CONTENTS

CHAPTER 1
INTRODUCTION NEED FOR THE STUDY OBJECTIVES OF THE STUDY METHODOLOGY LIMITATION OF THE STUDY

CHAPTER 2
INDUSTRY PROFILE COMPANY PROFILE

CHAPTER 3
THEORITICAL FRAME WORK

CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

CHAPTER 5
FINDINGS SUGGESTIONS CONCLUSIONS

BIBLIOGRAPHY

ANNEXURE
QUESTIONNAIRE

CHAPTER- I

INTRODUCTION OF WELFARE FACILITIES

Coromandel International Limited

EMPLOYEE WELFARE
INTRODUCTION:
An organization, whether small or large, be it a business or an industrial enterprise, needs for its growth, survival and continuance, four important Ms Money, Material, Machinery and Men. Primarily, success or failure of an organization mainly depends upon combination of above four factors. The aims and objectives of labour welfare have progressively changed during the last few decades. From the primitive policing and placating philosophy of labour welfare, it gradually moved to the era of paternalism with philanthropic objectives. Even today there is evidence of humanitarian outlook of some of the employers in a employee welfare programs. The modern philosophy in labour welfare is more oriented towards increasing productivity and efficiency of the work people. An out standing trend is that it has become a comprehensive concept concerned with the development of the total human personality embracing physical, mental, social, psychological and spiritual aspects of the employees well being. The oxford dictionary defines labour welfare as efforts to make life worth living for workmen. These efforts have their origin with her in some statue formed by the state or in some local custom or in collective arrangement or in the employers own initiative. It is however difficult to precisely define the scope of labour welfare efforts different writers have defined in different ways some writers say that only voluntary efforts on the part of the employees to improve the conditions of employment in their factories from the scope of labour welfare efforts some others says it includes not once voluntary efforts of the employer but also minimum standards of hygiene and safety laid down in general legislation.

Labour welfare has both positive and negative aspects. The positive aspects implies the setting up of minimum desirable standards and the provision of facilities like health, food, clothing, housing, medical assistance, education insurance, job security, recreation etc. such facilities enable the worker and his family to lead a good work life, family life and social life. On the negative side, labour welfare operates to neutralize the harmful effects of large-scale industrialization and urbanization. The study on welfare measures is more relevant in todays business scenario characterized by very tough competition. This situation had led to a stage where organizations are more worried about survival; this led welfare to take a back seat. The employees themselves are looking for the bare minimum and not making any demands for welfare. In such a situation, a study on welfare measures and their effectiveness goes a long way in determining how relevant these concepts are in the changed scenario. Therefore a study is required.
The study was also required because implementation of welfare measures in India has become nominal. It has been so neglected in the implementation part that there are very few takers for welfare because of which the basic objective of having welfare measures being implemented is lost. This study was therefore aimed at telling the management areas where they need to tighten up to make welfare really meaningful in the organization. Keeping in view the importance of fertilizers, the following integrated polymers plants with foreign collaborations were set up.The real need for welfare arises from the two basic conditions generally known as the long arm of the job and the social invasion of the factory. The working environment of any job in a factory or mine or a workshop imposes some adverse effect on the workers because of the heat, noise, and order, fumes etc. involved in the manufacturing process.

EMPLOYEE WELFARE Employee is the important factor of Industrial Production. Management seeks to

cooperation of work force by providing welfare in terms of provisions for better working conditions, adequate lighting and ventilation etc., Employee Welfare work aim at providing such service facilities and amenities which enable the Employee employed in industrial to perform their work in healthy congenial surrounding conducive to good health and high morale.

OBJECTIVES OF THE STUDY: Primary Objective: To study the level of satisfaction of employees regarding welfare measures at C.I.L. To find out the satisfaction level of the employees towards the canteen facilities. To evaluate the canteen amenities provided by the company. To know whether the employees are satisfied with the sanitary facilities provided by the company. To find out the satisfaction level towards the recreation facilities. To analyze the satisfaction level of the employees towards their canteen food and cooks . To give any suggestions i.e., to point out the management the areas in which the employees are dissatisfied.

Secondary Objective: To study the perception of the employees regarding the welfare measures provided to them. To analyze if the level of satisfaction is different among the various categories of employees and departments on the canteen and its facilities To suggest provision of more welfare measures to improve the performance of the employees.

HYPOTHESIS: Employee welfare measures provided by the plant influences the productivity Employee welfare measures provided by the plant leads to job satisfaction of the employees

PROBLEM OF THE STUDY: A Project titled A Study On Employee welfares Measure With Special Reference to COROMANDEL INTERNATIONAL LIMITED,VISAKAPATNAM .This project is for to know the labour welfare measures(especially canteen facilities) provide in the coromandel international limited, and to study the various dimensions of employee welfare measures that perceived by the worker and the perception of the respondents regarding the various labour welfare provided to them and to suggest suitable measures to enhance HRD intervention used in improve the welfare facilities.

SCOPE OF THE STUDY: During the World War II certain non-monetary benefits were extended to employee as means of neutralizing the effect of inflationary condition. These benefits, which include housing, health, education, recreation, credit, canteen etc., have been increased from time to time as a result of the demands and pressures from trade union, it has been recognized that these benefits help employee in meeting some of their lifes contingencies and to meet the social obligation of employee. 1. Employee demands: Employees demands more and varied types of welfare measure rather than pay hike because of reduction in tax burden on their part of employees and in view of the galloping price index and cost of living: 2. Trade union demands: Trade union competes with each other for getting more and a new variety of welfare measure to their members such as life insurance, beauty clinics. If one union succeeds in getting 6

one benefit, the other union persuades management to provide a new model fringe. Thus, the competition among trade union within an organization results in more and varied benefits. 3. Employees preference:

Employee also prefers welfare measure to pay-hike, as welfare measure motivate the employee for better contribution to the organization. It improves morale and works as an effective advertisement.

4. As a social security.

Social security that society furnishes through appropriate organization against certain risks to which it members are exposed These risks are contingencies of life like accidents and occupational diseases. Employee has to provide various benefits like safety measure, compensation in case of involvement of workers in accidents, medical facilities etc

RESEARCH METHODOLOGY: The information pertaining to various labour welfare philosophies has been collected mainly from various books however the information pertaining to Coromandel International Limited has been obtained from the following two sources.

PRIMARY DATA: This is done by personal discussion with various officials in employee relation department and human resource development. Questionnaires were prepared by keeping in view of the objective of the study. The first one is being management questionnaire covering management data on participation of workers in welfare work. The second one was the canvass among the sampled employers to find out their opinion on welfare measures. The questionnaire was distributed to 150 and the response were limited to 110. The study is confined to a sample of 110 only.

SECONDARY DATA: The secondary data is from various publications on personal management labour welfare and annual reports of Coromandel International Limited.The secondary source is from various publications on personnel management, labour welfare and annual report of CIL etc.. I have drawn information freely upon available literature on labour welfare and personnel management and mostly based on certain practical ideas and suggestions given by the experts in the relevant field. A questionnaire of about is 18 questions regarding the subject was put to the employees of CIL this questionnaire gives us a measure of executive development and how for the labour welfare is helpful in productivity of company and in developing their and intra personal relations.

LIMITATIONS OF THE STUDY Every study is conducted under some limitations. Some of the limitations of the study are as follows. During the project period most of the staff members are busy with auditing and other works. So they could not afford give full information. Some of the information was not available due to the confidential matters. Since officials, executives and others were busy the study was primarily focused on secondary data.
Some of the employees were not willing to give the detailed information about the questionnaire.

The available information is not adequate for studying the organizations attitude towards the labour
welfare

Time was a constraint for the study.

CHAPTER- II

INDUSTRY PROFILE AND COMPANY PROFILE

Coromandel International Limited

INDIAN FERTILIZER INDUSTRY PROFILE

India is primarily an agriculture based economy. The agricultural sector and its other associated spheres provide employment to a large section of the country's population and contribute about 25% to the GDP.

The Indian Fertilizer Industry is one of the allied sectors of the agricultural sphere. India has emerged as the third largest producer of nitrogenous fertilizers. The adoption of back to back Five Year plans has paved the way for self sufficiency in the production of food grains. In fact production has gone up to an extent that there is scope for the export of food grains. This surplus has been facilitated by the use of chemical fertilizers.

The large scale use of chemical fertilizers has been instrumental in bringing about the green revolution in India. The fertilizer industry in India began its journey way back in 1906. During this period the first Single Super Phosphate (SSP) factory was established in Ranipet in Chennai. It had a capacity of producing 6000 MT annually. In the pre and post independence era a couple of large scale fertilizer units were established namely the Fertilizer Corporation of India in Sindri, Bihar and the Fertilizer & Chemicals Travancore of India Ltd in Cochin, Kerala.

The Indian government has devised policies conducive to the manufacture and consumption of fertilizers. Numerous committees have been formed by the Indian government to formulate and 10

determine fertilizer policies. The dramatic development of the fertilizer industry and the rise in its production capacity has largely been attributed to the favorable policies. This has resulted in large scale investments in all three sectors viz. public, private and co-operative.

At present there are 57 large scale fertilizer units. These manufacture an extensive range of phosphatic, nitrogenous and complex fertilizers. 29 of these 57 units are engaged in the manufacturing of urea, while 13 of them produce Calcium Ammonium Nitrate and Ammonium Sulphate. The remaining 20 fertilizer plants manufacture complex fertilizers and DAP. There are also a number of medium and small scale industries in operation, about 72 of them. The following table elucidates the installed capacity of each sector.

Sector Sl. No N 1 2 3 P Private Sector Public Sector Cooperative Sector Total

Capacity (LMT)

Percentage Share

N 53.94 34.98 31.69 120.61

P 35.13 4.33 17.13 56.59 44.73 29.0 26.27 100.0 62.08 7.65 30.27 100.0

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GROWTH OF INDIAN FERTILIZER INDUSTRY

The Department of Fertilizers is responsible for the planning, promotion and development of the

Fertilizer industry. It also takes into account the import and distribution of fertilizers and also the

financial aspect. There are four main divisions of the department. These include Fertilizer Imports,

Movement and Distribution, Finance and Accounts, Fertilizers Projects and Planning and

Administration and Vigilance. It makes an assessment of the individual requirements of the states

and union territories and then lays out an elaborate supply plan.

Though the soil in India is rich in silt, it lacks chief plant nutrients like potassium, nitrogen and

phosphate. The increase in the production of fertilizers and its consumption acts as a major

contributor to overall agricultural development.

