c) Attrition rate of people with high potential, above average and average caliber.

28
 d) Recruitment through internal and external sources at all levels and its ratio as
appropriate to the organization.
e) The number of people recruited and trained every year.

7. SUCCESSION PLANNING POLICY

 HODs and above identify successors, primary and secondary, to his position at the
time of annual appraisal. This is reviewed every year along with the annual appraisal.

8. TRAINING AND DEVELOPMENT POLICY

 At Cenerg Group, training and development activities strive to ensure continuous

growth of organization by nurturing the strengths of the employees and providing the
environment and opportunity for every individual to realize his/her potential.
The policy aims at broadening the outlook of the individuals and bridging the gap
between actual performance and the performance necessary to deliver results.

 Facilities are provided to all individuals towards self-development and all round
growth through training.

 HR Department identifies average performers and provide special training.

9. HUMAN RESOURCE INFORMATION MANAGEMENT SYSTEM

 Human Resource Information Management Systems (HRIMS) aims at:

a. Providing accurate information about employees to management for decision making.

b. Eliminating duplication of efforts.
c. Offering quick and easy access to human resource information at random as well as in
regular report form.
d. The system has two layers of security. Access to the system is through keying in the
valid combination of username and password. Permission to access certain programs
is restricted to identify key personnel.
e. An integrated employee database is maintained and continuously updated with
information from personnel at regular intervals regarding biographical data, work
experience, qualifications, appraisal, training and career paths.

10. RETIREMENT PLANNING

 At Cenerg Group, retirement of all individuals is aided through planned programs by

HR Department so as to lessen the associated misgivings and anxiety.

11. JOB ENRICHMENT

 Cenerg Group follows a people centered approach to job enrichment with a view to
enhance the performance of the employee, leading to higher job satisfaction.

29
12.EXIT INTERVIEWS

 The organization has a regular turnover of employees due to various reasons such as
retirement, voluntary retirement, and resignation etc. from time to time.

 Feedback is obtained from the employee on occasions of separation from the

organization. Such feedback on matters that effect well being of the people is useful
in improving the organization in respect of HR Policies and practices.

 The HR Policy Manual (or Managerial Service condition Manual) was designed in
order to facilitate the mangers in gathering the information regarding the various
service conditions that are offered by the organization.

This manual includes the service conditions which are most frequently asked for. The
various services conditions included are:

1. Provident Fund
2. Gratuity
3. Privilege Leave
4. Superannuation Scheme
5. Medical Reimbursement & Hospitalization
6. Dental Policy
7. Group Accident Insurance Scheme
8. Housing Loan Scheme
9. Vehicle Loan Scheme
10.Phone Policy
11.Leave Travel Assistance (LTA)
12.Local Conveyance Rules
13.Transfer Policy
14.HRR Policy for Area Office Managers 38
15.Canteen Service
16.Cash Payments & Advance Settlements
17.Performance Excellence Scheme
18.Performance excellence Form
19.Parivar Suraksha Yojna
20.Policy for Get Together of Employees
21.Notice Period for Managerial Employees
22.Conveyance Reimbursement for Interview Candidates
23.Car Policy
24.Post Retrial Benefits
25.Inland Travel Rules
26.Foreign Travel Rules
27.Application for Housing Loan
28.Application for Car Loan
29.Application for 2-wheeler Loan
30.Application for 2-wheeler (wards) Loan

30
 CHAPTER 4

DATA ANALYSIS
AND
INTERPRETATION

31
 A. RECRUITMENT AND SELECTION

1. Are you satisfied with the external recruitment sources performed in your
organization.

DATA:
Respondent
Opinion poll s
Agree 85
Disagree 16

External recruitment sources

16%

84%

Agree Disagree

INTERPRETATION:

Regarding external recruitment sources 84% employees are satisfied or agree whereas 16%
are not satisfied which is performed in the organization. Therefore, the employees are
satisfied by recruitment process.

32
 2. Are you satisfied with the monetary reward given on bringing a candidate on
board?

DATA: Opinion Responde

poll nts
Agree 73
Disagree 28

Monetary reward

28%

72%

Agree Disagree

INTERPRETATION:

Regarding monetary reward given on bringing on board 72% of employees are satisfied and
28% are not satisfied.Therefore, the employees are satisfied by the monetary reward.

