Bharati Vidyapeeth

(Deemed to be University), Pune, India

Institute of Management and Entrepreneurship
Development, Pune

REFRESHING KEY DATA STRUCTURES FOR HR

PROCESSES IN PETCHEM

A summer training project Report

Submitted in Partial Fulfilment of the Requirements for the

Award of Degree of Master of Business Administration

2017-2019

Submitted By Guided By

Renuka Pandey Dr. Hemangi More

Roll No. 52
MBA- HR

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 CERTIFICATE

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 Certificate of Originality

This is to certify that the project report entitled “REFRESHING KEY DATA STRUCTURES
FOR HR PROCESSES IN PETCHEM” at RELIANCE INDUSTRIES LTD, RELIANCE
CORPORATE PARK, MUMBAI Submitted to Bharati Vidyapeeth (Deemed to be University),
Pune in partial fulfilment of the requirement for the award of the degree of Master of Business
Administration is an original work carried out by Ms. Renuka Pandey under guidance of Mr.
Hitesh Chugh. The matter embodied in this project is a genuine work done by (Renuka Pandey) to
the best of my knowledge and belief and has not been submitted before, neither to this University
for the fulfilment of the requirement of any course of study.

Renuka Pandey

Dr. Hemangi More

Signature of the Student Faculty Guide

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 Certificate

This is to certify that the Project Titled “REFRESHING KEY DATA STRUCTURES FOR HR
PROCESSES IN PETCHEM” at RELIANCE INDUSTRIES LTD, RELIANCE CORPORATE
PARK, MUMBAI” is an academic work done by “Renuka Pandey” submitted in the partial
fulfilment of the requirement for the award of the degree of Master of Business Administration
from Bharati Vidyapeeth (Deemed to be University), Pune.

It has been completed under the guidance of Dr. Hemangi More and Mr. Hitesh Chugh. We are
thankful to Reliance Industries ltd. for having allowed our student to undergo project work
training. The authenticity of the project work will be examined by the viva examiner which
includes data verification, checking duplicity of information etc. And it may be rejected due to non
fulfilment of quality standards set by the Institute.

Dr. Sachin S. Vernekar

Dean FMS, BVDU

Director IMED

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 Acknowledgement

Apart from my efforts, the success of my project depends largely on the encouragement and
guideline of many others. I take this opportunity to express my gratitude to the people who have
been instrumental in the successful of this project.

I am grateful indebted to our esteemed guide Dr. Hemangi More for her sincere guidance and
priceless support which would have been impossible for us to complete this project.

I express my gratitude to the staff members of Bharati Vidyapeeth (Deemed to be University) who
directly or indirectly helped me. I would also like to express my sincere gratitude to all my seniors
in Mahindra and Mahindra Financial Services Limited.

Finally, I thank Institute of Management and entrepreneurship Development (IMED) for giving
me this golden opportunity to do my summer internship in Mahindra and Mahindra Financial
Services Limited.

RENUKA PANDEY

SIGNATURE

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 Preface

In this era of fast changing world, mere class room teaching is not sufficient to attain maturity and
perfection for application of theory into practice. The dynamic economy, political and
technological environment in which we live continually on us to change, improve and learn more
about jobs, superiors and subordinated. Two years of continuous classroom teaching is sufficient
for students to implement directly their knowledge in the market. A practical approach is needed.

The Knowledge through project report is an essential requirement for MBA student .The purpose
of this project is to “REFRESHING KEY DATA STRUCTURES FOR HR PROCESSES IN
PETCHEM” with reference to Reliance Industries ltd, Reliance Corporate Park, Mumbai.

I have tried my level best to do justice to the project. And I hope the study which was conducted
will help not only the organization but also me and the society too.

RENUKA PANDEY

SIGNATURE

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 TABLE OF CONTENTS

Chap-1 Introduction 8-15

1.1 About the Company

1.2 Vision and Mission

1.3 Organisation Structure

1.4 SWOT Analysis

Chap-2 Introduction- About the Project 17-23

2.1 Target location structure

2.2 Objective of the Project

2.3 Scope of the Project

Chap-3 Research Methodology 24-36

3.1 Research Design

Chap-4 Data Analysis & Interpretation 27-31

Chap-5 Observation and Findings 32-39
Chap- 6 Other Task 40-46
Chap-7 Recommendations and Learnings 47-48
Chap-8 Annexure 49-53

