A

PROJECT REPORT

ON

“A STUDY TO UNDERSTAND EMPLOYEE

SATISFACTION ON VARIOUS EMPLOYEE FACILITIES
AND ITS IMPACT ON THEIR PERFORMANCE AT
SIEMENS LTD”

A Summer Internship Project(SIP) done in

HUMAN RESOURCE
Submitted in partial fulfillment of the requirement for the award of degree of
Master of Management Studies (MMS) under the University of Mumbai

Submitted by

MISS POOJA VIJAYSING PATIL

BATCH: 2017-2019

Under the guidance of

PROF. VIKRANT GHARAT

Bharati Vidyapeeth’s
Institute of Management Studies & Research
Navi Mumbai
 (i)
ACKNOWLEDGEMENT

The internship opportunity I had with Siemens was a great chance for learning and
Professional development. Therefore, I consider myself as a very lucky individual as I was
Provided with an opportunity to be a part of it. I am also grateful for having a chance to meet
so many wonderful people and professionals who led me through this internship period.

I express my deepest thanks to Dr. Anjali Kalse, Incharge Director of BVIMSR and Prof.
Vikrant Gharat for giving necessary advice and guidance. It is my radiant sentiment to
have a deepest sense of gratitude to Mr. Ganesh Pitale, Chief Manager – HR of Siemens Ltd.
I would also like to thank Mr. Sameer Ashtekar and all the staff for their
careful and precious guidance which were extremely valuable for my study, both
Theoretically and practically.

I perceive this opportunity as a big milestone in my career development. I will strive to use
gained skills and knowledge in the best possible way, and I will continue to work on the
improvement, in order to attain desired career objectives.

POOJA VIJAYSING PATIL

 (iii)
CERTIFICATE

This is to certify that the Summer Internship Project (SIP) titled “A study to understand
employee satisfaction on various employee facilities and its impact on their performance
at Siemens Ltd” is successfully done by Ms. Pooja Vijyasing Patil, a student of Bharati
Vidyapeeth’s Institute of Management Studies and Research, submitted in partial fulfillment
of Master of Management Studies under the University of Mumbai during the academic
year 2017-2018 from 2nd May to 30thJune 2018 at Siemens Ltd., Kalwa Works.

Date :___________

_____________________ _________________
Prof. Vikrant Gharat Dr. Anjali Kalse
Project Guide I /c Director
BVIMSR BVIMSR
 (iv)
EXECUTIVE SUMMARY
Welfare of employee and his family members is an effective advertising and also a method of
buying the gratitude and loyalty of employees. Employee welfare is a comprehensive term
including various services, benefits and facilities offered by the employer. The basic purpose
of employee welfare is to enrich the life of employees and keep them happy and contented.
Welfare facilities enable workers to have a richer and more satisfying life. It raises the standard
of living of workers by indirectly reducing the burden on their pocket. Welfare means
improving, faring or doing well. It is a comprehensive term, and refers to the physical, mental,
moral and emotional well-being of an individual. Further, the term welfare is a relative concept,
relative in time and space. It therefore, varies from time to time, region to region and from
country to country. Employee welfare is an important aspect in every organisation with some
added incentives which enable the workers to lead a decent life. There are several agencies
involved in the employee welfare work namely the central government, employer’s trade union
and other social service organisation. In order to get the best out of a worker in the matter of
production, working condition is required to be improved to large extent. The work place
should provide reasonable amenities for the worker’s essential need. Today various medical
services like hospital, clinical and dispensary facilities are provided by organizations not only
to the employees but also to their family members. Normally welfare and recreational benefits
includes canteens, housing, transportation, education etc. Some large organizations set up
welfare organizations with a view to provide all types of welfare facilities at one centre and
appointed welfare benefits continuously and effectively to all employees fairly. Siemens Ltd
has recognised that welfare of employees helps in improving quality of life and their family’s
wellbeing directly and indirectly thereby increasing and improving production and
productivity. This task is carried on ceaselessly by involving employees, workers,
representatives and management representative. Welfare facilities provided by this
organization are unique for all the employees. The only difference is that the top level officers
receive some additional facilities along with routine one. With the help of the project an attempt
is made to study the welfare measures provided to employees, what is the procedure, time
required for sanctioning welfare facilities and such other basic policies of the organization. The
study is based on the information collected from respondents through questionnaire. The data
analysed is presented in the form of graph and on the basis of that conclusions are made. At
last the required suggestions are given. After analysing the data it is found that the employees
are satisfied with the welfare facilities provided to them.
 (iv)
TABLE OF CONTENTS
PARTICULARS PAGE NO:
Acknowledgement (i)
Certificate (ii)
Executive Summary (iv)
Table of Contents (v)
Chapter 1: Introduction of the Project 1-4
1.1: Concept of the Study 1
1.2: Objective of the Study 2
1.3: Scope of the study 2
1.4: Literature Review 2

