Internship Report

FORWARDING SHEET

This is to certify that the work in report has been completed by M.

Danish Rizvi under my supervision and is approved for submission
in partial fulfillment of the requirement for the award of
Bachelors degree in BBA.

Date : ___________

_____________________
(Prof. Imam ud Din Khoso)

Internship Report

DECLARATION

I hereby declare that the report on my internship is a result of my

independent investigation except where I have indicated my
independent to other sources. I also declare that this report has
not been submitted for any other degree elsewhere.

Date : ___________

_____________________
(M. Danish Rizvi)

Internship Report

REPORT ACKNOWLEDGEMENT

All praise to the Allah Almighty, the most merciful and superior,
who blessed me with such skills to make this report successfully.
Foremost, I would like to express my sincere gratitude to my
Director, Professor Imam ud Din Khoso for the continuous support
of my bachelors study and research, for his patience, motivation,
enthusiasm, and immense knowledge. His guidance helped me in
all the time of research and writing of this report.
My passionate thanks goes to my family, specially my father for
his cognition, my mother for her support and brother to get me
this thesis done.
Last but not the least, my sincere thanks for my fellow friends for
enlightening me on the research work.

Internship Report

TABLE OF CONTENTS:
Introduction:
5
1.1 Geographic Dispersal:
5
1.2 Power Imbalances and Complex Value chains:
5
1.3 Types of garment workers
6
1.4 Driving Forces & Working Conditions
8
1.5 Reasons Women Choose This Work
9
1.6 Vulnerability to Economic Slowdowns
10
1.7

Infrastructure Issues
11

Electricity. Housing, Transport, Occupational Health and Safety

1.8 Invisibility and Lack of Oversight

12

Policies & Programmes, Voluntary Codes, Home-Based Work

1.9

Organization analysis: Soorty Enterprises

13

1.10 Mission and aim of Soorty Enterprise

14-19
Global Presence, Partnership, Spinning at a glance, closing the loop,
Global recycling standard, Denim at a glance, Garments at a glance,

Centralized Industrial Engineering, Process automation

Internship Report
1.11 REPORT OF INTERNSHIP PROGRMME
19-21

SOORTY ENTERPRISES: Human Resource Department, Recruitment, Safety,

Employee Relations, Compensation and Benefits, Compliance, Training and
Development

Conclusion:
21

Introduction: Garment Workers/Industry

The garment industry is one of the oldest and
largest export industries. The industry exemplifies
the
challenges
associated
with
global
manufacturing: low wages, "flexible" contracts
and sweatshop conditions. Informal garment and
textile workers often experience isolation,
invisibility and lack of power, especially those
who produce from their homes.

1.1Geographic Dispersal:
In the garment sector, production can be dispersed to many locations across
and within countries. In developed countries, this is associated with
outsourcing production to developing countries. In developing countries,
production moves within and between countries in search of cheaper/faster
labour.
One notable shift has been to China, now the worlds factory in many
sectors, including garments. Another shift, especially for the high-end fashion
industry, has been to the periphery of Europe (Albania, Morocco, and Turkey)
and the USAs neighbours (Mexico and Central America).
Transnational companies can move their capital across borders in search of
cheaper labour. Small enterprises and individual workers do not have this
mobility, and must compete in an increasingly insecure and competitive
environment.

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1.2 Power Imbalances and Complex Value Chains:
Modern production and distribution of garments has created a the global
assembly line (Carr, Chen and Tate 2000). Power has shifted from producers
to traders and retailers. Buyers set the terms for what is to be produced, by
whom, where, when, and at what price (McCormick and Schmitz 2001).
Global production and trade are controlled by relatively few corporations.
Large retailers, marketers, and manufacturers set up decentralized
production networks through which they order the goods and supply the
specificationsoften with just a click. Tiered networks of contractors produce
the finished products for foreign buyers.
Garment production in poorer countries offers needed investment and
employment, but there is a competitive requirement for poorer countries to
offer the cheapest workers and the most flexible (unregulated) conditions. In
Thailand, for example, a rising global demand for cheap, labour-intensive
goods spurred regional competition and put pressure on Thailands
manufacturers to cut labour and production costs. Casualization of
employment and subcontracting emerged as a strategy to circumvent labour
laws while cutting labour costs
Fundamental changes such as the rise of giant discounters (low price, high
volume e.g. Walmart) have also fueled changes. The big retailers can place
even greater demands on manufacturers to lower their costs and to produce
and ship goods quickly

1.3 Types of Garment Workers:

There are important differences between workers depending on whether they
are hired by large factories as core or contract workers, hired by small units,
or work under subcontracts from their homes. There are also self-employed
garment makers who produce for local customers or markets.