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 CHAPTER 1
INTRODUCTION

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1.1 ABOUT COMPANY

Founded by Dhirubhai H. Ambani (1932-2002), the Reliance Group is one of India’s largest
private sector enterprise with an annual revenue of $ 74.5 billion.
Reliance Industries Limited is the flagship Company of the Group and is featured in the Fortune
Global 500 list of the world’s largest corporations for the tenth consecutive year and was ranked
107th in terms of revenue and 128th in terms of profit in 2013. As per Newsweek’s Green Rankings
2014, RIL is India’s greenest and most environment friendly company, ranking 185th among the
world’s largest 500 companies. The Company has expanded rapidly and integrated backwards into
various industry sectors, most notably production of petrochemicals and refining of crude oil. RIL
is a conglomerate headquartered in Mumbai, India and carries out its business activities in over 50
domestic locations with manufacturing facilities at Allahabad, Barabanki, Dahej, Hazira,
Hoshiarpur, Jamnagar, Nagothane, Nagpur, Naroda, Patalganga,
Upstream Business Operations
In our upstream operations we have a balanced portfolio of both conventional and unconventional
hydrocarbon resources. The major ones include deep-water blocks off the east coast of India and
the US shale gas regions of Eagleford and Marcellus. Exploration and production facilities are
located at KG-D6 Gadimoga, Panna Mukta Tapti and CBM Blocks at Shahdol (Sohagpur East &
Sohagpur West).
Downstream Business Operations
Our downstream operations primarily constitute of refining and marketing, petrochemicals,
polymers, polyester and fibre intermediates and textiles businesses. During FY 2013-14, we further
consolidated leadership position in India in the production of synthetic rubber. We also maintained
our leadership in the polymer industry with a domestic market share of around 40%. We lead the
domestic market for Poly Propylene (PP) with a market share of around 60%. In Poly Ethylene
(PE) production, our focus was mostly on high-value sectors in High Density Poly Ethylene

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(HDPE) as well as Low Density Poly Ethylene (LDPE) production. Our Poly Vinyl Chloride
(PVC) production witnessed the introduction of several new grades, including value-added
products such as C-PVC pipes and fittings compounds. In the refining and marketing business, our
Jamnagar ‘Supersite’ processes around 1.4 MMBPD of crude. It is among the world’s largest and
most complex refining assets and is composed of two refinery systems. Jamnagar has developed a
reputation for its ability to process almost all grades of crude oil produced.

We maintained our We lead the domestic

leadership in the market for Poly
polymer industry with Propylene(PP) with a
a domestic market share of market share of around
around 40%. 60%.

Major Subsidiaries & New Businesses

As on 31st March 2014 the number of our subsidiary companies stands at 103. The major
subsidiaries and new businesses are listed below:
 Reliance Retail
Established in 2006, Reliance Retail Limited (RRL) has become India’s largest retailer by
revenue. It caters to millions of customers while at the same time reaching out to thousands
of farmers and vendors. RRL’s core growth strategy of backward integration has made
rapid progress towards building an entire value chain starting from the farmers to the end
consumers. The company enhanced its presence across various format sectors and now
operates 1,691 stores across 146 cities
 Reliance Jio Infocomm
In a major technological advancement, our subsidiary Reliance Jio Infocomm Limited
(RJIL), is introducing the Broadband Wireless Access (BWA) spectrum across all the 22
telecom circles of India. With the acquisition of the 1800 MHz band in 14 key circles across
India, RJIL will be the holder of the largest quantum of liberalised spectrum. Our goal is
to provide reliable high-speed internet connectivity across the country.

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1.2 VISION & MISSION AND VALUES

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MISSION
Reliance’s mission is:

 To provide the best and most value-adding advice within investor relations, financial
communications, media relations, crisis communications, issues management and CSR
reporting
 To be an independent sparring-partner and to provide excellent advice for our clients in
connection with IPOs, ECM and M&A transactions, corporate governance-related issues as
well as in connection with preparations of contingency communications plans regarding public
takeovers

Reliance’s activities shall be of benefit for both our clients, collaboration partners, employees and
shareholders

VISION
Reliance’s vision is:

 To be our clients’ ’first call’ and preferred collaboration partner within our business areas
 To consistently exceed our clients’ expectations for professional and value-adding advice

Our objective is long-standing and trustful client relationships created via excellent advice and
service

VALUES
We are governed by our fundamental values:

 Quality: We do not compromise – we have a passion for the best quality

 Innovation: We are innovative and wish to enthuse our clients
 Ambition: We set high objectives and push to achieve the best results
 Honesty: We are honest towards our clients, also when it may be unpleasant
 Integrity: We keep our word, guard confidentiality, and maintain a high level of integrity

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1.3 ORGANISATION STRUCTURE

Product Flow

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1.4 SWOT ANALYSIS OF RELIANCE

SWOT Analysis of Reliance Industries Limited with USP, Competition, STP (Segmentation,
Targeting, Positioning) - Marketing Analysis.