Chapter 2: Introduction to the Industry 5-13

2.1: Overview of the Industry 5
2.2: Major Competitors 10
2.3 Future Trends 12

Chapter3: Introduction to the Company 14-19

3.1:About Siemens 14
3.2: History of Siemens 14
3.3: Mission and Vision 17
3.4: HR Department 18

Chapter 4: Employee Welfare 20-32

4.1 Introduction 20
4.2: Factories Act 1948 20
4.3: Classification 22
4.4: Importance 23
4.5 Advantages and Disadvantages 24
4.6 Features 27
4.7 Employee Welfare in Siemens Ltd 27
Chapter 5: Research Methodology 33
5.1: Research Design 33
5.2: Sources of Data 33
5.3: Data Collection Tools and Techniques 33
5.4: Sample Design 33

Chapter 6: Data Analysis and Interpretation 34-45

Chapter 7 : Conclusion &Suggestions 46-47

7.1: Findings 46
7.2 : Suggestions 46
7.3 : Limitations 47
7.4 : Conclusion 47

Chapter 8 : Learning Experience from the project 48

Annexure 49

Bibliography 51
 CHAPTER 1 : INTRODUCTION TO THE PROJECT

1.1 Concept of the study

Welfare is comfortable living and working conditions”. Employee welfare means the efforts
to make life worth living for workman. “Welfare is comfortable living and working
conditions”. People are the most important asset of an organization, and the accounting
profession has to assess and record the value and cost of people of an organization. Once
this is accepted, the need for measuring the value for recording it in the books of accounts
arises. The value of human assets can be increased substantially by making investment in
their training and welfare activities in the same way as the value of repairs/overhauling, etc.
While the cost on training, development, etc., can be recorded separately and to be within the
eventual, the expenditure on welfare activities can be added to the „investment‟ and the
returns judged. Unlike other assets which have depreciation value has years passes by, value
of human assets appreciates with passing years. The value can depreciate by aging process
which is generally hastened up by worries, unhealthy conditions, etc. once this process is
slowed down, or at least if the employee is made to feel „young in spirits‟ the value of this
asset appreciates considerably. Any investment constitutes the assets of a company and
therefore, any investment for welfare of labour would constitute an extra investment in an
asset. Industrial progress depends on a satisfied labour force and the importance of labour
welfare measures was stressed as early as1931, when the Royal Commission on labour stated
„the benefits which go under this nomenclature, are of great importance to the worker and
which he is unable to secure by himself. The schemes of labour welfare may be regarded as a
“wise investment” which should and usually does bring a profitable return in the form of
greater efficiency.

DEFINITION OF ‘EMPLOYEE WELFARE’

The Oxford Dictionary defines employee Welfare as ‘Efforts to make life worth
living for workmen’. The concept of ‘Labor welfare’ us flexible elastic and differs widely
with time region, industry social values, customers’ degree of industrialization, the general
socio – development of the people and the political ideologies prevailing at a particular
moments.

1
 The International Employee Organization defined Employee Welfare as such
services, facilities and amenities as may be established in or in the vicinity of undertakings to
enable the persons employed in them to perform their work in healthy, congenial
surroundings and provided with amenities conducive to good health and high morale”.
The Encyclopedia of Social Science defines Employee Welfare as “The voluntary
efforts of the employers to establish, within the existing industrial system, working and
sometimes, living and cultural conditions of the employees beyond what is required by law,
the custom of the country and the conditions of the market”.