Homeworkers:
While some garment and textile workers are employed in factories or
workshops, a large proportion are subcontracted homeworkers who carry out
paid work for firms/businesses or their intermediaries, typically on a piecerate basis, within their own homes .Estimates suggest that as much as 60
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per cent of garment production, especially of children and womens clothing,
is done at home in both Asia and Latin America.
Women represent a significant majority of the homeworkers who cut and
stitch garments together for the global apparel trade.

Contract Labour:
Available evidence indicates that the use of contract labour, rather than
employees, in the export garment sector is widespread in a number of
countries, including Bangladesh, India, Pakistan and Turkey. According to
Chan (2013), it occurs in first tier as well as lower tier factories.
Purchasing practices of global garment brands a demand for lower prices,
shorter lead times, and seasonality drive the high and increasing reliance
on contract labour. Chan indicates suppliers also rely on labour contractors
due to:

poor regulation of labour contractors

receipt of financial incentives from labour
contractors

increased access to suitable labour

reduced transaction costs

ability to restrict worker organization and

collective bargaining.

Contract Labour in Global Garment Supply Chains:

In many countries, the garment industry is the largest employer in
manufacturing. However, garment workers are often informally employed
and home-based thus invisible and rarely represented in national statistic.
In Thailand, the garment industry is the largest export industry, accounting
for 60 per cent of total exports (NSO 2012). A survey by the National
Statistics Office found that, among subcontracted workers, about half of nonagricultural home-based employment was related to garments and textiles
(NSO 2007). Thailands Office of Homeworker Protection (OHWP) estimated

Internship Report
there were over 950,000 homeworkers in 2005, the majority women. Home
Net Thailand believes the number could be as high as 2 million.
In Bangladesh the garment industry is the principal export earner for that
country. In the late 1990s, it employed an estimated 350,000 workers in
formal and semi-formal employment, making it the fourth largest employing
sector (Bajaj 1999: 19). Although there are no
estimates on the number of home-based
garment workers, the Bangladesh Home
Workers Association (BHWA) believes there are
millions of home-based garment workers, as
entire rural families are involved in traditional
embroidery work.

Womens Work:
Garment workers around the world, especially those who do the basic
stitching of childrens and womens garments, are predominantly women.
Also, the vast majority of homeworkers are women. According to statistics
in Chen, Sebstad, and O'Connell 1999, women accounted for 87 per cent of
homeworkers in Argentina, Germany and Hong Kong, and over 90 per cent in
Japan and Mexico.
But often, some of the higher-skilled tasks such as cutting are often done by
men. And where products require higher technical skills to produce, women
have been squeezed out of garment manufacture by men, who have more
opportunity to learn the new skills (Carr, Chen and Tate 2000).
Export factories tend to hire young women before they are married or
become pregnant, and let them go once they are.

Migrant Workers:
Many garment factory workers are immigrants or migrants; while once
migration was commonly from rural to urban centres, these workers now
cross borders in search of employment.
In developed countries, many garment workers whether working in
factories or from their homes are immigrant women from Asia or Latin
America. In Los Angeles, USA, most garment factory workers are from Latin
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America and (less so) Asia. In Toronto, Canada, most of the garment workers
are Chinese immigrant women who worked in small factories before the
North America Free Trade Agreement (NAFTA), but now work from their
homes.
In developing countries, notably in China, many garment factory workers
are migrant women from rural areas.

1.4 Driving Forces & Working Conditions:

In 2012, the Informal Economy Monitoring Study, coordinated by WIEGO,
examined the grounded realities of informal workers in several categories,
including home-based workers. In Bangkok (Thailand), Ahmedabad (India),
and Lahore (Pakistan), garment workers were among those who participated
in surveys and focus group discussions. IEMS provides insight into the
realities home-based garment workers face in those cities.