Reliance Industries Limited (RIL)

Category Oil & Gas

Sector Energy

Tagline/ Slogan Growth is Life

Reliance Industries is one of the most profitable and leading

USP companies in India

Reliance Industries STP

Segment Corporates, countries, individuals looking to fulfill energy needs

Enterprises looking for energy for production, people for petrol diesel
Target Group for vehicles and domestic uses

Positioning High quality oil products from Reliance Industries

Reliance Industries SWOT Analysis

1.Reliance Industries is one of the biggest players in India

2.Strong brand name of Reliance Industries
3.Excellent financial position and strong profitabilitty
4.One of the few Indian companies to be featured in Forbes
Strengths 5.Employs over 25,000 people

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 6. The company has business spread across petrol, energy, retail,
telecom etc
7. Strong advertising and marketing through TVCs, print, online ads,
billboards etc
8. Reliance Industries has been recognized through several awards
9. Strong focus towards holistic growth and also involvement in CSR
activities

1.Reliance Industries and ONGC had issues regarding the Krishna

Godavari basin exploration
Weaknesses 2.Intense competition means limited market share growth

1.Growing demand for petroleum products is a huge opportunity for

Reliance Industries
2.Buyout of competition to strengthen its position
3. Increasing number of industries and cars in India is a huge
opportunity and potential for growth
4. Tie-ups with global oil companies can boost business for Reliance
Opportunities Industries

1.Government regulations and strict guidelines can disrupt operations

2.High Competition can reduce Reliance Industries' market share
3.Environmental laws and NGOs against oil exploration can affect
business
4.Economic instability and recession can decline margins and fuel
Threats prices

Competition

1. Bharat Petroleum
2. Hindustan Petroleum
3. ONGC
Competitors 4. IOCL

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 CHAPTER 2

INTRODUCTION -
ABOUT THE PROJECT

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2.1 TARGET LOCATION STRUCTURE :

Petchem
Petchem -
Polyester
Chain
Polyester Chain -
Sector Planning
Polyester Chain -
Malaysia
Polyester Chain - Recron
Malaysia
Polyester - FC&A - Recron Malaysia
Polyester Chain - Recron Mfg
Malaysia
Polyester Chain-
RecronSolidsMktgMalaysia
Polyester Chain - RPCM
Malaysia
Polyester -
Sector Analysis
Polyester -
Sector Industry
Affairs
Petchem -
Polyester
Polyester -
Filament
Polyester - Filament POY
Polyester - Filament FDY &
IDY
Polyester - Filament PTY
Polyester - Filament Market
Development
Polyester - FC&A - Filament
Polyester - Mumbai RO
Polyester - POY Sales Mumbai RO
Polyester - FDY & PTY Sales
Mumbai RO
Polyester - PSF Sales Mumbai RO
Polyester - PFF Sales Mumbai RO
Polyester - PET Sales Mumbai RO
Polyester - FC&A - Mumbai RO
Polyester - Surat RO
Polyester - POY Sales Surat RO
Polyester - FDY & PTY Sales Surat
RO
Polyester - FC&A - Surat RO
Polyester - PFF Sales Surat RO
Polyester - Ludhiana RO
Polyester - FDY & PTY Sales
Ludhiana RO
Polyester - PSF Sales Ludhiana RO
Petchem - FC&A - Delhi RO -
Polyester
Petchem - FC&A -
Ludhiana RO
Polyester - PFF Sales Ludhiana RO
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 Polyester - Delhi RO
Polyester - PFF Sales Delhi RO
Polyester - PET Sales Delhi RO
Polyester - PSF Sales Delhi RO
Polyester - FDY & PTY Sales Delhi
RO
Polyester - Filament
Technical Services
Polyester - Staple
Polyester - Staple PSF
Polyester - Staple Market
Development
Polyester - Staple PFF
Polyester - PFF Technical Services
Polyester - Staple Sleep
Products
Polyester - Staple Recycle
Polyester - Staple R3S
Polyester - FC&A - Staple
Polyester - Hyderabad RO
Polyester - PSF Sales Hyderabad RO
Polyester - PFF Sales Hyderabad RO
Polyester - PET Sales Hyderabad
RO
Polyester - FC&A - Hyderabad RO
Polyester - FDY & PTY Sales
Hyderabad RO
Polyester - Coimbatore RO
Polyester-FDY & PTY Sales
Coimbatore RO
Polyester - PSF Sales Coimbatore
RO
Polyester - PFF Sales Coimbatore
RO
Polyester - FC&A - Coimbatore RO
Polyester - R3S Sales Coimbatore
RO
Polyester - PET Sales Coimbatore
RO
Polyester - POY Sales Coimbatore
RO
Polyester - PSF Technical
Services
Polyester - PET
Polyester - PET Market
Development
Polyester - FC&A - PET
Polyester - PET Technical
Services
Polyester - PET Exports
Polyester -
Exports
Polyester - Staple Exports
Polyester - Filament
Exports
Polyester - SCM