1.2 Objective of the study:

• To understand the various employee welfare facilities.

• To understand the employee satisfaction towards the welfare facilities.

• To analyze the performance of the employee on the basis of the welfare facilities.

1.3 Scope of the study:

• The scope of this project is to study the employee satisfaction on various employee
welfare facilities and its impact on their performance.

• The present study has been undertaken at Siemens, Kalwa Works.

1.4 Literature Review

Labor welfare has been defined in various ways, though unfortunately no single
definition has found universal acceptance.
“Efforts to make life worth living for worker”“The oxford dictionary”
“The voluntary effort of the employers to establish, within the existing industrial
system, working and sometimes living and cultural conditions of the employees beyond what
is required by law, the customs of the industry and the conditions of the market”

2
Some of the social scientists have noted that the problem of our contemporary civilization are
most marked in highly industrialized societies. It influences on the humans social and
psychological distress’s to avoid the distress. Some of the framers introduced the welfare
programmers and the activities must be necessary to human to make him happy. This welfare
approach has become necessary because of the social problems that have emerged as a result
of industrialization in capitalistic settings. After the abolition of slavery in 1833 the British
colonies started importing Indian labor. Labor welfare activity was largely controlled by
legislation, the earliest act being the Apprentices Act of 1850, the next act was fatal
Accidents Act 1853, provide compensation to the workmen families who lost their lives as a
result of any actionable wrong. And the Merchant Shipping act 1859 providing health,
accommodation and protection to the employment of the seamen. To improving the working
conditions of the labor they enact the workmen’s breach of Contract Act 1859 and the
employers and workmen’s (disputes) Act 1868 which mark the beginning of a series of labor
laws which brought about the improvement in the working conditions of the workers who
works in the Bombay textile mills. The recommendations of the international labor
conference in 1890, held in Berlin, exercise a considerable influence on
labor legislation in India. Under pressure from labor, the Bombay textile mill owners decided
to declare Sunday a day of rest. To make development and implement the mentioned
below, the government of India, on the advice of a special commission, passed the
Indian factories act of 1891, which was a being advance over the act of 1891. Its main
provisions were:1) It applied to all factories employing 50 persons or more. It could he
extended to factories employing 20 persons.2) A mid –day break of half an hour was made
compulsory.3) A weekly off –day was prescribed.4) Women were allowed to work for
maximum of 11 hours with a break of 1 ½hours.5) The lower and higher age limit
of children employed in factories was respectively raised to 9 and 14. They were allowed to
work only in the day –time and for not more the 7hours a day.6) Local governments were
empowered to make rules regarding sanitation and other amenities for workers7) Provision
was made for inspection and penalties for breach of any provision of factory act.
At the time first world war, in1919 International Labor Organization (ILO) was setup. In the
year of 1934 the Royal Commission gave priority to the labors safety, health and ventilation.
At the time of Second World War in 1939 the total number of workers in India
in1,75,000 members. The government actively promoted welfare activities like providing the
minimum wages, crèches, ambulance rooms, canteens etc., started making their appearance
on the industrial sense. After the independence the Factories Act 1947 replaced all the

3
provisions which are i)provisions regarding safety-guarding of machines, ii)Drinking water,
iii)provisions regarding health and cleanliness, iv)washing and latrine facilities, v)lunch
rooms and rest rooms, vi)sitting arrangements, vii)first aid and dispensary facilities, viii)
crèches where more than 50 more women are employed, ix) welfare officer where
more than 500 workmen are employed, x) provision of spittoons, xi) holidays with wages at
the rate of one day for every 20 days worked, xii)weekly hours – 48 for adults and 27 for
younger persons, xiii) regulations regarding young persons, xiv) rate of payment for
overtime work, xv) rest for half an hour maximum of 5 hours of work, xvi) number
of hours work and xvii) weekly holidays. In our country also introduced some of the welfare
amenities had been provided to the industrial labor through the Indian constitution.
Concomitantly labor welfare in India has gained in importance. Employee welfare defines as
“efforts to make life worth living for workmen”. These efforts have their origin either in
some statute formed by the state or in some local custom or in collective agreement or in the
employer’s own initiative