The Indian fertilizer industry has come a long way since the setting up of the manufacturing unit of Single Super phosphate (SSP) near Chennai in 1906 A new impetus to the growth of Indian Fertilizer industry was provided by the set up the two fertilizer plants- Fertilizer & Chemicals Travancore of India Ltd. (FACT) in Kerala and the Fertilizers Corporation of India (FCI) in Bihar. This was during the forties and the fifties. The aim was to create an industrial base that would provide India with self reliability in food grains.

India witnessed significant growth of the fertilizer industry during the sixties and the seventies. By 12

2003, India had an installed capacity of 12.11 million MT of nitrogen and 5.36 million MT of

phosphate. Today, with 57 large sized fertilizer plants manufacturing a wide variety of the

nitrogenous, complex and phosphoric fertilizers, the Indian fertilizer industry is the 3rd largest

producer in the world. One of the major factors that have led to the rapid increase in the production

capacity of fertilizers in India is the policy environment. With the formulation and implementation

of investor friendly policies, large investments poured into the private, public and co-operative

sectors and this propelled the growth of the Indian fertilizer industry.

As per Government of India records on 31.01.2007, the Indian fertilizer industry has made a

production of 120.61 LMT of nitrogen (N) and 56.59 LMT of phosphatic (P) nutrient. The installed

capacity of urea in India is estimated to be 207.52 LMT. These successes in the production by the

fertilizer companies of India have crowned The

Indian Fertilizer Industry is one of the allied sectors of the agricultural sphere. India has emerged

as the third largest producer of nitrogenous fertilizers. The adoption of back to back Five Year

plans has paved the way for self sufficiency in the production of food grains. In fact production has

gone up to an extent that there is scope for the export of food grains. This surplus has been

facilitated by the use of chemical fertilizers India the 3rd largest fertilizer producer in the world.

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14

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It is paradox that to fix nitrogen so abundantly available everywhere in mature, complex chemical hi-tech processes are required. The path is through hydrogen, which combines with nitrogen to form immediate product ammonia and final product urea. It is for the production of his required hydrogen that we have to search for feed stock natural gas, naphtha feel, oil, coal, etc. the choice of feed stock for industry would depend on:

Availability Technology Viability Environment aspects.

Before embarking in the option available now, it would not of place to trace the past scenario of feedstock. The trend of shifting feed stocks from, solids to liquids to natural gas as followed a logical sequence of improved clean and environment friendly technology, easy operability and maintainability, decreased energy consumption and lowering of cost. Availability: Availability has been the basic factor governing selection feedstock in industry so far. When become abundantly available as a result of increased crude refining capacity, plants based on naphtha were set up. There after the scale titled for fuel oil process were 30% cheaper world over. In 1970s the old crisis force the Indian Fertilisers industry to look seriou sly at low grade coal as feed stock and finally the bonanza of Mumbai high and South basis oil field and associate gas changed the scenario to such an extent that currently about 50% of the feritilizer productions capacity is based on natural gas as feed stock. In the long-term perspective, present oil and gas

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reserves of India and for the matter of this would be exhausted much earlier than coal unless new reserves are established. Technology: The technology consideration garnering the selections of a particular feed stock would essentially based on factors like proven technology, adaptability, energy consumption, Maintenance, flexibility, operation efficiency etc. ammonia can be produced from all the major available feed stocks. Types of a feed back investment cost of operation efficiency govern the technology selected. Viability: In discussing viability one abs to take into account various parameters like investment cost, cost of production, availability, reliability and maintainability of plan setup, life span of the plant, manpower requirement possibility of in degeneration for spares and consumables. Environmental aspects: The basic difference between various feed stock in determining the environment impact in the J.ration and impurities contained in the gas generated. The amount of coal produced in the lowest with natural gas and about 505 higher with the liquid feed stock. Viz. Naphtha and fuel oil, where as the coal generated in twice that from natural gas. In effect this would mean that higher amount of gases have to be processed in case of natural gas naphtha-fuel oil/coal in that order and coupled with increased impurities both the environmental impact and pollution problem would increase from natural gas to coal. So gaseous feedback would make for cleaner fertilizer stock would be dirties with the liquid feed stock coming in between. This factor fills the balance heavily on favors of natural gas naphtha as best fertilizer feed stock.

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COMPANY PROFILE

INTRODUCTION:
Coromandel International Limited is in the business segments of Fertilisers, Specialty Nutrients, Crop Protection and Retail. Coromandel manufactures a wide range of fertilisers and markets around 2.9 million tons making it a leader in its addressable markets and the second largest phosphatic fertiliser player in India. In its endeavour to be a complete plant nutrition solutions company, Coromandel has also introduced a range of Specialty Nutrient products including Organic Fertilisers. The Crop Protection business produces insecticides, fungicides and herbicides and markets these products in India and across the globe. Coromandel is the second largest manufacturer of Malathion and only the second manufacturer of Phenthoate.

Coromandel has also ventured into the retail business setting up more than 425 rural retail centers in the agri and lifestyle segments. The Company clocked a turnover of Rs.9668 crores (USD 2.2 billion) in 2008-09. Coromandel was ranked among the top 20 best companies to work for by Business Today and was also voted as one of the ten greenest companies in India by TERI, reflecting its commitment to the environment and society. Coromandel is a part of the Rs.15,907 crore (USD 3.14 billion) Murugappa Group.

It should have: High quality products and brand image 1. Modern, cost effective and energy efficient manufacturing facility 2. Profitable operations 3. High level of satisfaction to stake holders.

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Adhere-

To ethical

norms in all dealings with shareholders, employees, customers,

suppliers, financial institutions and government.

Provide-

Value for money to customers through quality products and services.

Treat-

Our people with respect and concern provide opportunities to learn, contribute and

advance, recognize and reward initiative, innovativeness and creativity.

Maintain-

An organizational climate conducive to trust, open communication and team spirit a

style of operation, benefiting our size, but reflecting moderation and humility.

Manage-

Environment effectively for harnessing opportunities.

Discharge- Responsibilities to various sections of society thereby preserve environment.

Grow- In an accelerated manner, consistent with values and benefits, by continuous organization renewal.

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THE SPIRIT OF THE MURUGAPPA GROUP:

20

 INTEGRITY:

We value professional and personal integrity above all else. We achieve our goals by

being honest and straightforward with all our stakeholders. We earn trust with every action, every minute of every day. PASSION: We play to win. We have a healthy desire to stretch, achieve personal goals and accelerate business growth. We strive constantly to improve and be energetic in everything that we do. QUALITY: RESPECT: We take ownership of our work. We unfailingly meet high standard of quality in both

what we do and the way we do it. We take pride in excellence. We respect the dignity of every individual. We are open and transparent with each

other. We inspired and enable people to achieve high standard and challenging goals. We provide everyone equal opportunities to progress and grow. RESPONSIBILITY: We are responsible corporate citizens. We believe we can help make a difference to our environment and change lives for the better. We will do this in a manner that befits our size and also reflects our humidity.

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OBJECTIVES OF COROMANDEL

To enable the farmers grow more by producing and supplying highly nutritious complex fertilizers at minimum cost.

To maximize, the efficiency of both the men and machinery through continuous up gradation of technology and providing training investment.

To satisfy shareholders by giving them handsome returns on their investment.

SWOT ANALYSIS
STRENGTHS:

Very long experience in the field of producing and selling fertilizers. Up-to-date technology and continuous up gradation. Optimum capacity utilization Enjoying great brand and corporate image Dealer and farmer loyalty. Financially strong and firm. Niche Marketing Strong promotional attractive Widespread sales network Minimum Labour problem Well-trained employees and good work culture.

WEAKNESS
o o o o

Neglecting study based on sales promotion of retail outlets. Marketing by intermediaries Poor availability of product. Import of major raw materials

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Coromandel was awarded "Significant Achievement in HR Excellence" by the Confederation of Indian Industries (CII). This recognition was conferred at the CII HR Conclave 2010 by Mr Hari S Bhartia, President of CII on 23rd July, 2010 at New Delhi. The process involved a rigorous assessment of Coromandel's HR processes and practices including site visits by a team of CII assessors. Coromandel in the past has achieved "Strong Commitment to HR Excellence"

DMA Fresh won CNBC Award National award For innovation in HR for Most Engaged Workforce.

CII EXIM-BANK Business Excellence Award for 'Strong Commitment to Excel' for Vizag & Kakinada Plants

Public Relations Society of India National Award (1st Prize) for The VOICE, Coromandel's in-house magazine, received for the 4th time.

International Award for The VOICE magazine.

FAI Best Production Performance Award for the Phosphoric

FAI Best Production Performance Award for Complex (P2O2) Fertilisers for Kakinada Plant.

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AcidPlant at Vizag received for the 9thtime.

. National Energy Conservation Award for FAI Best Video Film Award efforts in Energy Conservation from
Ministry of Power, New Delhi, for Kakinada received for the Plant

FAI Environment Protection Award for Complex (P2O2) Plant, Vizag.

Ranked among the Top 20 Best Employers to work for by Business Today.

6th time.

OPPORTUNITIES
Increasing trend in using complex fertilizer areas. Large areas under each and oil seed crops .Modern farming practices Growling awareness and education among farmers community Government subsidy reduction on urea for facilitating the use of complex fertilizer.

THREATS
The heavy competition in fertilizer market. Frequent/subsequent changes in government policies. Shifting of demand from the companys products to competitors DAP Huge consumption of urea cover complex that is offered at lessor cost in the market. Temperance of the Agricultural sector by the present government.

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CHAPTER-III COMPANY HISTORY

Coromandel International Limited

25

COMPANY HISTORY

1959: Independent India realized that its largely agrarian economy needed a thrust in the right direction for its people to benefit and prosper. Prime Minister Jawaharlal Nehru invited the Ford Foundation to carry out a comprehensive study of Indian agriculture and give its recommendations. The study revealed a crucial need to produce indigenous chemical fertilizers to increase agricultural output to meet the countrys ever-increasing food demand.

1961 :

An industrial license was granted to three companies IMC (the worlds largest

producer of fertilizers then), Chevron Chemical Company (a major American player in fertilizers / industrial chemicals) and E.I.D.Parry (India) Limited (Indias largest private fertilizer producer with 60 years standing) to set up a giant chemical fertilizer complex. The first Board of Directors was constituted on October 16, with H V R Iengar as its Chairman. Others on the Board included J Q Cope, Charles Dennison, J K John, Dr L Bharat Ram, A W Horton, J T Gibson, S C Dholakia, V K Rao and Raja Rameswar Rao. L L Powell and P J Davies were the first Managing Director and Dy. Managing Direct respectively. Donald I Meikle was the first Company Secretary. Market development commence in the form of a seeding programme. E.I.D. Parry was appointed COROMANDEL principal sales agent in India for our product aptly name GROMOR epitomizing the idea of Growing More food for the nation. A 483.5 acres site was identified at Visakhapatnam along the Coromandel coast (Indias east coast), from where the Company derived its name. The land, taken under a 50-year lease from Visakhapatnam Port Trust, has a private jetty just 5 km from the plant site. With a capital investment of Rs.50 crores, Lumus Company undertook construction of the plant. 26

1967: On December 10, Mr. Korari Desai, the then Deputy Prime Minister of India, dedicated the fertilizer plant to the nation, in the presence of Mr. Kasu Brahmananda Reddy, the Chief Minister of Andhra Pradesh. Grandhi Ramamurthy, a local farmer, was given the honor of cutting the ribbon.