33
 3. Are you satisfied with the background checks conduct for employees.

DATA: Respondent
Opinion poll s
Agree 75
Disagree 26

Respondents

26%

74%

Agree Disagree

INTERPRETATION:

Regarding background checks which is conduct for employees 74% employees are satisfied
whereas 26% employees are not satisfied.Therefore, the employees are satisfied by the
background checks.

34
 4. Are you satisfied with the monetary limits given to you for the expenses?

DATA: Responde
Opinion poll nts
Agree 65
Disagree 36

Expenses

36%

64%

Agree Disagree

INTERPRETATION: Regarding monetary limits provided to employees for their

expenses 64% of the employees are satisfied and 36% of the employees are not satisfied.
Therefore, the employees are satisfied by the expenses.

35
 B. INDUCTION

5. The induction programme of your organization is informal type.

DATA: Responde
Opinion poll nts
Neutral 28
Agree 37
Strongly Agree 24
Disagree 7
Strongly Disagree 5

Induction programme
40

35

30

25

20

15

10

0
Neutral Agree Strongly Agree Disagree Strongly Disagree

INTERPRETATION:

Regarding induction program, 24% of the employees are Strongly Agree, 37% are Agree,
28% are Neutral, 7% Disagree, whereas 5% of the employees are Strongly Disagreed. It
means that most of the employees get affected but some of the employees want that
evaluation of effectiveness of induction program should be done with some other method.

36
 6. The induction of your organization covers organizational structure and policies.

DATA: Respondent
Opinion poll s
Agree 76
Disagree 25

Induction

25%

75%

Agree Disagree

INTERPRETATION:

Regarding induction of organization, 75% of the employees are satisfied and 25% of the
employees are not satisfied. It means that most of the employees are benefited

37
C.TRAINING AND DEVELPOMENT

7. For Employee performance is the training need analyzed in your organization

DATA:
Opinion Responde
poll nts
Agree 75
Disagree 26

Empolyee performance

26%

74%

Agree Disagree

INTERPRETATION:

Regarding employee performance, 74% of employees are satisfied whereas 26% of

employees are not satisfied. It means that most of the employees get affected from this
evaluation.

38
 8. Are you satisfied with the classroom method adopted by your organization to
train the employees?

DATA: Respondent
Opinion poll s
Disagree 29
Agree 72

Chart Title

29%

71%

Disagree Agree

INTERPRETATION:

Regarding Classroom method, 71% of the employees are satisfied whereas 29% of the
employees are not satisfied. It means most of the employees get affected but some of the
employees want training and development programs to train employees.

39
 9. Effectiveness of training program in your organization is evaluated by observing
the post training performance of employees.

DATA:
Respondent
Opinion poll s
Strongly Agree 32
Agree 35
Neutral 25
Disagree 6
Strongly
Disagree 3

Effectiveness of training program

40

35

30

25

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

Regarding effectiveness of training program, 32% of the employees are Strongly Agree, 35%
are Agree, 25% are Neutral, 6% Disagree, whereas 3% of the employees are Strongly
Disagreed. It means that most of the employees get affected but some of the employees want
that evaluation of effectiveness of training program should be done with some other method.

40
D. Performance Appraisal

10. Are you satisfied with the performance appraisal process?

DATA: Opinion Respon

poll dents
Agree 69
Disagree 32

performance appraisal process

32%

68%

Agree Disagree

INTERPRETATION:

Regarding performance appraisal process,68% of the employees are satisfied whereas 32% of
the employees are not satisfied. It means some of the employees get benefited but some are
not.

41
 11. Are you satisfied with the feedback given to you by organization?

DATA: Opinion Responde

poll nts
Agree 68
Disagree 33

feedback

33%

67%

Agree Disagree

INTERPRETATION:

Regarding feedback 67% of the employees are satisfied whereas 33% of the employees are
not satisfied. It means that some of the employees get benefited but some are not.

42
E.CAREER PROGRESSION

12. Are you satisfied with the mentor system followed for career progression?

DATA:
Opinion Responde
poll nts
Agree 73
Disagree 28

mentor system

28%

72%

Agree Disagree

INTERPRETATION:
Regarding mentor system followed for career progression, 72% of the employees get
benefited and only 28% of the employees are exempted.