1.5 Reasons Women Choose This Work:

Garment production at home is often one of the few options available to poor
women. In the IEMS study, women in all three cities noted that it was
important to be able to earn income but also be home to carry out other
domestic
duties.
Home-based workers in Bangkok who participated in the IEMS study were
found to be among Bangkoks least educated workers substantially less
educated than the formal workforce but also with less schooling than other
informal workers.
In the IEMS sample in Ahmedabad, garment work was mainly done by Muslim
women (95 per cent) who stated social constraint against going out for work
was a main reason for working from home.

Irregular Work:
Contracting in the garment sector relies on flexible production, which
results in uncertain and often rushed work. Manufacturers underbid each
other for orders from the large retailers, who can demand low-cost
production and just-in-time delivery and who, aided by bar-code technology,
have adopted lean retailing to keep inventory as low as possible .
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Manufacturers reduce risk by giving work orders to their suppliers or
contractors only when they need them, and by moving work around in search
of the best deal. Suppliers and contractors underbid each other to get work
orders, then contract out to their subcontractors when they need them and
so on down the global production chain.
The location of work, the volume and duration of work orders, and length and
terms of employment contracts are all flexible. The workers who produce
garments on this global assembly line tend to be recruited under flexible
contracts: hired during peak seasons and laid off when demand slackens.

Very Low Wages:

Most homeworkers in the garment and textile industry are paid by the piece
(according to how many items they produce), earn very little, and do not
receive overtime pay. Most receive no sick leave or paid vacations.
By hiring homeworkers to do the labour intensive work of assembling
garments and paying them by the piece, these subcontractors keep their
wage costs and overhead low, and minimize the risk of loss associated with
uncertain orders .Subcontracted homeworkers have little power over the
terms and conditions of their work. In Bangkok, 60 per cent of subcontracted
workers in the IEMS study reported that wages were set by the contractor; 51
per cent said they could not bargain.
A study conducted by the Worker Rights Consortium between 2001-2011
across 15 countries found garment workers' wages declined overall.

IEMS findings on earnings confirmed low incomes:

In Ahmedabad, the average monthly turnover (gross earnings, before

deducting any input costs) for the studys garment workers was 2,337
rupees (about US$42). They reported working over 23 hours in the
week preceding the survey.

In Bangkok among self-employed garment workers, the average daily

turnover was 845 baht (approx. US $28) for a seven-hour day.
Subcontracted garment workers, however, worked nine hour days and
received just 264 baht (US $9).
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In Lahore, home-based garment workers had an average monthly

turnover of 10,525 rupees (about US$110) if they worked in the
peripheral areas. However, in central parts of the city where
competition is much higher for the work, turnover was much lower at an
average of 3,315 rupees (less than US$35) per month. The mean daily
working hours for the garment workers were 19 hours/week in the
central parts and 16 hours/week in the peripheral areas.

In addition to low piece rates, homeworkers who have to cover many of the
costs of production, including workplace, equipment, and utilities often are
not paid on time, and sometimes must wait months.

1.6 Vulnerability to Economic Slowdowns:

Home-based garment workers in the IEMS were directly affected by larger
economic trends such as the global recession. In Ahmedabad, for example,
global recession had a significant and lingering impact on the garment
sector.
Many garment workers had no work for months and work volumes remained
low in 2012. Almost half said work orders had decreased over the last year.
Also, there is evidence to suggest that contract labour prevalence in garment
manufacture increased following the global financial crisis in India (both
north and south) and possibly in Bangladesh (Chan 2013).
A HomeNet Thailand study in 2002 found that during the economic crisis in
the late 1990s, which exacerbated declines in the garment industry in many
Asian countries, piece-rate wages and job orders dropped dramatically and
payments were delayed while costs rose (HomeNet 2002).