The 245 ft high Urea prill tower was one of the tallest industrial structures in India then. Though not operational today, it still presents a formidable sight, towering against the skyline, recalling old memories for those who were associated with its operation.

1970:

The GROMOR farmer was developed as a marketing symbol and introduced on

our bags to spread the message of higher yields, bigger profits. Today, farmer households across our addressable markets identify COROMANDEL brand by this symbol. 1971: The Coromandel Lecture was instituted to provide a forum for thinkers, economists, social and agricultural research scientists around the world to share their thoughts on issues of global concern such as food security, environment and extension activity. The Borlaug Award, instituted in honor of Nobel Laureate Dr Norman Borlaug (father of the wheat revolution), honors eminent men of science and industry for their distinctive contribution to the cause of agriculture. This reflects COROMENDEL concern to develop a symbiotic interaction between agriculture, industry and academia. 1976: Our fertilizer retail outlet at Secunderabad got a boost with garden lovers fervently seeking small quantities of fertilizers for bigger and richer blooms and fruit. 1977 : COROMANDEL completed a decade of participation in augmenting agricultural production for the nation. Its vital role covered soil nourishment, sharing agronomic expertise, supporting agricultural education and rewarding research all of which had progressively grown in width and depth during the decade. 1980 90: Plans to diversify were afoot. A groundbreaking ceremony was performed in November 1980 at Chilamkur (Andhra Pradesh), which is rich in limestone deposits, to set up a 27

one million tonne cement plant. The fully computerized plant (designed by world-renowned cement manufacturer Krupp Polysius of West Germany) was commissioned in 1984. It was later sold to India Cements in 19903 1995 99 Chevron Chemical Company divested its stake in favor of E.I.D.Parry (I) Limited in 1995, followed by IMC in 1999. E.I.D. Parry (I) Limited acquired majority shareholding in COROMANDEL making it a part of the Murugappa Group, a highly reputed industrial conglomerate. COROMANDEL growth over the years has been punctuated with several path-breaking modernization / up gradation programmers. Begun in 1975, the programme gathered momentum in 1992-95, when the Sulphuric Acid, Phosphoric Acid and Complex Granulation plants were debottlenecked. Production capacity wend up from the original 247,000 MT to 400,000 MT. On September 29, Mr. N Chandrababu Naidu, the then Chief Minister of Andhra Pradesh, inaugurated a new complex granulation train. This further augmented capacity to 600,000 MT, a boon to the entire farming community. 2003: On July 12, COROMANDEL consolidated its business by acquiring controlling stake in Godavari Fertilisers & Chemicals Limited (GFCL). To optimise synergy of operations in the Group, the Farm Inputs Division of E.I.D Parry (I) Limited was merged with COROMANDEL on December 1. 2004 :Mr. V. Ravichandran took over as President & WTD on January 22. Mr. A.Vellayan took over as Chairman on September 1. Other Directors on the Board are Mr. J.Jayaraman, Mr.M.M.Murugappan, Mr. T.M.M Nambiar , Mr. M.K.Tandon, Mr. D.E.Udwadia, Mr. S.Viswanathan and Mr. K.A.Nair. The first post-merger AGM of the Company was held on July 15.
2005: COROMANDEL signs a Business Assistance Agreement with Foskor Limited, South Africa.

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Organizational Structure:
The supervisory board of Murugappa group supervises the organization of Coromandel International Limited. The top most authority of the whole Coromandel

International Limited is administered and controlled by the president and managing director. The main registered office of Coromandel International Limited is located at Hyderabad. The Present Managing Director of Coromandel International Limited is Mr.Kapil Mehan. The Visakhapatnam Plant is headed by the vice president who at present is Mr.G.S.N.Reddy who undertakes the in charge of all the levels of departments in the organization .

Organization chart:
Murugappa Supervisory Board

President & M.D

V.P. (Manf & proj)

Sr. V.P (Marketing)

V.P. (Finance)

GM Oprtns

AGM Oprtns

AGM Finance

MGR IT

AGM Pur & Stors

AGM Mnt

AGM & RH HR

AGM

Safety,Hlth&

Environment

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Functions:

The vice president manufacturing and projects is overall in charge of manufacturing Fertilizers at plant and in implementation of all the projects in time with a workforce of around 175 officers and 425 technicians. The vice president finance is in charge of overall fund management, internal audit secretarial functions. A work force of around 30 Executives and 35 officers are under his control. The Sr. Vice President marketing is in charge of overall marketing of Coromandel International Limited finished products as well as the by-products like gypsum, fluorine etc. The functions of other executives are: General Manager Operations:General Manager Operations is responsible for smooth running of all process plants including operations. One AGM & other process plant Heads will directly report to him. AGM Operations: Asst. General Manager of operations is responsible for efficient running of Bagging & Product Handling Plants in addition to Management Information System of all Operations Department about 8 Executives and 100 workmen report to him. Sr. Manager Accounts:Sr. Manager of accounts is responsible for maintaining statutory accounts and other fund records, 10 officers and 36 office assistants assist him. AGM IT: Asst. General Manager of IT is responsible in building skill gap of all the human resources of the organization by requisite training and development. 3 officers assist him and 2 workmen who execute all HR philosophies and administer officers wage administration.

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AGM Purchase and Stores: Asst. General Manager Purchase & Stores is responsible for all purchase activities, raw material purchases and maintenance of stores at an optimum level. 5 officers and 20 assistants who look after the effective distribution of finished products and by-products assist him. AGM Maintenance: Asst. General Manager Maintenance is responsible for preventive maintenance of plant and machinery and buildings. He looks after the timely executives of all the capital projects at the plant. 30 officers and 165 technicians assist him. AGM & RH HR AGM & RH HR is responsible for recruitment of technicians and office assistants. He is also responsible for execution of all welfare measures and for security arrangement of plant and machinery. 8 officers and 40 workmen assist him. Asst. General Manager Safety, health and environment: AGM safety, health and environment is responsible for identification of hazardous areas and in suggesting remedial safety measures and its effective compliance. He also arranges medical checkups etc. 4 officers and 3 assistants assist him.

The employees of the organization are divided into three grades. They are:
1. Technicalthe technical employees are again sub divided into highly skilled, semi skilled and unskilled people. The labour comes under unskilled workmen. Technical staff is graded into S1 to S7 ranks.

2. Clerical- The clerical staff is graded into C1 to C3 ranks where C1 grade is for assistant, C2 for junior assistant and C3 for senior assistant. The clerical staff mainly looks after the office work.

3. Managerial The management staff is graded into CI1 to CI 3 and from MG3 to MG 10 grades.

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Thus according to the ranks the employees of Coromandel Fertilizers limited are graded and the company runs round the clock. The employees work in shift timings. The timings of the three shifts are.

0700 hrs to 1500 hrs 1500 hrs to 2300 hrs 2300 hrs to 0700 hrs The general shift is from 0800 hrs to 1630 hrs. Thus the employees working under all the shift timings receive all the welfare facilities like canteen, transport, drinking water etc.

Location:
The plant is situated in 500 acres of site about 5 km from the harbour. The site is located on the east coast of Visakhapatnam and has been leased from Visakhapatnam port trust for a period of 50 years with renewal options, at the port; Coromandel International Limited operates its own bulk freight raw material unloading berth, which is an added advantage as they import many for Coromandel International Limited Company.The plant uses a lot of seawater in the process for cooling purpose Vizag being a seacoast provides the facility. Coromandel International Limited is serving the farming community of India for the past 3 decades by producing around 1 million tonnes of complex Fertilizers per annum and catering to the needs of agricultural society.

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Plants:Coromandel International limited has mainly three plants. They are:

1. Sulphuric acid plant-This plant is designed and constructed by M/s. Simon Carves India Limited. It has a rated capacity of 1200 million tonnes per day. Sulphur is the raw material, which is imported from abroad from countries like USA, Japan and Gulf.

2. Phosphoric acid plant- This plant is designed and constructed by M/s. Darr Oliver of USA is used in manufacturing of cement. It has a rated capacity of 400 million tonnes per day. Rock phosphate a mineral from foreign countries such as USA, Africa and Australia and is still looking for other sources. Rock phosphate and sulphuric acid are reacted to give phosphoric acid and gypsum. Filtering separates gypsum and it is a by-product, which is a good source of income by sales.

3. Complex Fertilizer plant- Complex Fertilizer plant has rated capacity of 1400 million tonnes per day. Ammonia and phosphoric acid are reacted in a reactor to form ammonium phosphate and urea is added to this mixture. The urea prill is coated with ammonia phosphate to form the urea ammonia phosphate, which is a Fertilizer.

Achievements:
Coromandel International limited a reputed Fertilizer company in India stood first in achieving the following: 1. First in India achieved to commercially manufacture high analysis complex fertilizer, which is urea ammonium phosphate 28:28:0 with high nitrogen and phosphate content in 1:1 ratio. 2. First in India achieved to install a large sulphuric acid plant based on DCDA technology to control sulphur dioxide emission. 3. First in India achieved successfully to implement total recycling of seawater for its effluent recirculation system attached to phosphoric acid plant. 33

Functional Areas:
Coromandel International limited comprises of four functional areas. They are:

1. Manufacturing and production 2. Marketing 3. Finance 4. Human Resources 1. Manufacturing and Production:

The main objectives of manufacturing unit of Coromandel International Limited are 1 To be a low cost Fertilizer manufacturer 2 Emphasis on safety and environment improvement 3 Trust on energy conservation The plant has planned to undertake manufacturing of single super phosphate with estimated production volume of 0.7 lakh tones per annum. The basic raw materials used for manufacturing are phosphoric acid, urea and ammonia. They buy naphtha to make ammonia from HPCL. Rock phosphate is imported from USA and Sulphur is imported from USA and gulf countries. Products: 1. Coromandel International Limited sells its product under the brand name GROMOR. Gromor (28:28:0) urea ammonium phosphate is one of the best products of CIL Limited . 2. Gromor (14:35:14) ammonium phosphate potash, Npk is a scientific Fertilizer with the highest nutrient content of 63% among NPK complex available in India. 3. Gromor (20:20:0) and parampos (16:20:0) ammonium phosphate sulphate gives 15% sulphur for the soil apart from their ammonia and phosphate content. The products of Coromandel International limited are sold in Andhra Pradesh, Orissa, west Bengal and Madhya Pradesh. 1.