43
 13. How satisfied are you with the competence analysis and feedback from
manager?

DATA: Respondent
Opinion poll s
Very Satisfied 29
Satisfied 37
Neutral 24
Unsatisfied 7
Very Unsatisfied 4

Competence analysis and feedback

40

35

30

25

20

15

10

0
Very Satisfied Satisfied Neutral Unsatisfied Very Unsatisfied

INTERPRETATION:

Regarding the competence analysis and feedback, 29% of the employees are Very Satisfied,
37% are Satisfied, 24% are Neutral, 7% Unsatisfied, whereas 4% of the employees are Very
Unsatisfied. It means that most of the employees get affected but some of the employees want
that evaluation of effectiveness of competence analysis and feedback should be done with
some other method.

44
F. LEAVE POLICY

14. Are you satisfied with the privilege leave provided to you?

DATA: Responden
Opinion poll ts
Agree 73
Disagree 28

privilege leave

28%

72%

Agree Disagree

INTERPRETATION:

Regarding privilege leave provided to employees, 72% of the employees are satisfied
whereas 28% of the employees are not satisfied.

45
G.COMMUNICATION AND DECISION MAKING PROCESS

15. Are you satisfied with the communication pattern in the organization?

DATA: Respondent
Opinion poll s
Agree 80
Disagree 21

communication

21%

79%

Agree Disagree

INTERPRETATION: Regarding informal communication pattern, 79% of the

employees are satisfied and 21% of the employees are not satisfied. It means most of the
employees are comfortable with this communication process.

46
H. REWARDS AND RECOGNITION

16. Are you satisfied with the monetary rewards?

DATA:
Opinion Responde
poll nts
Disagree 33
Agree 68

Monetary rewards

33%

67%

Disagree Agree

INTERPRETATION:

Regarding monetary rewards provided to employees, 67% of the employees are satisfied
whereas 33% of the employees are not satisfied.

47
 17. How satisfied are you with the opinion survey and Department meetings in the
organization.

DATA: Respond
Opinion poll ents
Satisfied 39
Neutral 23
Very Satisfied 28
Unsatisfied 7
Very unsatisfied 4

opinion survey and Department meetings

45

40

35

30

25

20

15

10

0
Satisfied Neutral Very Satisfied Unsatisfied Very unsatisfied

INTERPRETATION:

Regarding the competence analysis and feedback, 28% of the employees are Very Satisfied,
39% are Satisfied, 23% are Neutral, 7% Unsatisfied, whereas 4% of the employees are Very
Unsatisfied. It means that most of the employees get affected but some of the employees want
that evaluation of effectiveness of the opinion survey and Department meetingsshould be
done with some other method.

48
I. Personal Accident Insurance Policy

18. Are you satisfied contingencies cover under this policy?

DATA: Opinion Respond

poll ents
Agree 74
Disagree 27

Contingencies

27%

73%

Agree Disagree

INTERPRETATION:

Regarding contingencies provided to employees, 73% of the employees are satisfied whereas
27% of the employees are not satisfied.

49
J. Mediclaim Policy

19. Are you satisfied with the services covered under this policy?

DATA:
Opinion Responden
poll ts
Agree 75
Disagree 26

Services

26%

74%

Agree Disagree

INTERPRETATION:

Regarding services provided to employees, 74% of the employees are satisfied whereas 26%
of the employees are not satisfied.

50
 20. Are you aware of the policies regarding employee benefits, such as health
insurance, retirement plans, and leave entitlements?

DATA: Opinion Responde

poll nts
Agree 78
Disagree 23

employee benefits

23%

77%

Agree Disagree

INTERPRETATION:

Regarding employee benefits provided to employees, 77% of the employees are satisfied
whereas 23% of the employees are not satisfied.

51
 21. Are you aware of the policies and procedures for reporting workplace
harassment or discrimination?

DATA: Opinion Responde

poll nts
Agree 77
Disagree 24

policies and procedures

24%

76%

Agree Disagree

INTERPRETATION:

Regarding policies and procedures provided to employees, 76% of the employees are
satisfied whereas 24% of the employees are not satisfied.

52
 22. Do you feel that the company provides a safe and inclusive working
environment?