1.7 Infrastructure Issues:

Electricity:
Electricity shortages and load-shedding have had severe effects on the
livelihoods of home-based garment workers, especially in Pakistan. A
majority of IEMS respondents in Lahore reported that when shortages occur,
they cannot work. Reduced production reduces the ability to meet daily food
requirements, so they must work harder and longer hours when electricity is
available to complete their orders. If they cannot get their orders completed,
the intermediary gives work to others instead. Many workers have shifted to
manual machines, so that they can work in daylight to complete their work.
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Internship Report
In Ahmedabad, too, costly and unreliable electricity caused home-based
garment workers to use manual sewing machines, which produce lowerquality products and are more costly to maintain. Users complained of
resulting pain in their legs, a need for painkillers and rest, as well as
increased noise that disturbs childrens sleep.
Housing:
For home-based garment workers in the IEMS study, small and inadequate
housing was a major problem. A small house hampers productivity as a
worker cannot take bulk work orders as she cannot store raw materials. Work
is
also
interrupted
by
the
competing
needs
Poor quality housing was also problematic. In all three IEMS cities, women
reported that monsoon rains force them to suspend or reduce production.
Equipment, raw materials or finished goods get damaged when roofs leak or
houses flood.
Transport:
Transport issues also emerged as significant for homeworkers in the IEMS
study. Since the women must travel to obtain raw materials and supply
produced goods, increased public transport costs and travel distances impact
the viability of their enterprises. Across the IEMS survey sample, transport
represents around 30 per cent of total expenditures for a home-based
workers enterprise. About one quarter of the sample who spend money on
transport actually operate at a loss.The garment workers who rely on public
transport in Ahmedabad spend an additional 379 rupees US$7) more per
montha significant sum, given their meagre turnover.
Occupational Health and Safety:
Home-based garment works rarely have appropriate protective equipment
and may be unaware of safety measures. Health risks in the garment
industry include repetitive strain, dust from cloth pieces and, in the case of
some dyes, exposure to poisonous chemicals (Laungaramsri 2005). Family
members can be equally at risk of exposure due to shared living and working
space. Garment workers who participated in the IEMS study in both India and
Pakistan said they suffer from backache and eye strain.

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1.8 Invisibility and Lack of Oversight:
Global value-chain analyses often shed little light on the working conditions
of garment and textile workers. The major chains and retailers can be
unaware of how many homeworkers are actually involved in fulfilling their
orders, or may turn a blind eye to the working conditions of this segment of
their workforce (Carr et al. 2000).
Starting in 2008, with the Ethical Trade Initiative in the UK, WIEGO engaged
in a pilot project with a High Street retailer
of fast fashion to analyze the impact of
purchasing
practices
on
working
conditions in one factory in Turkey. The
project involved an analysis of purchasing
practices along the supply chain. It found
evidence that the fashion and garment
industrys structures drive poor working
conditions and cause an increasing
informalization of labour.
Policies & Programmes:
Voluntary Codes: Some apparel retailers have voluntarily adopted ethical
practices that improve conditions for their workers. This can have a positive
effect on the business as well as workers.
Home-Based Work: An international Home Work Convention (C177) was
approved by the International Labour Conference in 1996. C177 calls for
national policies to promote equality of treatment between homeworkers and
other wage earners. It also specifies areas where such equality of treatment
should be promoted, including inclusion in labour force statistics.
Around the globe, home-based worker organizations have advocated for their
national governments to ratify and implement C177. By 2014, only 10
countries had ratified it. Most are European. In 1998, the European
Commission adopted a recommendation calling on all European Union
governments to ratify the convention in 1998
Thailand, with support from WIEGO and other partners, campaigned for more
than a decade to win legislative protection for homeworkers. Both the
Homeworkers Protection Act B.E.2553 and a social protection policy came
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into force in May 2011. The law mandates fair wages including equal pay for
men and women doing the same job be paid to workers who complete work
at home for an industrial enterprise. Organization & Voice. Garment workers,
especially those home-based workers who engage in the lower skilled work
of ready-made garment production, have little if any bargaining power. They
may deal only through an intermediary and have no contact with the main
contractor, and the intermediary may also have little power.
Most garment workers are not organized. Given the competitive pressures
throughout the chain, manufacturers prefer their suppliers to be anti-union.
In export processing zones, garment factories typically do not allow
unionization. And evidence suggests union leaders were among the first to
be let go in East Asias garment industry when the financial crisis hit in the
1990s.
Garment makers need to organize to increase their bargaining power and
with it, their security in this globalized trade. Worldwide, there are examples
of how organizing is improving the situation for these workers.