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RANGE OF PRODUCTS & CUSTOMERS:

Top Key Customers Product/ Service 28-28-0 14-35-14 20-20-0 10-26-26 Cement Industries As a Retarder in Cement manufacture. Farmers in AP,Orissa,West Bengal,MadyaPradesh use this product as a neutralizer for Acidic Soils M/s Alufluoride Ltd-use this product for the manufcture of Aluminium Fluoride which in turn is used for the manufacture of Aluminium. Farmers in AP, Orissa, West Bengal, and MadyaPradesh use this product as a soil conditioner in lowering PH of soils and to bring down alkalinity in Saline/calcareous soils. Speciality Nutrients Gromor Spray 19:19:19 Gromor Power 19:19:19 Farmers in AP, Orissa, West Bengal, and MadyaPradesh use this product for foliar application, for better absorption of nutrient from leaves and to counteract adverse soil conditions. Farmers in AP, Orissa, West Bengal, and MadyaPradesh use this product for Drip irrigation. High Analysis Complex Fertilizers Farmers by Government Institution in AP, Orissa, and West Bengal use these products for soil application. Segment

Gypsum

By-products

Hydrofluosilistic By-products Acid

Gromor Bentonite Sulphur

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Power:
Since the plant functions continuously the company consumes 24 mg watts of electric power each day. It has its own source of generating power through its two thermal power stations and one diesel power, which altogether produces 7.5 mg watts; rest is taken from APSEB, the state electricity board Marketing: Relating to the field of marketing the objectives are:
1. Explore new markets and crop areas 2. Minimum distribution cost and lead time 3. Provide meaningful information to management in time. 4. Ensure quality and timely positioning of products as per market needs.

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The major products of CIL are complex Fertilizers marketed in the trade in brand name of "GROMOR" where most of the trade is done through railways. Its marketing centers are mainly Andhra Pradesh, Orissa and West Bengal. In Andhra Pradesh the Secunderabad branch concentrates on marketing. The raw materials like rock phosphate and sulphur, which are useful for the production, are imported from US and Gulf. The best product of Coromandel International Limited GROMOR 28:28:0 which is urea ammonium phosphate is marked in 50kg bags and

stored in a tank area known as tank bund area. They have a canal from sea to salt water, which is used for cooling purposes.

Quality Policy:Coromandel International Limited

is committed in supplying phosphoric Fertilizers and

related products, which satisfy the requirements of customers and comply with applicable specifications. Further it is committed to continual improvement of quality management systems and processes with the objectives of improving the product quality. They strive to achieve the quality objectives and customer satisfaction by 1. Developing, implementing and maintaining quality management systems to international standards. 2. Imparting requisite knowledge, skills and competency to employees and 3. Ensuring employees participation in continuous improvement measures.

Non-Fertilizer Activities:
1. Sale of intermediate such as sulphuric acid, phosphoric acid. 2. Sale of Fertilizer raw material such as sulphur, rock phosphate, potash etc. 3. Sale of by-products like gypsum and fluorine.

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3. Finance:
Coromandel International limited laid its foundation stone in 1964 with an investment of 50 crore and leading presently with a turnover of about 613 crores and yields 10% growth rate on turnover and 27-30% of returns per year and spends around 20 to 30 lakh per month as salaries to the employees.

The main objectives of finance department are:

1. Effective funds and foreign exchange management

2. Controls cost including reduction in interest cost

3. Tax planning

As per the balance sheet stated on 31st March 2001 the fixed assets of the company cost around 250 crores and, has gained a net profit of around 46.87 crores for the year 1998-99. Except for a couple of years Coromandel International Limited is being continuously a profit based company.

The company is of vital importance to the economy as it supplies Fertilizers to agriculture, which is the backbone of the Indian economy. Thus the company's emphasis has been on extension and development involving constant updating of improved agricultural practices. These activities have helped Gromor to establish itself as a leader and pioneer beard. It is titled as the farness friend.

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PLANTS OF COROMANDAL INTERNATIONAL LIMITED:

Ammonia Plant: Ammonia plant of 357 tones per day capacity was designed and constructed by M/S Kellogg of USA. The basic raw material is Naphtha which is obtained from Hindustan Petroleum refinery, Visakhapatnam. Urea plant: Urea plant which has an operating capacity of 400 tones per day, based on the CPJ - Allied, the process, the design and construction were done by M/s Nucamin, Nunmate of USA. The urea pills then send to complex plant for manufacture of urea. Ammonia phosphate 28:28:0. The Urea plant has been shut down due to the shutdown of Ammonia plant. Sulphuric Acid Plant: Sulphuric Acid plant of CFL has an operating capacity of 1300 tones per day. This was designed and constructed by M/s Simon Carves (India). Phosphoric Acid Plant: The plant was designed and constructed by M/s DorrOliver, USA. The original designed capacity of the plant was 255 tones per day, which was increased to 325 tones per day during revamp in 1975. The plant is now producing on an average above 350 tones of phosphate. Complex plant: The complex plant utilizes ammonia, phosphoric acid, urea to make Ammonia phosphate 28:28:0. Whereas for manufacturing complex NPK 14:35: 14, ammonia and phosphoric acid are used along with Potash, which is a bought out raw material, mixed with the outer feed stocks in the complex plant. In case of manufacture of 16:10:0, 20:20:0 Ammonia phosphoric acid and sulphuric acid are used as feeds. Due to increase in prices of Hydrocarbons, Operations of Urea and Ammonia production facilities have been suspended. Alternate arrangements are in place. Ammonia and liquid sulphur are being imported at an economical rate. Urea too is being imported. The production material is bagged in 50 kg and dispatched by rail/road. 39

PERSONNEL DEPARTMENT OF COROMANDAL INTERNATIONAL LIMITED: Coromandel International limited gives importance to human resources and it lays emphasis on human safety and welfare. Presently the company comprises of about 600 employees among whom about 425 employees are non managerial and about 175 employees are managerial.

Objectives:
The main objectives of personnel department in Coromandel International Limited are: 1. Organizational restructure through re-skilling and re-deployment 2. Training in core competency areas 3. Employee cost reduction through manpower rationalization and optimum utilization. Personnel department at Coromandel International Limited is classified into two departments. They are: 1. Human Resource Department: This department deals with the matters pertaining to managerial staff and is headed by Asst. General Manager & Regional Head - HR who looks after the matters like recruitment, career planning, training and development, performance appraisal and smooth administration of remuneration and policies of all categories of employees of Visakhapatnam Plant as well as Marketing Branches of in the States Le., Andhra Pradesh, Assam, West Bengal, Orissa, Madhya Pradesh, and Chattisgarh.

A total of 40 non-managerial staff is working in this Department. Vice president in consultation with HRD and ERD reviews carefully and finalizes the manpower planning.

HR Policy: This human resource policy was drafted in the year 2000 in May and it IS considered to be the corporate commitment. 1. To create and nurture an organization culture committed to multi disciplined teamwork in order to meet the customer's needs with high quality products and services.

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2. To facilitate and provide an environment congenial for continual learning aimed at increasing proactively, creativity and adaptability. 3. To devise and sustain an appraisal and reward system based on performance and merit. Recruitment: The company has a policy that the new employee should be carefully chosen as he has to handle the job not only for his ability but also for his suitability of future advancement. The requirements of the job shall be the determining factor in the selection and placement of the applicants and employees who satisfy the required qualifications and requirements of the job shall be preferred. The main manpower sources of the organization are: 1. Resumes or the applications received in personal or by mail. 2. Local employment exchange. 3. Advertisements in local press. 4. Direct interviews from colleges, universities and poly technical colleges. Coromandel International Limited also complies with the statutory requirement of informing employment exchange vide form ER-1 under the Employment Exchange Act 1959.

Selection: The received applications will be reviewed by the ERD and HRD in consultation with
the concerned head of the department and suitable applicants will be invited to meet the preliminary evaluation panel at employee relations department or the human resource department. The process of selection at Coromandel International Limited is done as follows: 1. Conducting written examination and its critical evaluation, Personal interview by the selection panel and its appraisal 3. Appointment order will be issued to the candidate and it contains the placement, commencement of service, remuneration, benefits, compensation review, age of retirement, notice of termination etc. Thus when the person is selected for a particular job he is sent for training to know the work correctly so that he performs the job effectively. 41

Training and Development: Training and Development at CIL is being given much importance. It is a systematic approach and its objectives are to: 1. Upgrade and maintain the technical and functional skill levels of employees 2. To match the company's present as well as envisaged requirements. 3. Improve the understanding commitment and general effectiveness of employees through appropriate workers education, supervisory development and management development programmes. Normally organization will try to achieve the training man days up to a maximum of 7 days that is considered to be the best. As against the normal standard, CIL already achieved 9.28 and 5.57 man days for their managerial and non-managerial staff. Presently training is being done at the rate of 6.75mandays/employee/year. The training policy of Coromandel International Limited is to facilitate and provide an environment congenial for continual learning aimed at increasing proactivity, creativity and adaptability.
THE MAIN FUNCTIONS OF TRAINING DEPARTMENT ARE:

1. Effective coordination with various departments aiming at alignment of training needs and training activity. 2. Preparation of training calendars and obtaining sufficient budget from the top management. 3. Organizing the training effectively in line with the training calendar. 4. Collection of feedback from the participant about the effectiveness. Thus training and development at Coromandel International Limited is playing an important role on the employees by upgrading their skills and knowledge.

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PERFORMANCE APPRAISAL: When an employee's performance is excellent it is the result of a number of circumstances that work together to make his excellence possible. The level of performance of an employee is influenced by six factors. They are:

Aptitude Degree of effort Level of skill Motivation Understanding the task Other factors

Performance appraisal systems at Coromandel International Limited are at 180 and 90 in cases of managerial staff and non-managerial staff. Performance appraisal is mainly used as tools to access the individual's competency, potential and performance and based on these factors increments; compensation reviews and promotions are affected. It improves the performance of the employee so that he performs well in future. Coromandel International Limited has a very good performance appraisal system through which their performance is evaluated and compensation is awarded.

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MANPOWER PROFILE
Grade / Band Mg08 ( VP ) BAND 1 Mg06 (AGMs) Mg05 ( Sr.Mgrs) Mg04 (Mgrs) BAND 2 Mg039( Dy. Mgrs) CF3 ( Asst. Mgrs) CF2 (Sr. Officers) Cf1 ( Officers) BAND - 3 Total MS MT / FTS Exec Tr NMS / SS Total Fertilizers 1 1 11 10 34 55 53 33 6 4 96 152 1 1 424 578

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WELFARE FACILITIES:
Management makes the welfare policies at the plant and the welfare programmes are executed to the workers through their union. The union nominates its members and negotiates about modalities of execution of welfare programmes.