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 Polyester - SC Ops
Polyester - FC&A
Polyester - FC&A & FP&A
Polyester - FC&A - PTY
Petchem -
FID
FID - PTA
FID - MEG
FID - MEG EO & Derivatives
FID - FC&A
FID - FC&A - FP&A
Petchem -
Aromatics
Aromatics - PX /
OX
Aromatics - BT
Aromatics - Ops
Aromatics - LAB
& N-Paraffin
Aromatics - LAB Chennai
RO
Aromatics - FC&A
Petchem -
Polymer
Polymer - Sector
Planning
Polymer - PP
Polymer - PP Product
Management
Polymer - FC&A - PP
Polymer - Kolkata RO
Polymer - SC Ops Kolkata RO
Polymer - FC&A - Kolkata RO
Polymer - Exports
Polymer - FC&A - Exports
Polymer - PP Market
Development
Polymer - PE
Polymer - PE Product
Management
Polymer - Relpipe
Polymer - FC&A - PE
Polymer - FC&A - Relpipe
Polymer - Ahmedabad RO
Polymer - SC Ops Ahmedabad RO
Polymer - FC&A - Ahmedabad &
Indore RO
Polymer - Daman RO
Polymer - Indore RO
Polymer - PE Market
Development
Polymer - Aurangabad RO
Polymer - PVC

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 Polymer - PVC Product
Management
Polymer - PVC Market
Development
Polymer - FC&A - PVC
Polymer - Delhi RO
Polymer - SC Ops Delhi RO
Petchem - FC&A - RO - North
Petchem - FC&A -
Delhi RO - Polymer
Petchem - FC&A -
Kanpur RO
Petchem - FC&A -
Chandigarh RO
Polymer - Chandigarh RO
Polymer - Kanpur RO
Polymer - PVC Caustic
Polymer - PVC Caustic Vadodara
RO
Polymer - Jaipur RO

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2.2 OBJECTIVE :

The main Objective of this project is

 KDS i.e. Key Data Structures in Petchem were last refreshed in mid-2016 and with the
advent of new platforms, supply chain transformation and an acquisition, the business
landscape has changed tremendously.
 To ensure right alignment of KDS with all processes and also to reinforce the contextual
relevance, it is important to refresh and revise the KDS, wherever needed.

2.2.1 PROJECT DELIVERABLES :

The primary elements that will be worked upon will be Petchem Job Catalogue, JD booklet,
and organization cascade.
 Petchem Job Catalogue : A systematically categorized, organized and often descriptive
collection, list or aggregation of Job Items that can be either electronic or hardcopy in
nature and that makes it clear where to find, retrieve and store such items, as necessary. It
includes Object type, Object name, Sub functional area text, functional area text and Grade.
 JD booklet : A job description or JD is a document that describes the general tasks, or
other related duties, and responsibilities of a position. It may specify the functionary to
whom the position reports, specifications such as the qualifications or skills needed by the
person in the job, and a salary range.
 Organization Cascade : Organizational cascade is a structure used to define a hierarchy
within an organization. It identifies each job, its function and where it reports to within
the organization.