1.10 Organization analysis:

SOORTY ENTERPRISES:
Soorty began shop in the 1980s, shipping its first export order in 1983. Our
first decade was of slow and steady growth. During this period we cultivated
distinction in assembly line production and created the right systems for
apparel manufacturing. It was under the vision of Soortys Managing
Director, Mr. Shahid Soorty, that Soorty began focusing on denim. In the mid
90s, after extensive travel and research, Mr. Soorty put up one of Pakistans
most complex laundries for denim wet processing, providing Soorty with a
sustainable competitive advantage in this field. In fact, we were the first
company to bring Tonello washers to Pakistan, leading the way for the rest of
the
industry.
From then on, the growth has just
compounded. In 2007, we integrated
backwards and established Soorty Denim.
The culture at Soorty, from the top to the
bottom, is all about denim ever since the
mill was put up. We have developed a
strong passion for denim, and want to
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inculcate this passion for denim in our end consumers. Our dream is to
inspire everyone to love their denim, and for denim to be completely
sustainable.
Our mission statement is that Soorty will be at forefront of creation of denim
fabrics and jeans with a special emphasis on quality, cost and delivery of our
products. We will do this through research, innovation and sharp focus on our
customers expectations, while ensuring a sustainable impact on our People
and our Earth.

Mission and aim of Soorty Enterprise:

Soorty will be at the forefront of the creation of denim fabrics and jeans, with
a special emphasis on quality, cost and delivery of our products. We will do
this through research, innovation and a sharp focus on our customers
expectations, while ensuring a sustainable impact on our Earth and her
people. Its aim is to come up with the most innovative and inspiring ideas
and solutions and to create a benchmark in the local and international
markets.

Global Presence:
BANGLADESH:
Our certified factory in Bangladesh is an environmentally friendly location
that we work to improve every year. As a certified Leed factory, we owe it to
our customers, clients, and the environment to reduce energy and water
usage.

NETHERLANDS:
In 2014, Soorty Enterprises opened a Research, Development and Design
office in Amsterdam; the heart of the European denim scene. Here our
customers can view our latest collections, find inspirational pieces from our
design teams, and discuss their denim needs with our Dutch designers and
developers.

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Internship Report
TURKEY:
In 2016, to further strengthen our product, we have initiated a product
development center in Turkey which will prove to be a driving force in
transferring expertise and knowledge.

Partners with:

SPINNING AT A GLANCE:
o Established in 2011 with a capacity of 60 tons a day.
o State-of-the-art Machinery
o Equipped with state-of-the-art machinery, REITER for back
process and TOYODA for ring frame.
o Product Flexibility
o Yarn counts range from 6/1 to 24/1 and able to process wide range of
fibers including Polyester, Modal, Tencel, Viscose, ProModal, Thermolite
and Cool Max etc.

CLOSING THE LOOP:

Recycling Plant:
A recycling plant is being established that is GRS v 3.0 by Control Union for
fabrics, garments and yarns with a capacity to recycle 2.5 tons of material
per day we are collaborating with collect to process Post-Consumer Waste as
well. The plant has the capability to process different kind of material like
1
2
3
4
5

Spinning waste
Card Fly waste
Yarn cutting waste
Denim waste
Grey waste
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6 Knotting Waste
7 Garment waste
8 Consumer Waste
9 Table Cutting Waste
10 Leftover Pieces

Global recycling standard:

OPEN END SPINNING:

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Internship Report
State of the art open end machinery from Germany and Switzerland will be in
operation for producing authentic denim yarns and fast production.
Production capacity would be 9 tons a day. 25% of its raw material will be

used from our recycling plant.

Denim AT A GLANCE:
Established in 2007 and now has a total capacity of 5.5 million meters of
fabric a month.
State-of-the-art Machinery:
Use
sophisticated
and Europe

and

modern

machinery

from

the

USA

Cost Effectiveness:
Capable
of
producing
to being cost effective
30-35 days.

wider
width
fabrics
that
contributes
and lead-time for producing fabric is

Wide Range of Colors:

Wide
range
of
colors
starting
from
very
light
shades, toppings, bottomings, bromos, and special colors.
SUSTAINABLE PROCESSING:
ECO-FINISHING:
18

to

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Internship Report
As part of our philosophy of continuous improvement, Soorty re-imagined the
use of Monforts Eco-applicator by engineering
it to integrate in the fabric finishing process.

Garments AT A GLANCE:
Established in 1983 and has a capacity to produce 2.5 million denim pieces
per month.
Short Lead Time:
Lead time of 6-8 week for producing garment orders
Large Sampling Infrastructure:
Production of 12000 samples a month.

Centralized Industrial Engineering:

This department derives process innovation and is also
responsible for group level capacity and costing
management.