The following are some of the welfare facilities provided to the employees: 1. Drinking Water: Drinking water facilities is provided to the employees in and around the plant. There are about 20 drinking water points at suitable places for supply of wholesome cool drinking water.

2. Canteen:

Canteen facility is also provided and in each shift at a time 60 to 70 persons can be accommodated. Mobile and non-mobile canteen services are provided round the clock. Every month company spends 4.5 lacks approximately on canteen and the food is ordered on subsidized rates. 3. Recreational facilities: Recreational facilities at Coromandel International Limited are organized through two clubs,

which are Coromandel recreation centre for non-managerial staff, and Coromandel club for managerial staff. The clubs organize various cultural and entertainment programmes for recreation of its members and their members. The subscriptions of the clubs are Rs. 5 /- for CRC and RS. 40/- for CC per month. 4. Transport: Coromandel International Limited provides subsidized home transport to the

employees. Rs. 15/- is recovered by the management per month from the employees salary. Company operates almost 6 routes of Vizag in all the shift timings.

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5. First aid: Coromandel International Limited provides first aid and medical facilities to the employees. 30 first aid boxes are located at various locations and around 33 numbers of managerial and nonmanagerial employees are trained in first aid in the factory during the year. Ambulance rooms' works around the clock and a full pledged medical officer is provided by the management.

The company also provides facility for house loan, consumer stores, educational allowance for employee children, maternity leave, and sick leave and bathroom facilities. These are some other important welfare facilities provided by the company.

SAFETY AND ENVIRONMENTAL FACTORS: Coromandel International Limited has given safety as the prime importance. Senior manager takes care of the implementation of safety measures in the plant. He imparts safety education through posters, slogans, and safety training on continual basis.

The company has so far achieved one million safe working man hours record 28 times, two consecutive safe million man hours 8 times, three consecutive safe million man hours 4 times. The company maintains an excellent safety records and achieved many national and international awards. All the employees at Coromandel International Limited are provided with personal

protective equipment like safety shoes, helmet, mask, fire protective clothing etc. The company spends nearly Rs. 40 lacks per year for providing safety measures. Coromandel International Limited adopted a policy of "safety to take precedence over expediency of jobs". The following is the safety policy at Coromandel International Limited

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Safety policy:
It is the policy of the company to achieve high standards for professional safety and create healthy work environment for its employees, contractors and neighboring communities. It is the obligation of every employee to

KNOW safety rules;

FOLLOW safety procedure;

WARN others of unsafe conditions;

REACT positively to emergency property;

PERFORM his or her task to

ENSURE total safety.

Management has the responsibility to conduct its activities in a manner to ensure the above objectives and maintain a safe and healthy work environment. The company has formed a separate department for safety, health and environment and is named as SHE department.

Coromandel International Limited

has also exhibited a keen concern towards the control of

environmental pollution. The total money spent on pollution control related to equipment till recent times amount to 28 Crores approximately. Nearly 60,000 trees have been planted so far covering an area of 20 hectares at a cost of 20 lacks approximately.

The following is the environment policy of Coromandel International limited.

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Environment policy:
It is committed to optimizing the interests of the stakeholders in our business while simultaneously protecting the environment by prevention of pollution and by.
Establishing and maintaining an environmental management system in compliance with good

business practices and legislative requirements.

Achieving a high degree of efficiency in consumption of inputs and energy. Reducing dust emission into atmosphere, Increasing greenery in and around the plan Conserving resources through minimized waste generation and through promoting recovery

recycle and reuse.

Creating employee awareness for making environmental protection an integral part of work

culture and Continually improving our environmental performance.

ACCOUNTING POLICIES
The accounts have been prepared primarily on the historical cost convention and in accordance with the mandatory accounting standards. The significant accounting polities followed by the company are stated below.

1. Fixed Assets: Fixed Assets are shown at cost or valuation less depreciation. Cost comprises the purchases price and other attribute expenses. Fixed assets other than leasehold land/improvement. Office equipment, furniture fitting, certain vehicles and roads had been revalued on 31st March 1991, based on a valuation by an approved value. The indices, if any used are not stated in the valuation.

2. Depreciation on Fixed Assets:

Depreciation has been provided on straight-line

method. Depreciation on assets revalued as at 31st March 1991 is provided on the basis of the

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residual technical life as ascertained by the value. Leasehold hold is being amortized over the lease period.

3. Foreign Currency Transactions: Transactions made during the years in foreign currency are recorded at the exchange rate prevailing at the time of transactions. Assets and Liabilities related to foreign currency transactions remaining unsettled at the year end are translated at contract rates, when covered by foreign exchange contracts and at year end rates in other assets.

4. Investments: Investments are valued at cost of acquisition and related expenses.

5. Inventories: Stores and spares are valued at monthly weighed average cost. Other inventories are valued at lower of cost and net realized value. The method of determination of cost of various categories of inventory is as follows:

Raw Material First in first out method. Cost includes purchase cost and attributable expenses.

Finished goods and work in process Weighted average cost of production which comprises of direct material costs, direct wages and appropriate overheads. Goods for resale Weighted average cost. 6. Sundry Debtors and Advances: Specific debts and advances identified as irrecoverable and doubtful are written off or provided for respectively. 7. Revenue Recognition: Sale of goods recognized at the point dispatch to customers. Sales exclude amount recovered excise duty and sales tax. Dividend income from investments is accounted for when declared. Subsidies: Credit for Government subsidies has been taken on the basis actual sales made by the company.

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RECORDS Coromandel has constantly taken up modernization and up gradation programs. The modern programs undertaken by the company during the year '75, '80, and '92 has helped to increase the volume of production form the original level of 2,50,000 Mt per annum to the current level of 3,38,000 Mt per annum with a considerable gain in energy and material usage efficiently over the years. The various projects include primary reformer revamp phosphoric acid plant de bottle - necking molten sulphur for loading facilities at berth and atmospheric storage tank ammonia handling etc.,

Coromandel has enjoyed excellent track records in production and industrial relations, energy and environment since inception largely due to progressive policies of the company with regard to Labour management.

Ever since the production commenced in 1967, Coromandel has been an active partner of the Indian farmer in the field, helping him in his efforts to produce more from small land holdings and played a crucial role in assisting India achieve self-sufficiency in food grain production.

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ROLE OF CIL IN INDIAN AGRICULTURE:

From the very beginning Coromandel proved to be a boon to the Indian farmers. It brought to India the world-class production facilities with a new generation of fertilizer products. Coromandel vision had started playing a vital role in the resurgence of IndianAgriculture. Coromandel introduced a branded product Gromor, which is a high analysis NP complex fertilizer. It is the first in the world to produce high analysis NP complex fertilizers in the highest 1: 1 ratio. This was implemented when most of the fertilizer products available in India were not balanced in nutrient contents.Gromor in a short span of time established itself as a popular brand where and entire generation of farmers has grown up with it in a number of sates using it wide variety of crops. Gromor 28:28:0 is one of the best of its kind in the world. It has unique granule configuration where in a urea prill at the centre is coated with ammonia phosphate, which ensure nitrogen availability to the crop over a longer duration of time. Coromandel International limited gives importance to human resources and it lays emphasis on human safety and welfare. Presently the company comprises of about 600 employees among whom about 425 employees are non managerial and about 175 employees are managerial. FINANCIAL STATEMENTS - COROMANDEL MAJOR COMPETITORS

o o o o o o o o o o o

The Fertilizers and Chemicals Travancore Ltd (FACT). Godavari Fertilizers and Chemicals Ltd., (GFCL). Gujarat Narmada Valleys Fertilizers & Chemicals Ltd., (GNFCL) Gujarat State Fertilizers Company Ltd., (GSFCL) Hindustan Lever Ltd., (HLL) Indian Farmers Fertilizers Co-operation Ltd (IFFCO) Madras Fertilizers Ltd., (MFL) Pyrites and Phosphates Ltd., (PPL) Rastriya Chemical and Fertilizers ltd., (RCF) Southern Petrochemical Industries Corp Ltd., (SPIC) Zuari Agrochemicals Ltd., (ZAL) 51

Awards & Accolades:

The FAI Best Production Performance Award 2006 for the Phosphoric Acid Plant at Vizag,

Award for 2005-06 Best Energy Conservation in the Fertiliser sector received by Vizag Plant on December 14 2006, National Energy Conservation Day.

The FAI Best Video Film Award 2006 for the film on Gromor Sulphur for the 5th time. National Award (1st Prize) for House Journal 2006 from The Public Relations Society of India, New Delhi, received for The Voice ( house journal ) for the 2nd consecutive year.

National Award (2nd Prize) for Video Film 2006 from The Public Relations Society of India, New Delhi received by Marketing Department (Fertilizers ) for the film Cheetah (Helping Hand)

British Council Five Star rating for Safety Management System in 1998. First prize for safety, among the 162 fertilizer companies in the International Fertilizer Industries Sectional Contest.

Andhra Pradesh Pollution Control Boards award for Waste Minimization at Source and Adopting Cleaner Technologies for 2001-02.

FAI award for Environmental Protection in NP/NPK Fertiliser Plant Category for 1995 -96. Adjudged one of the Ten Greenest Companies in India by a joint survey of Tata Energy Research Institute and Business Today magazine.

Received a Commendation Certificate for "Strong Commitment to HR Excellence" from the Confederation of Indian Industries (CII).

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MURUGAPPA GROUP

The Murugappa Group is one of the largest family-promoted, professionally managed conglomerates in India. The group has, over the decades, maintained its salience with leadership in its chosen lines of business. The group has always been discharging its responsibilities to the satisfaction of all its stakeholders as summed up in its guiding philosophy.

"The fundamental principle of economic activity is that no man you transact with will lose; then you shall not." - Arthashastra

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CHAPTER-IV
THEORETICAL FRAME WORK ON EMPLOYEES FACILITIES

Coromandel International Limited

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EMPLOYEES FACILITIES:
DEFINITION:

Employee welfare has been defined in various ways, though unfortunately no single definition has found universal acceptance. The Oxford Dictionary defines labour welfare as efforts to make life worth living for worker Chambers Dictionary defines welfare as a state of faring or doing well; freedom from calamity, enjoyment of health, prosperity. The ILO report refers to labour welfare as such services, facilities, and amenities, which may be established in, or in the vicinity of undertakings to enable persons employed therein to perform their work in healthy and congenial surroundings and provided with amenities conducive to good health and high morale.