4
 CHAPTER 2 : INTRODUCTION OF THE INDUSTRY

2.1 Overview of the company

The Companies’ Philosophy
“To set the benchmark by being the ‘Best in Class’ in our fields and to create value for our
customers, wealth for our stakeholders and a future for our employees, while giving back
graciously to society, a piece of our success”

Siemens is a global powerhouse in electronics and electrical engineering, operating in the

fields of industry, energy and healthcare as well as providing infrastructure solutions,
primarily for cities and metropolitan areas. For over 165 years, Siemens has stood for
technological excellence, innovation, quality, reliability and internationality. The company is
the world's largest provider of environmental technologies. Around 40 % of its total revenue
stems from green products and solutions. Around 43% of its total revenue stems from green
products and solutions. In fiscal 2013, which ended on September 30, 2013, revenue from
continuing operations total €75.9 billion and income from continuing operations €4.2 billion.
At the end of September 2013, Siemens had around 362,000 employees worldwide on the
basis of continuing operations.

For more than 165 years, the name Siemens has been synonymous with internationality and
worldwide presence.

Siemens is a globally operating technology Company with core activities in the fields of
energy, healthcare, industry, and infrastructure. On a continuing basis, we have around
362,000 employees as of September 30, 2013 and business activities in nearly all countries of
the world and reported consolidated revenue of €75.882 billion in fiscal 2013. We operate in
excess of 290 major production and manufacturing plants worldwide. In addition, we have
office buildings, warehouses, research and development facilities or sales offices in almost
every country in the world.

Siemens group in India is a leading player in electrical and electronics market. The Group
operates in the core business sector of Industry, Energy and Healthcare. It has got a
widespread nationwide network of establishments of 19 legal entities, 35 sales offices, 19
factories, 16800 employees, 400 dealers, 200 system houses, 350 service centers and 1700
5
retailers. The offices and factories are in Chandigarh, New Delhi, Gurgaon, Ahmedabad,
Baroda, Kolkata, Mumbai, Pune, Hyderabad, Bangalore, Chennai, Coimbatore, Goa and
Cochin. Siemens has got a strong financial Base, which is evident from its financial reports.
Siemens Portfolio includes the following three sectors

Industry Energy Healthcare

Industrial Automation Fossil Power Healthcare

Drives Technologies Energy Service Siemens Healthcare

Diagnostics Ltd.

Siemens Hearing
Building Technologies- LV Oil & Gas
Instruments Ltd.

Industry Solutions Power Transmission

Mobility Power Distribution Siemens Building

Renewable Energy

OSRAM

Industry Sector

6
1. Industrial Automation
The spectrum of offerings focus on both discrete and process industries to meet their diverse
automation needs with a comprehensive portfolio of Industrial Automation Systems (AS),
Sensors and Communications (SC) and Control Components (CE).
2. Drive Technologies
The solution consists of numeric controllers, converters, motors and drives, tailored to the
application. Offering include small to large scale applications in Low, as well as Medium
voltage, across the industry spectrum with a complete portfolio of Large Drives (LD), Motion
Control Systems (MC) and Mechanical Drives (MD).
3. Buildings Technologies - Low Voltage (BT-LV)
The offerings extend from standard products to system solutions for low voltage power
distribution and building automation technologies used in residential and commercial
complexes. Its Products, Solutions & Services include Distribution Systems (DS), Global
Components (GC) and Wiring Accessories (WA)
4. Industry Solutions (IS)
It Offers complete techno-economic electrical and automation solutions encompassing
process know-how, project management, engineering, software, installation, commissioning,
after sales services, plant maintenance and training, covering the entire life cycle of a plant.
Its Areas of operations include Metal Technologies (MT), Industrial Technologies (IN) and
Water Technologies (WT).
5. Mobility
It is a complete solution provider of sustainable transportation and logistics systems that
sensibly networks to move people and goods with greater efficiency, safety and
environmental friendliness. Its Products, solutions and services include Rolling Stock and
components for Rail transport, Rail Automation and Signaling, Rail Electrification,
Automated Baggage Handling, Cargo Handling, Postal Automation, Intelligent Traffic
management, Turnkey system for mobility and Maintenance Services
6. Siemens Building Technologies Pvt. Ltd.
It offers solutions covering all aspects of Security, Safety, Building Automation & Integrated
Building Management Systems (IBMS). Provides support right from the conceptual stage,
installation and commissioning of equipment, operations and maintenance of building
management systems throughout its life cycle.