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PROCESS AUTOMATION:
Soorty prides itself in its ability to continuously innovate, using in-house
resources and home-grown talent.We reward and recognize our employees
involved in the innovations.
Laundry AT A GLANCE:
Established in 1983 and capacity to produce 100,000 pieces per day.
State-of-the-art Machinery:
We have complete Tonello setup for laundry machines.

Renowned Reproducibility:
Our sample and bulk production matches very closely.
High Fashion Washes:
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70% of our production includes high fashion washes.
Industrial Engineering in Laundry:
Minute
based
laundry
planning
and
control.
Only
company
in Pakistan to use IE in dry and wet processing allowing
better capacity management and maximum efficiency.

REPORT OF INTERNSHIP PROGRMME:

SOORTY ENTERPRISES:
HUMAN RESOURCE DEPARTMENT:
An efficiently run human resources department can provide your
organization with structure and the ability to meet business needs through
managing your company's most valuable resources -- its employees. There
are several HR disciplines, or areas, but HR practitioners in each discipline
may perform more than one of the more than six essential functions. In small
businesses without a dedicated HR department, it's possible to achieve the
same level of efficiency and workforce management through outsourcing HR
functions or joining a professional employer organization.

Following are the areas where I have worked and learn from the same.
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Recruitment:
The success of recruiters and employment specialists generally is measured
by the number of positions they fill and the time it takes to fill those
positions. Recruiters who work in-house as opposed to companies that
provide recruiting and staffing services -- play a key role in developing the
employer's workforce. They advertise job postings, source candidates, screen
applicants, conduct preliminary interviews and coordinate hiring efforts with
managers responsible for making the final selection of candidates.
Safety:
Workplace safety is an important factor. Under the Occupational Safety and
Health Act of 1970, employers have an obligation to provide a safe working
environment for employees. One of the main functions of HR is to support
workplace safety training and maintain federally mandated logs for
workplace injury and fatality reporting. In addition, HR safety and risk
specialists often work closely with HR benefits specialists to manage the
company's workers compensation issues.
Employee Relations:
In a unionized work environment, the employee and labor relations functions
of HR may be combined and handled by one specialist or be entirely
separate functions managed by two HR specialists with specific expertise in
each area. Employee relations is the HR discipline concerned with
strengthening the employer-employee relationship through measuring job
satisfaction, employee engagement and resolving workplace conflict. Labor
relations functions may include developing management response to union
organizing campaigns, negotiating collective bargaining agreements and
rendering interpretations of labor union.
Compensation and Benefits:
Like employee and labor relations, the compensation and benefits functions
of HR often can be handled by one HR specialist with dual expertise. On the
compensation side, the HR functions include setting compensation structures
and evaluating competitive pay practices. A comp and benefits specialist
also may negotiate group health coverage rates with insurers and coordinate
activities with the retirement savings fund administrator. Payroll can be a
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component of the compensation and benefits section of HR; however, in
many cases, employers outsource such administrative functions as payroll.

Compliance:
Compliance with labor and employment laws is a critical HR function.
Noncompliance can result in workplace complaints based on unfair
employment practices, unsafe working conditions and general dissatisfaction
with working conditions that can affect productivity and ultimately,
profitability. HR staff must be aware of federal and state employment laws
such as Title VII of the Civil Rights Act, the Fair Labor Standards Act, the
National Labor Relations Act and many other rules and regulations.
Training and Development:
Employers must provide employees with the tools necessary for their
success which, in many cases, means giving new employees extensive
orientation training to help them transition into a new organizational culture.
Many HR departments also provide leadership training and professional
development. Leadership training may be required of newly hired and
promoted supervisors and managers on topics such as performance
management and how to handle employee relations matters at the
department level. Professional development opportunities are for employees
looking for promotional opportunities or employees who want to achieve
personal goals such as finishing a college degree. Programs such as tuition
assistance and tuition reimbursement programs often are within the purview
of the HR training and development area.

Conclusion:
At Soorti enterprise, I have gained a ration of real world experience. Working
in different departments of HR I gained confidence and learnt so many new
things which I didnt had information about.
I knew what HR functions were, but doing and observing them practically
was an amazing experience. While working with Soorti enterprises I have
experienced how organization recruits the process of recruitment and the
legal documentation which are necessary. Safety, employees relation,

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compensation and benefits were also the departments of HR and a lot more
to learn from the organization.
My overall experience was absolutely marvelous, and I believe it will help me
throughout my life because I have made good friends and learnt a lot from
there.

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25