EVOLUTION OF LABOUR WELFARE OR EMPLOYEES WELFARE:

The welfare work which, as a movement began in the early years of Industrial Revolution. Humanitarian principles and legislation largely influenced labour welfare activity in India. During the early period of Industrial development, largely socialworkers and other religious leaders mode efforts towards workers welfare. Mostly on humanitarian grounds, before the introduction of welfare and other legislation in India, the conditions of work, bad sanitation, absence of safety measures etc., were the regular features of factory life. The earliest legislative approach could be traced back to the passing of the Apprentices Act of 1850. this Act was enacted with the objective of helping poor and orphaned children to learn various trades and crafts. The next act was the fatal accidents Act of 1853 which aimed at providing compensation to the families of workmen who lost life as a result of actionable wrong. Then came the merchants

55

shipping Act of 1859. employment of seaman and provided for their health, accommodation etc. earlier attempts at legislation in this country were mainly aimed at regulation of employment.

CONCEPT OF WELFARE:

Welfare may be viewed as a total concept and as a social concept. It is a desirable state of existence comprehending physical, mental, moral and emotional well being. These four elements together constitute the structure of welfare on which its totality is based. The social concept of welfare implies the welfare of a man, his family and his community. The relative concept of welfare implies that welfare is relative in time and place. It is a dynamic and flexible concept and hence its meaning and content differ time to tome, region to region, industry to industry and country to country, depending upon the value system, level of education, social customs, degree of industrialization and general standard of the socio economic developments of the people.

FEATURES OF EMPLOYEE WELFARE MEASURES:

Employee welfare includes various facilities, services and amenities provided to workers for improving their health, efficiency, economic betterment and social status. Welfare measures are in addition to regular wages and other economic benefits available to workers due to legal provisions and collective bargaining Employee welfare schemes are flexible and ever-changing. New welfare measures are added to the existing ones from time to time. Welfare measures may be introduced by the employers, government, employees or by any social or charitable agency.
The purpose of Employee welfare is to bring about the development of the whole personality of the workers to make a better workforce.

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OBJECTIVES OF EMPLOYEE WELFARE:

To provide better life and health to the workers To make the workers happy and satisfied To relieve workers from industrial fatigue and to improve intellectual, cultural and material conditions of living of the workers.

BENEFITS OF EMPLOYEE WELFARE:

The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labor force for the organization. The purpose of providing such facilities is to make their work life better and also to raise their standard of living. The important benefits of welfare measures can be summarized as follows: They provide better physical and mental health to workers and thus promote a healthy work environment Facilities like housing schemes, medical benefits, and education and recreation facilities for workers families help in raising their standards of living. This makes workers to pay more attention towards work and thus increases their productivity. Employers get stable employee force by providing welfare facilities. Workers take active interest in their jobs and work with a feeling of involvement and participation. Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace. The social evils prevalent among the labors such as substance abuse, etc are reduced to a greater extent by the welfare policies.

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EMPLOYEE WELFARE FACILITIES

Benevolent fund society

The coromandel employees benevolent fund society was formed with the representation of both employees and employer. Initially each employee used to contribute an amount of rs.5/-per month and now the contributions enhanced to rs.30/-.management also grants a matching grant to this fund every month. The funds were utililsed to meet the funeral expenses in case of employees death while in service The management also giving matching grant of rs.10,000/- to the nominee of the employee who dies while in service towards financial assistance. This society was restricted with effect from 01.01.2001 with the objectives of promoting mutual help among the members, to render financial assistance to the bereaved family in the event of death of any member and to sanction loans towards educational expenses to members children who are pursuing certain specified courses to the tune of rs.25,000/each for two children per member recoverable in 24 installments.

The society is being administered by a managing committee consisting of President, Vicepresident, Secretary, Joint secretaries 2 nos, Treasurer

The president, vice-resident and treasurer of the society are nominated by the company and the secretary and joint secretaries (2nos) are nominated by the employees union.

The total members of this society are around 350.The term of the managing committee is for 2 years. In the event of death, the society pays an amount of rs.15,000/- towards financial assistance to the nominee of the deceases along with funeral expenses of rs.1000/-

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 The management makes a matching grant of rs.10,000/- towards financial assistance to the nominee of the deceased along with funeral expenses of rs.1000/-

The society also extends financial assistance to the nominee of the member who dies while in service by way of a monthly of Rs. 2, 500/- per month.

In case of retirement of a member, the society pays rs.3000/- as retirement gift to the member. The turnover of the society at present is rs.11.00lakhs and the total members availed loans are 72 members.

Financial assistance to 4 death cases, 15 retirement cases are provided during 20072008.

C.I.L EMPLOYEES CO-OPERATIVE CREDIT SOCIETY:

The executive body of the co-operative society consists of representatives from both nm and memployees Society executive body consists of president, vice-president, secretary, treasurer, 3 directors. Company provided all infrastructures with computer within the premises of the company. Society started in the year 1971and the total members at present is 416 The admission fee of any employee ( member) is Rs. 10/ The minimum shares of any member is rs.50/- @ Rs.10/ The total turnover is Rs 1.crore, Society grants the following loans

Medium term loans of rs.1,50,000/- recovery in 72 installments

Short term loan of 2 basics recoverable in 18 monthly installments The recovery of the loans is effected through salary deduction

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 Society pays 8% of interest on thrift amount and dividends every year to its members From April, 2007 onwards, the society sanctioned 335 (short term and medium term) loans to its members amounting to rs.60.0 lakh.

FESTIVAL ADVANCE NON MANAGEMENT STAFF:

The scheme was introduced during 1983. This scheme was introduced mainly to meet the expenses in connection with any festival falling during the calendar year. The advance is free of interest and will be recoverable in 10 monthly installments. From time to time under various long term settlements the advance was being revised as
follows: Amount Rs. 300/- per annum Rs. 500/- per annum Rs.1000/- per annum Rs.1500/- per annum Rs.2000/- per annum Rs.5000/- per annum year 1983 1986 1989 1995 1998 2001 to as of now

Festival advances given to the employees during the year 2007-2008 are 219 Total expenditure incurred during the year 2007-2008 is rs.10.10lakhs.

GROUP PERSONAL ACCIDENT POLICY:

Employees who have been excluded by virtue of their salary are eligible under this policy. Covers accidents round the clock whether on duty or off-duty. 60

 Entire premium (0.04% of employee salary) borne by the company. Policy coverage Leave salary during accident period 24 months salary in case of accidental death Employee who met with an accident outside has to submit a intimation form to hr p & w section under intimation to factory medical officer for. Onward transmission of the same to insurance company. After resuming the duty, employee has to submit claim which will be forwarded through accounts department to insurance company. On settlement of the claim by the insurance company, employee leave will be credited back to his account. The no. of gap claims settled during the year 2007-2008 is 15.

NON MANAGEMENT EMPLOYEES-MATERNITY BENEFIT SCHEME

The scheme was introduced during 1991with the special discounts obtained from insurance policy. The scheme is applicable to nm employees only. The membership fee is rs.120/- per year, which will be deducted from the salaries of the members every year during April or as and when application is submitted to.hr department. The total members covered under this scheme are 90. The member can avail this facility only after 10 months from the date of admission into the scheme.A member can avail this facility two times in his service.

The amount payable to the member as under: o For normal delivery o For cesarean : rs.3900/: rs.4800/-

The settlements during the year-08 12 nos. The expenditure on this account will be around Rs.45,000/- per annum 61

WELFARE AMENITIES UNIFORMS & SHOES:

Common uniform to all employees of the plant. 3 pairs of uniforms being issued to all employees every year during march/april. For welders and wharf employees full slaves cloth will be provided. For waiters and drivers an addition white uniform of 2 pairs will be provide. Aprons 3 nos.and one soft towel per year will be provided to all employees of cafeteria. Reimbursement of stitching charges in line with market rates. For the year 2008, an amount of rs.700/- per 3 pairs was reimbursed. Total cost per employee on uniforms & reimbursement of stitching charges to around rs.2100/-. Total expenditure during the year2007-08 is rs.11.50 lakhs.

SHOES:
Employees working in administration will be provided one pair of executive shoe worth rs.1000/-. Per pair. Total no. of pairs issued during the year2007-08 are 96 pairs. All other employees working in field/process plants will be provided with two pairs of safety shoes which costs around rs.1000/-. Total expenditure during the year2007-08 are rs.4.00 lakhs

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GROUP SAVINGS LINKED INSURANCE SCHEME:

The scheme was introduced in 1991 for coverage of nm employees under an insurance policy with life insurance Corporation of India, Visakhapatnam branch. Initially monthly premium per employee was rs.25/- & it was revised to rs.27.50 during 1995.The entire premium is borne by the company

From the premium of rs.27.50- rs.15/- will be for savings and rs.10/- for life policy. In case of withdrawal from the policy due to resignations and retirements, the savings amount with interest thereon will be paid to the employees. In case of death of the employee while in service, an amount of rs.25, 000/- + savings + interest thereon will be paid to the nominee of the deceased. All the confirmed non-management employees are covered under the policy. The new joining will be added during December of every year into the policy. Company will prefer claim with LIC for those who have completed five years of service and the proceedings of the claims will be given to the employees. During the year 2007-08, life insurance Corporation of India settled 29 claims in respect of retirements / resignations / death.

PRODUCTION INCENTIVE SCHEME:

The production gift was introduced during 1989 for achieving 3,30,000 tones of production. Subsequently the scheme was modified and the amount was paid based on the phosphoric acid production. During the year 2003, management entered into an agreement with the union for a period of 5 years. The main features are as follows: 63

o 5 year settlement , Prospective settlement o Tripartite settlement o Direct linkage to business plans o Directly proportional to attendance o Accelerated attendance incentive o Ineligibility for individual & collective disciplinary record o Predetermined pay dates The percentage of incentive will be linked to attendance of the employee in the preceding calendar year as follows: o 149 and below days - nil o 150 to 230 days o 231 to 240 days o 241 to 250 days o 251 to 260 days o 261 to 270 days o 271 & above days - prorate - 100% - 105% - 110% - 115% - 120%

For the year ending 2007-08 the incentive was paid on 25th April, 2008. The total amount paid towards production incentive is rs.91.10 lakhs.