DATA: Respondent
Opinion poll s
Agree 78
Disagree 23

working environment

23%

77%

Agree Disagree

INTERPRETATION:

Regarding working environment provided to employees, 77% of the employees are satisfied
whereas 23% of the employees are not satisfied.

53
 CHAPTER 5

FINDINGS CONCLUSIONS
AND
SUGGESTIONS

54
FINDINGS

1. Majority of employees (84%) are content with the external recruitment sources
implemented by the organization. However, it's important to note that the data
provided is limited and lacks additional context, such as the total number of
respondents or specific reasons behind their satisfaction or dissatisfaction.

2. The majority of employees (72%) are satisfied with the monetary reward provided for
bringing a candidate on board.

3. The majority of employees74%, agree or are satisfied with the background checks
conducted for employees. The overall satisfaction level among employees regarding
background checks is relatively high.

4. The 64% of employees agree or are satisfied with the monetary limits given to them
for expenses. The majority of employees are satisfied with the expenses allocated to
them.

5. The 76% of the employees agree or are satisfied with the induction program of the
organization, The majority of the employees find the induction program beneficial, as
it covers organizational structure and policies.

6. The 74% of the employees agree or are satisfied with the analysis of training needs
for employee performance in the organization, The majority of the employees find the
analysis of training needs to be effective and valuable in improving theirperformance.

7. The 72% of the employees agree or are satisfied with the classroom method adopted
by the organization to train employees, the majority of the employees find the
classroom method effective in training them.

8. The 68% of the employees are satisfied with the performance appraisal process, this
indicates that a majority of employees feel that the process is beneficial, but there is
still room for improvement to address the concerns of the dissatisfied employees.

9. The 67% of the employees are satisfied with the feedback given to them by the
organization, this suggests that the majority of employees find the feedback helpful.

10. The 72% of the employees are satisfied with the mentor system followed for career
progression,the majority of employees feel that the mentor system is beneficial for
their career growth. It suggests that the organization has a successful mentorship
program in place that supports employees' development and progression.

11. The 72% of the totalagree that they are satisfied with the privilege leave provided to
them.Themajority of employees are content with the privilege leave they receive.

12. The 79% of the totalagree that they are satisfied with the communication pattern in
the organization.Themajority of employees are content with the communication
processes in place within the organization. The high satisfaction rate indicates that

55
 most employees are comfortable with the informal communication pattern being
used.

13. The 67% of the total) agree that they are satisfied with the monetary rewards
provided to them.Themajority of employees express satisfaction with the monetary
rewards they receive.This can help ensure a fair and competitive rewards system
that aligns with employee expectations and motivation.

14. The majority of the respondents (73%) are satisfied with the contingencies covered
under the policy.

15. The majority of the respondents (74%) are satisfied with the services covered under
the policy, while a smaller percentage (26%).

16. The majority of the respondents, around 77%, are satisfied with the employee
benefits provided.

17. The interpretation of the data suggests that the majority of employees (76%) are
satisfied with the policies and procedures provided by their workplace for reporting
workplace harassment or discrimination.

18. The majority of employees (77%) are satisfied with the company's efforts in providing
a safe and inclusive working environment. This indicates that these employees
perceive their workplace to be conducive to their well-being, where they feel
protected and included.

56
CONCLUSION

Study shows that

1. The Policy of the company provides facilities for all round growth of individuals by
training in-house and outside the organization, reorientation, lateral mobility and self-
development through self-motivation.

2. The Policy grooms every individual to realize his potential in all facets while contributing
to attain higher organizational and personal goals.

3. The Policy builds teams and foster team-work as the primary instrument in all activities.

4. The Policy implements equitable, scientific and objective system of rewards, incentives
and control.

5. The Policy recognizes worth contributions in time and appropriately, so as to maintain a

high level of employee motivation and morale.

6. The employees agree on the part of their performance that they know what is expected
from them.

7. The employees understand how their work goals relate to company’s goals.

8. Company inspires the employees to do their best work every day.

9. The employees are not satisfied with the communication and decision- making process as
it leaks the information related to organization.

10.The employees do not receive the appropriate recognition and rewards for their
contributions and accomplishments.

11.The employees feel that they are not paid fairly for the contributions they make to
company’s success.