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2.3 SCOPE OF THE PROJECT

 Cull out observations through checks performed on Job Description booklet having
Job family and Job sub family
Here Observation on existing Job Description through checks performed on Job family
and Job sub family based on the following four parameters i.e.
o Truly Generic
o Degrees of Separation in Responsibilities
o Undue Similarity
o Inconsistency
 Two way comparison between Job Description booklet and Job Catalogue
Here two way comparison between Job Description booklet and Job Catalogue is done
manually .

 Usage of Organization units in our organization cascade

Organization units – No. of positions
Here I need to determine the number of positions in a particular organization unit .
The primary elements that are used for finding the number of positions is Organization
Cascade and OM of Petchem

 Refreshing Policies for the new employees

 Creating a communication pack of policies of organization which will be quick to
understand at a glance for the new joiner
 Following are the policies which I have covered :
o Leave and Working Hour Policy.
o Health Insurance Policy
o Domestic and International Travel Policy
o Other Benefits like Marriage Assistance, Mobile Phone Policy and Vehicle Travel.

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 CHAPTER 3

RESEARCH
METHODOLOGY

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3.1 RESEARCH DESIGN

Research:
 Research is defined as the objective and formal process of systematically obtaining
analysing and interpreting data for actionable decision – making.
Research methodology:
 It’s natural to view client needs through the lens of their expertise. It tend to focus on those
needs that match we do. But projects are typically driven by non-technical factors –
business, operational, political, or personal needs.

EXPLORATORY RESEARCH –
Exploratory research, as the name implies, intends merely to explore the research questions and
does not intend to offer final and conclusive solutions to existing problems. Conducted in order to
determine the nature of the problem, exploratory research is not intended to provide conclusive
evidence, but helps us to have a better understanding of the problem.

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Exploratory study is done through
 Focus Groups- Bring together a small group of subjects to engage in a guided discussion
about a limited issue
 Case Studies- The document history of a particular person, group, organization or event.

SECONDARY RESEARCH-
Secondary research is a research method that involves using already existing data. Existing data is
summarized and collated to increase the overall effectiveness of research.
Secondary data is collected from the existing excel database of last few years. The primary
elements that worked upon were Petchem job Catalogue, JD booklet, and organization cascade.

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 CHAPTER 4

DATA ANALYSIS &

INTERPRETATION

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 APPROACH

Exploratory Investigating the problem and finding the need of

Research refreshment of Job Description.

Observation done on existing excel database

Secondary i.e. Job description booklet, Job catalogue,
Research Organization Cascade

Analysis & Analysis of collected data, and

Recommendations generated recommendations

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 • Observation on existing Job Description through checks performed on Job family and Job
sub family based on the following four parameters i.e.
1. Truly Generic
2. Degrees of Separation in Responsibilities
3. Undue Similarity
4. Inconsistency

1. TRULY GENERIC
 From job grade B to D there every job text has almost similar responsibilities along with
the skills and competencies and experience.
 Except one responsibility (i.e. price fixation in line with market trends) in head sector 1
/head sector 2/advisor 1/ advisor2, everything is same.
 In Grade H Senior Manager Sales, in Grade I Manager Sales, in Grade J Executive Sales,
all these managers have similar skills and competencies with similar responsibilities.
 In Grade H Senior Manager Regional Sales, in Grade I Manager Regional Sales, in Grade
J Executive Regional Sales, all these managers have similar skills and competencies with
similar responsibilities.
 In Grade F Business Manager Product Management and in Grade G Lead Product
Management, are at different level have similar skills and competencies with similar
responsibilities.
 In Grade F Business Manager Market Management and in Grade G Lead Market
Management, are at different level have similar skills and competencies with similar
responsibilities
 In Grade H Senior Manager Market Management, in Grade I Manager Marketing
Management, have similar skills and competencies with similar responsibilities.
 In Grade H Senior Manager Supply Chain Planning, in Grade I Manager Supply Chain
Planning, have similar skills and competencies with similar responsibilities.
 From B to D, all CEO and COO lie and must have 25+ year of experience.
In Grade E, all Heads lie and must have 15 to 20 year of experience.
In Grade F, Business Managers lie and must be having 13 to 18 year of experience
In Grade G, Lead Managers lie and must be having 10 to 13 year of experience.
In Grade H,Senior managers lie and they must be having 7 to 10 Year of experience.
In Grade I, Managers lie and they must be having 4 to 7 Year of experience
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 In Grade J, Executive managers lie and they must be having 2 to 5 Year of experience
In Grade K, Officers lie and they must be having 0 to 3 Year of experience