WELFARE AMENITY STAFF BUS TRANSPORT:

Company is running 8 buses with a seating capacity of 260 in all viz., four buses in general shift and four buses in rotating shifts through contractor. In addition to this one trucker with a seating capacity of 12 seats used for transshipment of employees. All put together these buses travel around 1200 km per day. The farthest pickup / dropping point is around 35 kms away from the plant. Total expenditure is around rs.72.00 lakhs per annum About 330 employees are utilizing bus transport facility. Management staff - 70 Non-management staff - 260

64

 Company charges Rs.15/- per month only from employees who are utilizing company bus transport. Bus inspection committee (comprising of safety officer, welfare officer and one engineer from garage section) inspects these buses once in three months for suggesting improvements / rectifications if any. The buses also being utilized for schools/ market trips/ movie trips for residents of the colony as well as for other company organized functions such as picnic, get-togethers, Independence Day celebrations, dedication day celebrations etc. FAMILY PLANNING INCENTIVE: The scheme was introduced in 1985.All employees of the company are eligible Employees with one child will be given a lump sum amount of rs.1000/ Employees with two children will be given a lump sum of rs.750/ Apart from the above 4 days special leave will be granted to the employee who under goes the family planning operation. The average expenditure per annum will be around rs. 7000/ Total employees availed during the year 2007-08 12 nos.

Welfare amenities Health insurance:

Mediclaim facility is provided by the company to all NM employees as per its terms. The maximum policies allowed per employee are 5 ( self, spouse and dependent children up to 3 nos) Total no.of persons covered ( employees & their family members) during the policy period 2007 08 are 2063

65

 Total premium was directly paid by the company on behalf of the employees to the new India assurance company during the year 2007-08 is 18.00 lakhs and any excess coverages will be deducted through salaries in four monthly installments. Married son / daughter is not entitled to avail this facility but they cannot include their dependent parents subject to overall premium eligibility and premium in respect of parents will be borne by the concerned employee.. This scheme is renewed during December every year

The premium eligibilities are as under:

For employees below the age of 45 years the Premium eligibility is rs.600/-. For employees spouses below the age of 45Years, and dependent children ( maximum of 3)there is no restriction towards minimum Policy coverage and the premium eligibility is Rs.600/- each. However, in the above two cases, the employee should take a higher coverage of mediclaim for Self than his spouse/children. For employees and their spouses above the age Of 45 years, but below 55 years, the premium Eligibility is rs.1110/- each and they have to take Policies equivalent to premium. For employees and their spouses who are 56 and above years of age, the premium eligibility is rs.1260/- each and they have to take policies equivalent to premium. The above premier eligibilities are calculated after 10% family discount and adding 5% surcharges.All management staff members are covered under group mediclaim policy. Management at its sole discretion may reimburse medical assistance to employees undergoing treatment for major ailments such as heart surgery, kidney transplantation, cancer etc., in terms of clause 12(b) of lts-1995.
This year (2008), the management extended financial assistance to the following members. o o o Mr.j.rambabu, - heart surgery Mr.g.yesudas - heart treatment Mr.p.sanjay - kidney transplantation

66

SERVICE EMBLEMS FOR NON MANAGEMENT-STAFF:

The company introduced a scheme during 1981 with a view to recognize and appreciate the long service with the company.

3 grams gold coin will be presented to an employee on completion of every 5 years of service. The gold coins will be procured from Tanishq. However, for employees who have joined on or after 1st January, 1996 the first gold coin will be presented only after completion of ten years.

A relaxation of 6 months period for below 30 years service and one year service for above 30 years service will be given in case of retirements.

During the financial year 80 gold coins were presented to the employees through their

head of departments.

LONG SERVICE AWARDS FOR MANAGEMENT-STAFF:

Effective 10th December 2003, long service awards were introduced for management staff. Completed service will be reckoned as on 30th June every year, Silver item will be presented to the management staff as per the following:

o o o

On completion of 25 years On completion of 30 years On completion of 35 years

- 250 grams silver item - 375 grams silver item - 500 grams silver item

67

WORKMENS FURTHER EDUCATION:

The company introduced a scheme in April 1998 to encourage the employees to equip themselves with a professional degree/post-graduation to improve their knowledge further. According to this, if any employee pursues a professional course in engineering, i.e., BE/ B.TECH / AMIE after joining the company, he will be awarded two additional, increments in his grade, after submitting the necessary pass certificate from the university. While continuing to grant two additional increments in the respective grade, the company made certain improvements in the above scheme in February 2002. They are:

SPORTS ENCOURAGEMENT

Apart from granting special leave to the employees who represent the company in the state level tournaments or murugappa group tournaments, the company introduced cash awards as a sort of encouragement to the talented sports personnel of the company during February 2002. The winners are given cash awards as follows. Single/ Double events Team events Championship Winners - Rs. 250/- each to all participants - Rs.1, 000/- per each title - Rs.250/- per each participant

Similarly, the employees who participated in cultural events and represent the company are given special leave for the days of his absence from duty.

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SPECIAL LEAVE FOR THE ACTUAL EXAMINATION DAYS:

Reimbursement of examination fee and tuition fee up to a maximum of rs.2,500/- for each academic year after production of fee receipt after passing the examination. Total employees availed under the above scheme from April, 2007 onwards, 8 employees availed the grant @ rs.2500/- each.

MEDICAL REIMBURSEMENT:
Medical reimbursement facility is provided by the company to all the non management employees per year as under: S1 to s4 and c1 - Rs.12,500/ S5 and c2 - Rs.13,150/-

S6 to s7 and c3 - Rs.13,500/ Cf1 to mg6 - Rs.15,000/-

HOUSING LOAN:
An amount of rs.2,25,000/- is provided to nm staff. For rs.1,00,000/- @ 5% and rs.1,25,000/- @ 6% will be provide by the company to the nm employees. Any employee who wishes to obtain a loan of rs.75,000/- from any financial institution, the company will provide a differential rate of interest. 3 employees availed this scheme from april-2007 (amount sanctioned rs.6.75 lakhs)

VEHICLE LOAN:
Vehicle loan of rs.30,000/- will be given to all nm employees. The second time vehicle loan of rs.25,000/- will also be given to all the nm employees between the gap of 6 years. 26 employees availed this scheme from april-2007 (amount sanctioned rs.6.60 lakhs) Up to rs.16,000/- interest chargeable is 4.25% and above rs.16,000/- interest chargeable is 6%.

69

CAFETERIA:
Highly subsidized canteen facility to all employees.22 permanent employees are working in cafeteria. Good dining hall with a seating capacity of 224 with music system and centrally air conditioned. 350 to 400 employees are availing lunch / dinner facility at cafeteria. Dining hall timings are 11.15 to 12.15 & 12.30 to 1.00 for lunch and 7.00 pm to 7.30 pm for
dinner.

Idly / vada / semiya bath are being served in breakfast.Pakoda / mixture & biscuits are being served in evening shift. Mutton / chicken / fish / egg curries are served throughout the week except Saturday. Rice, chapatti, one fry curry, one gravy curry or dall sambar / rasam, chutney / pickle, salad, butter milk, curd and pappad, will be served in lunch and dinner. Canteen managing committee consists of 4 persons from management side and 4 persons from employees side meet once in a month to review the qu ality, hygiene, menu, etc., from time to time. Sweet will be served (except holidays and Sundays) to all employees with lunch @ rs.1/with prior reservation. Management contribution on sweet is rs.8/- and total cost per sweet is rs.9/-.
Lunch benefit allowance @ rs.13/- for nm staff and @rs.10/- for m staff and rs.20/- to those employees who dont avail lunch with sweet thought the month. Biryani (veg + nv) with ice-cream is being served on monthly once.Total expenditure on food to the employees approx rs.6.50 lakhs per month. Employer share of subsidy is rs.6.37 lakhs per month (98%) and employees share is rs.0.13 lakhs per month (2%). Employees staying for overtime work will be served break-fast / snacks / meals / coffee / tea without any charges. Employees working in the process plants, all cafeteria items will be served at the work places

70

ITEM SL.NO. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11 COFFEE / TEA IDLY (2 NOS) VADA (2 NOS) UPMA SNACKS BISCUITS SWEET ICE-CREAM VEG.MEAL NON-VEG MEAL OT BREAK FAST

ITEM COST

CHARGED TO EMPLOYEE 0.10 0.15 0.15 0.15 0.15 0.15 1.00 1.00 0.65 0.75 0.00

COST TO COMPANY 2.40 3.85 5.85 4.85 3.35 5.85 8.00 7.50 24.35 45.25 12.00

SUBSIDY %

2.50 4.00 6.00 5.00 3.50 6.00 9.00 8.50 25.00 46.00 12.00

96% 96.25% 97.5% 97% 95.70% 97.50% 88.88% 88.25% 97.40% 98.40% 100%

CONTRACT WORKMEN CANTEEN:

Highly subsidized canteen facility to the contract workmen. Act workmen canteen shares: 50% subsidy borne by the company, 40% share born by the contract workmen and remaining 10% share borne by the contractor. Contract canteen run thru a private vendor. Presently we are receiving services from M/S BALAJEE CATERERS. Good dining hall with a seating capacity of 100 nos maximum.

71

 450 to 500 contract workmen are availing lunch / dinner facility at cafeteria only bagging contract workmen are availing dinner facility. Dining hall timings are 11.30 to 12.15 for 1st shift workmen & 12.30 to 1.00 for general shift workmen lunch and 7.15 pm ti 7.45 pm for dinner (only bagging contract workmen). Idly / poori are being serviced in breakfast menu. Rice, one gravy curry or dall sambar / rasam, chutney / pickle, and curd will be served in lunch and dinner. Contractors / management visit time to time for check the quality of food and hygiene. Total expenditure on contract workmen canteen approx rs.2.50 lakhs per month. Power, water, shed for cooking food and stocking of vegetables and gas will be provided to the vendor.

CANTEEN BUDGET VS. ACTUAL (CAFETERIA + CONTRACT CANTEEN)

Contract Year 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 (upto aug-08) Cafeteria 5007618 4875274 5341233 5710061 6283420 2094473 canteen 646294.7 640071.3 784659.4 830780.5 1201456.16 368887.46

Total expenditure 5653913 5515345 6125892 6540842 7484876 2463361

Budget sanctioned 73.50 60.00 51.48 68.95 60.60 78.45 Actual 56.54 55.16 61.26 65.41 74.85 24.64

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CIL PENSION PLANS

There are two pension fund trusts managed by C.I.L. CIL pension fund no.1:Under this C.I.L. pf no.1, the employees whose basic salary is below Rs.18,000/- will be covered. The trustees under PF no.1 are Mr. G.v.r.k.raju chairman Mr. G.sreedhar- trustee Mr. K.M.vamshi-trustee Mr. K.Jagadish-trustee Mr. P.srinivasau-trustee

The above trustees are responsible to government pf authorities and also responsible in maintaining day to day transactions. The above trustees adhere to the rules framed by rpfc authorities.

CIL PF
Under this CIL pf, the employees whose basic salary is above rs.18,000/- will be covered.The trustees under pf are: Mr. A l george chairman, Mr. N.Seetaram- trustee, Mr.Gv. Bhadram-trustee, Mr. P.L.N. murty trustee

The above trustees are responsible to government pf authorities and also responsible in maintaining day to day transactions. The above trustees adhere to the rules framed by rpfc authorities. A member can contribute 12 % on basic salary to provident fund. Company will also contribute matching grant 12% to the members account. Out of 12 % , 8.33% will be contributed to fpf and remaining 3.67% will be contributed members provident fund.