57
SUGGESTIONS

1. The Exhibition Examination of representative is assessed based on 360-degree criticism or

180-degree input.
2. The Association ought to zero in on coach framework plan to help workers in their
vocation movement.
3. The Association ought to direct Psychometric tests for representatives.
4. The Preparation ought to be compulsory for all degree of representatives.
5. The Divisions ought to foster productive mentality towards each other.
6. The organization ought to give the suitable acknowledgment for the commitments and
achievements made by representatives. An adaptable reward framework ought to be
embraced by association to further develop representative inspiration.
7. A more straightforward and full verification correspondence framework created in the
association. 8. Supplanting the lacuna in the ongoing framework.
9. Wages and compensation organization interaction ought to have a more logical move
toward laying weight on equivalent wages for equivalent work done.
9. The workers are not happy with the correspondence and decision-making process as it
releases the data connected with association.
10. The representatives don't get the suitable acknowledgment and prizes for their
commitments and achievements.

58
ANNEXURES

59
BIBLIOGRAPHY

Books:

“Human Resource Management” by Ashwathapa.

“Human Resource Management” by Michael Armstrong.

“Human Resource Policy Analysis: Organizational Applications” by Richard J. Niehaus.

Journals & Articles:

1. Articles by T.V.Rao Learning Systems.

2. Policies of Cenerg group

3. Documents of Cenerg group.

Websites:

https://www.cenerg.in

www.citehr.com

www.ask.com

www.wikipedia.com

www.hrgroup.com

www.ppspublishers.com

www.scribd.com

www.tvrls.com

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 QUESTIONNARE

Name of Employee:

Designation:

QUESTIONNAIRES

A. Recruitment and Selection

1. Are you satisfied with the external recruitment sources performed in your organization.

a. Agree b. Disagree

2. Are you satisfied with the monetary reward given on bringing a candidate on board?

a. Agree b. Disagree

3. Are you satisfied with the background checks conduct for employees.
a. Agree b. Disagree

4. Are you satisfied with the monetary limits given to you for the expenses?

a. Agree b. Disagree

B. Induction

5. The induction programme of your organization is informal type.

a. Strongly Agree b. Agree c. Neutral d. Disagree e. Strongly Disagree

6. The induction of your organization covers organizational structure and policies.

a. Agree b. Disagree

C. Training and Development

7. For Employee performance is the training need analyzed in your organization.

a. Agree b. Disagree

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8. Are you satisfied with the classroom method adopted by your organization to train the
employees?

a. Agree b. Disagree

9. Effectiveness of training program in your organization is evaluated by observing the post

training performance of employees.

a. Strongly Agree b. Agree c. Neutral d. Disagree e. Strongly Disagree

D. Performance Appraisal

10. Are you satisfied with the performance Appraisal Process?

a. Agreeb. Disagree
11. Are you satisfied with the feedback given to you by organization?

a. Agreeb. Disagree

E. Career Progression

12. Are you satisfied with the mentor system followed for career progression?

a. Agreeb. Disagree

13.How satisfied are you with the competence analysis and feedback from manager?

a. Strongly Agree b. Agree c. Neutral d. Disagree e. Strongly Disagree

F. Leave Policy

14. Are you satisfied with the privilege leave provided to you?

a. Agree b. Disagree

G. Communication and Decision-making process

15. Are you satisfied with the communication pattern in the organization?

a. Agreeb. Disagree

H. Rewards and Recognition

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16. How satisfied are you satisfied with the opinion survey and Department meeting in the
organization?

a. Agreeb. Disagree

17. Are you satisfied with the monetary rewards?

a. Strongly Agree b. Agree c. Neutral d. Disagree e. Strongly Disagree

I. Personal Accident Insurance Policy

18. Are you satisfied contingencies cover under this policy?

a. Agreeb. Disagree

J. Mediclaim Policy

19. Are you satisfied with the services covered under this policy?

a. Agreeb. Disagree

K. Benefits

20. Are you aware of the policies regarding employee benefits, such as health insurance,
retirement plans, and leave entitlements?

a. Agree b. Disagree

21. Are you aware of the policies and procedures for reporting workplace harassment or
discrimination?

a. Agreeb. Disagree

22. Do you feel that the company provides a safe and inclusive working environment?

a. Agreeb. Disagree

63
THANKYOU

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