2. INCONSISTENCY
 In Grade F Business Manager Sales and in Grade G Lead Sales, are at different level have
similar skills and competencies but their responsibilities are different.
 In Grade K, here Officer Regional Technical Services and Officer Technical Services
requires similar skill set but their responsibilities are different.
 In Grade K, here officer regional supply chain operation and officer supply chain operation
requires similar skill set but their responsibilities are different.
 In Grade F, Business Manager regional Sales and Business Manager Sales have different
responsibilities with similar skill set.
 In Grade H Senior Manager Product Management, in Grade I Manager- Product
Management, in Grade J Executive Product Management, all these managers have similar
skills and competencies but inconsistent in their responsibilities.
 In Grade H Senior Manager Market Development (Conduct Market Study of Sector on
continuous basis), in Grade I Manager- Market Development (Project Write ups with
information on Product Mix, Machinery etc., Monitoring of downstream product pricing
and margins), in Grade J Executive Market Development, all these managers have similar
skills and competencies but inconsistent in their responsibilities.

3. LEVEL SEPARATION

 In Grade D ,here level is same but skills and competencies and responsibilities are different
like head special projects and head logistic operation.
 In Grade G, Lead Supply chain operation and Lead Supply chain planning have the same
level but their responsibilities vary.
 In Grade H, Sr. Manager Sector Logistic Operation and Sr. Manager Segment Logistic
Operation have similar level but duties and responsibilities vary.

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 4. UNDUE SIMILARITY

 In Grade F Business Manager Regional Sales and in Grade G Lead Regional Sales, are at
different level have similar skills and competencies but their responsibilities differ as
business manager having some more responsibility including lead manager responsibility
(like Guide the BD Team for arranging approvals, spec-ins, etc., Critically analyze material
available in the open market, prices, inventories (pipeline and bookings) and suggest
measures to counter and maximize volumes of our grades.)
 Grade I Manager Supply Chain Planning and Grade J Executive supply chain planning
have similar skill and responsibilities but manager is having some more responsibilities
including the responsibilities of Executive manager.

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 CHAPTER 5

OBSERVATION &
FINDINGS

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4.1
Two way comparison between Job Description booklet and Job Catalogue manually .
1. Here first I have referred to the information in the Job description booklet tab consisting
of job grades, job titles, description , skills and responsibities, and experience and
education required and then identified the job family and job sub family and figured
out those Job Text from JD which are not present in Job Catalogue of Petchem
2. And then referred to the information in the Job Catalogue identifying the job family
and job sub family and encountered those Job Texts which do not have Job
Descriptions by comparing and matching both the document.

 Following are the those Job texts in Job Description Booklet which is not
present in Job Catalogue.

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 Following are those Job texts in Job Catalogue which do not have Job Descriptions.

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4.2
Usage of Organization units in our organization cascade.
Organization Cascade : Organizational cascade is a structure used to define a hierarchy within
an organization. It identifies each job, its function and where it reports to within the organization.
By assigning positions to organizational units, you describe your personnel resource requirements
for each area of your organization.
 Here I need to determine the number of positions in a particular organization unit
Organization units – No. of positions
 The primary elements that are used for finding the number of positions is Organization Cascade
and OM of Petchem
 The Organization unit which has zero number of positions should be merged with Organization
unit at a higher level in order to ensure right alignment of KDS with all processes
 The Organization unit which has number of positions 1, 2 and 3 needs to be re-evaluated

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  These are those organization unit in cascade which is having zero
number of positions

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  These are those organization unit in cascade which is having number
of position one

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  These are those organization unit in cascade having number of
position two

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  These are those organization unit in cascade having number of
position three

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 CHAPTER 6

OTHER TASKS
(POLICIES
REVAMPING)

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6.1
Creating a communication pack of policies of organization which will be quick to understand at
a glance for the new joiner
• Following are the policies which I have covered :
 Leave and Working Hour Policy.
 Health Insurance Policy
 Domestic and International Travel Policy
 Other Benefits like Marriage Assistance, Mobile Phone Policy and Vehicle
Travel.

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 • Leave and Working Hour Policy

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  Health Insurance Policy

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  Domestic and International Travel Policy

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  Other Benefits like Marriage Assistance, Mobile Phone Policy and
Vehicle Travel.