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CIL pension fund for M staff Under this pension fund 15% of the basic salary of m-staff will be deposited in the pension fund by the company. The total fund amount of m-staff will be deposited in LIC. On superannuation of the employee,1/3 commutation will be given to the retired employee. Remaining amount will be paid as pension to the retired employee every month up to 10 years through LIC. And there after, option will be given to the retired employee to continue the pension/return of the capital.

The trustees under M-staff pension fund are : Mr. P.Nagarajan Mr. A.l.george Mr. H.s.prasad Mr. K. Kumar

- chairman - trustee

Mr. Shanker subramanyam - trustee - trustee, - trustee

CIL PENSION FUND FOR NM STAFF : Under this pension fund 10% of the basic salary of nm-staff will be deposited in the pension fund by the company. The total fund amount of nm-staff will be deposited in lic. On superannuation of the employee,1/3 commutation will be given to the retired employee. Remaining amount will be paid as pension to the retired employee every month up to 10 years through LIC. And there after, option will be given to the retired employee/nominee to continue the pension or return of capital. The trustees under nm-staff pension fund are 74

 Mr.G.sreedhar Mr.M.R.V.sharma Mr.T.K.Raghavan

- chairman - trustee - trustee

Mr.N.Ganesh - trustee The total members covered under provident fund scheme are 613 employees.

welfare amenity staff bus transport :

Company is running 8 buses with a seating capacity of 260 in all viz., four buses in general shift and four buses in rotating shifts through contractor. In addition to this one trucker with a seating capacity of 12 seats used for transshipment of employees.

All put together these buses travel around 1200 km per day. The farthest pickup / dropping point is around 35 kms away from the plant.

Total expenditure is around rs.72.00 lakhs per annum

About 330 employees are utilizing bus transport facility.

management staff

- 70 nos

non-management staff - 260 nos

Company charges rs.15/- per month only from employees who are utilizing company bus transport.

Bus inspection committee (comprising of safety officer, welfare officer and one engineer from garage section) inspects these buses once in three months for suggesting improvements / rectifications if any. 75

CHAPTER-V DATA ANALYSIS AND INTERPRETATION

Coromandel International Limited

76

1-1.

Do you take food regularly in Coromandel canteen?

No. of Respondents Percentage 85.73 17.27

a) Yes b) No

91 19

17%

Yes No

83%

INTERPRETATION:

As per the above table shown around 17% of the employees do not have food from the canteen in Coromandel whereas 83% of the employees have food from the canteen regularly.

77

2.How do you rate the food in the canteen ? No. of Respondents a) Poor b) Average c) Good d) Very Good c) Best 9 39 34 14 14 Percentage 8.18% 35.45% 30.91% 12.73% 12.73%

Best 13%

Poor 8%

Very Good 13%

Average 35%

Good 31%

INTERPRETATION As shown above 35% of the employees rate the food in the Coromandel canteen as average, 31% rate it as good, 13% rate it as very good and best and only 8% rate it as poor.

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3.Do you see every day food wastage display chart in the canteen?
No. of Respondents a) Yes b) No 85 25 Percentage 77.27% 22.73%

No 23%

Yes 77%

INTERPRETATION: 77% of the employees see the everyday food wastage display chart in the canteen whereas the remaining 23% of the employees do not see the everyday food wastage display chart.

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4.Do you see your colleagues leave / waste food ?

No. of Respondents a) Yes b) No 70 40

Percentage 63.64% 36.36%

63.64%

36.36%

YES

No

INTERPRETATION: As shown above 63.64% of the employees see their colleagues waste food and 36.63% of the employees do not find their colleagues waste food.

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5.Which is the food item generally gets wasted frequently ( not consumed by individuals)

No. of Respondents a) Rice b) Curry c) Sambar d) Rasam e) Salad f) Roti/Chapathi g) Idly h) Upma i) Any other please specify 27 35 19 24 7 20 2 9 8

Percentage 17.88% 23.17% 12.58% 15.89% 4.64% 13.25% 5.96% 5.96% 5.29%

COLUMN1
Any other please specify h) Upma g) Idly i) a) Rice

f)

Roti/Chapathi

b) Curry e) Salad

d) Rasam c) Sambar

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INTERPRETATION: Curry, rice and rasam are the food items that are wasted most everyday.

6.What could have been the reason for food waste in our canteen ?
No. of Respondents a) Taste is not good 48 Percentage 43.64% 30.91%

b) Food is taken more than 34 required quantity hence left c) Suspected to be spoiled d) Any other reason 10 18

9.1% 16.36%

43.64%

30.91%

A)

TASTE IS NOT GOOD

B) FOOD IS TAKEN MORE THAN REQUIRED QUANTITY HENCE LEFT

C)

SUSPECTED TO BE D) SPOILED

9.10%

ANY OTHER REASON

INTERPRETATION:

82

16.36%

43.34% of the employees feel that the taste of the food is the reason for the wastage, 30.91% of the employees say that the food is taken more than the required quantity and hence is left out, 9.13% feel that the food is suspected to be spoiled and 16.36% of the employees feel that the wastage is caused due to other reasons such as quality of the food and inadequate staff in the canteen.

7.Is the hygienic condition of the food served the cause for the wastage?
No. of Respondents a) Yes b) No 50 60 Percentage 45.45% 54.55%

45% 55%

Yes

No

INTERPRETATION 55% of the employees think that the hygienic condition of the food is not a reason for the wastage whereas 45% of the employees say that the hygienic condition of food is also a reason for the wastage.

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8.Do you agree with us that food wastage shall not be encouraged?
No. of Respondents a) Yes b) No c) Sometimes 100 3 7 Percentage 90.91% 2.73% 6.36%

Sometimes

6.36%

No

2.73%

Yes

90.91%

INTERPRETATION: As shown above 90.91% of the employees feel that food wastage must not be encouraged and 2.73% say that it must be encouraged and the remaining 6.36% feel it can sometimes be encouraged.

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9.Will you join us in preventing wasting food in our canteen?

No. of Respondents a) Yes b) N0 110 0

Percentage 100% 0%

100% 80% 60% 40% 20% 0% YES 0% 100%

NO

INTERPRETATION:

All the employees say that they will be supportive in preventing the wastage of the food.

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10.Please give suggestions to prevent food wastage in our canteen

Suggestions from employees: a) b) c) d) e) Quality food to be prepared Reduce oil usage Introduce the prevention about food wastage in company profile Serve the food in canteen by staff instead of self service Improve the taste

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CHAPTER-VI FINDINGS, SUGGESTIONS AND CONCLUSION

Coromandel International Limited

87

FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS: Most of the employees have their food regularly in Coromandel canteen. The food in the Coromandel canteen is rated as average. Most of the employees see the everyday food wastage chart in the canteen. Most of the employees waste food in the canteen. Curry, rice and rasam are the food items that frequently gets wasted in the canteen. The taste of the food is the reason for the wastage in the canteen. The hygienic condition of the food is not a reason for the wastage in the canteen. Most of the employees say that food wastage should not be encouraged. All the employees say that they will be supportive in preventing the wastage of food.

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SUGGESTIONS:
Serve the food in weightage to all employees so that they can consume as much as they like to have on that day There is need for improvement in the safety measures, especially the employees are not willing to wear to safety shoes and hats in the canteen as they feel uncomfortable while having food. There is need for improvement in the canteen facilities for workmen Change the menu regularly by taking employees suggestions periodically.

CONCLUSION:
Having studied the organizational set up and functioning of various in general and working of the personnel department in particular I am pleased to place on record that the Coromandal is well organized, better administered and well managed organization with properly defined policies, aim and objectives and also time-tested procedures and practices managed by variable competent and enlightened leadership of top executive and other officers assisted by sincere delighted and honest staff work force. 89

The process of study includes a detailed study on the welfare activities in Coromandal. The Study was conducted to find out the welfare facilities provided in the organization, which influents the satisfaction of employees towards welfare facilities. I have used a well-structured questionery comprising 20 questions. The sample size consisted of 99 respondents, simple random sampling was a technique used for drawing sampling. In Coromandal, Visakhapatnam the employees are provided with many welfare benefits. It includes both statutory and non-statutory measures. Over all from the survey it is found that most of the employees in the organization are satisfied with the welfare facilities provided by the management. The welfare facilities such as canteen facility, washing facility, uniform, nose guards and ear clips also medical expense reimbursement has been appreciated by most of the employees in the
organization. The organization has provided an excellent medical, transport, recreation, co-operative and housing facilities to motivate the employees and improve their performance. The drinking water facility, canteen facility and washing facility provided by the organization are good.

ANNEXURE I

BIBLIOGRAPHY

1. Boley, J.W., A guide to Effective Industrial Safety, Gulf Pub Publishing 90

2. Chatterjee, N.N., Management of Personnel in India Enterprisers, Allied Book Agency, Calcutta, 1980. 3. Gore, M.S., Social Work and Social Work Education, Asia Publishing House, Bombay, 1965 4. Hallen, G.C., Dynamics of Social Security, Rastogi Publications, Delhi, 1967 5. Mamoria, G.B., Labour Problems and Social Welfare in India, Kitab Mahal, Allahabad, 1966 6. P.Subba Rao, Essential of Human Resources Management & Industrial Relations, Himalaya Publishing House, Mumbai, 1996 7. Sarma, A.M., Aspects of Labour Welfare and Social Security, Himalaya Publishing House, Mumbai, 1997
8. Saxena, R.C., Labour Problems and Social Welfare, Gupta Printing Press, Meerut, 1974 .

91

ANNEXURE II QUESTIONNAIRES
Coromandel International Limited

92

QUESTIONNAIRE ON THE EMPLOYEE WELFARE MEASURES NAME: GENDER: AGE: DESIGNATION: SNO WELFARE MEASURES poor satisfactory good excellent 1 Adequate drinking water facility 2 Quality and Quantity of food provided in the canteen subsidiary prices of items in the canteen hygienic conditions of canteen transport facilities provided by the organization first aid facilities availability of health insurance and accident benefits hygienic conditions of work place medical facilities
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3 4 5

6 7

8 9

10

interdepartmental relationship and response safety measures condition of shelters and restrooms washroom facilities educational allowance Is adequate leave against Work provided? adequate compensation and facilities provided during leave period effectiveness of welfare officer Are wages tendered in time and is the Transfer process smooth? work timings feasibility your present job Overall welfare measures.

11 12 13 14 15 16

17 18

19 20 21

94

95