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 CHAPTER 7

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 RECOMMENDATIONS
AND
LEARNINGS

7.1 RECOMMENDATIONS

 The Organization unit which has zero number of positions should be merged with
Organization unit at a higher level.
 The Organization unit which has number of positions 1, 2 and 3 needs to be re-
evaluated
 Challenges and objectives should be spelled out in detail because these will be
important in performance reviews
 When writing generic duties for more than one position in a classification, extra care
must be taken to describe the duties.

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7.2 LEARNINGS

 Industry Exposure: Learnt a lot about different HR Processes.

 Practical Learning: Analyzing the data that provided deeper and meaningful
understanding on HR processes ,sales, marketing and technical services work related
issues.
 Application of concepts: Ample opportunity to apply different concepts learned in
various courses.

CHAPTER 8

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 ANNEXURES

8.1 Annexure 1– Organization Cascade

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8.2 Annexure 2– Job Catalogue

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8.3 Annexure 3– Staff Assignment

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8.4 Annexure 4– Staff Assignment

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 Educatio
Experien
Job n
Job Text Job description Skills & Competencies ce
Grade requirem
required
ent
• Trigger and drive Annual Operating Plan by monitoring & periodic evaluation of the business
• Use core technical expertise to drive Plant operations and introduce / create best practices in manufacturing
• Drive organic and inorganic growth
• Build a long-term strategy on Feedstock sourcing
Core Domain Competencies : B. E. / B.
• Facilitate Business groups/ Regions in achieving their targets
Product Knowledge Tech in
• Maintain relationship with all India top 50 customer at 1 to 1 level
End use Sectors Chemical
• Price Fixation in line with market trends
Product Technologies /
• Be the custodian of budgeting and working capital management 25+ years
Polymer
• Identify opportunities in the market where new projects can be initiated. Evaluate them and put them up to RIL Central of
CEO - Role-specific Competencies : / Textile
B Leadership Team for consideration relevant
Petchem Mergers & Acquisition /
• Be closely involved in technical decisions on additives / grade-mix / production planning experien
Global Product Economics Mechanic
• Drive innovation through new & specialized products / grades ce
Budgeting & Working Capital Management al
• Drive the Business Transformation (BT) exercise to be in line with RIL BT initiative for building organization for tomorrow
Customer Knowledge engineer
which is more system based rather individual centric.
International Trade & WTO ing +
• Facilitate filling up of all pillar positions in the sector with competent people. Also, work closely with HR on succession
Decision Making MBA
planning for all critical roles
• Facilitate building up of right tools in line with BT like APO, CRM, NPDI and DSS dashboards
• Safeguard interest of Business through industry affairs, and Anti-Dumping Duty safeguard initiations.

• Trigger and drive Annual Operating Plan by monitoring & periodic evaluation of the business
• Use core technical expertise to drive Plant operations and introduce / create best practices in manufacturing
• Drive organic and inorganic growth
• Build a long-term strategy on Feedstock sourcing
Core Domain Competencies : B. E. / B.
• Facilitate Business groups/ Regions in achieving their targets
Product Knowledge Tech in
• Maintain relationship with all India top 50 customer at 1 to 1 level
End use Sectors Chemical
• Price Fixation in line with market trends
Product Technologies /
• Be the custodian of budgeting and working capital management 25+ years
Polymer
• Identify opportunities in the market where new projects can be initiated. Evaluate them and put them up to RIL Central of
COO - Role-specific Competencies : / Textile
B Leadership Team for consideration relevant
Petchem Mergers & Acquisition /
• Be closely involved in technical decisions on additives / grade-mix / production planning experien
Global Product Economics Mechanic
• Drive innovation through new & specialized products / grades ce
Budgeting & Working Capital Management al
• Drive the Business Transformation (BT) exercise to be in line with RIL BT initiative for building organization for tomorrow
Customer Knowledge engineer
which is more system based rather individual centric.
International Trade & WTO ing +
• Facilitate filling up of all pillar positions in the sector with competent people. Also, work closely with HR on succession
Decision Making MBA
planning for all critical roles
• Facilitate building up of right tools in line with BT like APO, CRM, NPDI and DSS dashboards
• Safeguard interest of Business through industry affairs, and Anti-Dumping Duty safeguard initiations.

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