7
7. OSRAM India Pvt. Ltd.
It serves customers in both the consumer and the professional lighting segments of the Indian
market. It offers wide variety of Products, solutions and services like General Lighting
Lamps, Compact Fluorescent (CFL), Fluorescent Lamps (FL), High Intensity Discharge
Lamps (HID), Automotive Lamps, Display / Optic Lighting, Consumer Luminaries, LED
(OS), LED Systems (LS) and LED Luminaries, Electronic Control Gear, Scientific Lamps,
Airfield Lamps and Medical and other applications.

Energy Sector

1. Fossil Power generations

It offers high-efficiency products, solutions and services for fossil-based power generation.
Portfolio extends right from gas and steam turbines via generators to turnkey power plants. It
includes Products, solutions and services like Developing and building fossil power plants,
Power generating components, Steam Turbine based power plants, Gas turbine based power
plants, Instrumentation and Control equipment, IT Solutions including those for process
optimization and efficiency improvement, Electrical Balance of Plant solutions and Process
instrumentation & control systems.
2. Energy Service
It provides services for Compressors, Gas Turbines, Steam Turbines and Generators &
Environmental System and Services. It includes Performance Maintenance including Field
Service, Parts, Overhaul, Repair, Remote Operational Services, Performance Enhancement
Programs like Lifetime Extension, Modernization & Upgrades, Service Programs including
Long Term Program, Operation & Maintenance, Leasing Program, Condition-based
Maintenance, Training & Consulting and Air Pollution Control Technologies including Air
Pollution Control Systems, Environmental Services, Advanced Burner Technologies.
3. Oil and Gas

8
It provides advanced Upstream, Midstream, Downstream products and solutions that are
designed to ensure ultimate performance in all mission critical applications and meet
tomorrow’s technical, economic and environmental challenges. It also includes solutions for
power generation for the industry sector. Products, solutions and services include Steam
Turbines for industry up to 150MW, Gas Turbines for industry up to 50MW, Compressors
and compressor solutions for process industries, Oil & Gas solutions including power supply
systems for upstream, midstream and downstream, Water management, Instrumentation and
Process automation and Life-cycle services.
4. Power transmission
At the forefront of efficient, low-loss and bulk transmission of energy, Siemens offers locally
manufactured products and systems, equipment & services for efficient power transmission
like Turnkey Switchyards up to 800 kV, Air / Gas insulated substations, Flexible AC & DC
transmission systems, Power Transformers, High Voltage Switchgear for all ranges up to
800kV, Instrument Transformers and Services for full range of Transmission equipment.
5. Distribution
It offers a comprehensive and complete range of power distribution solutions for both the
utilities and the industry like Medium Voltage Indoor, Outdoor Switchgear and
Switchboards, Turnkey Power distribution projects, Energy Management Systems Protection,
Substation Automation and Services for full range of Distribution equipment.
6. Renewable Energy
Siemens is a leading innovator and supplier of products and services for renewable energy
projects, across the spectrum of green technologies, in the area of power generation. Its
products, solutions and servicesincludes Energy Solutions, Wind Power, Biomass plants,
Solar, Geothermal, Photovoltaic Inverters and Hydro power - Siemens is a partner in the JV
Voith Siemens Hydro Power Generation.
Healthcare Sector

1. Imaging Therapy

9
Provides entire spectrum of imaging products & systems for diagnosis and therapy, from the
electro-medical arena to IT solutions that optimize workflows in hospitals and private
practices, resulting in higher levels of efficiency Angiography, Fluoroscopy & Radiography,
Computed tomography, Magnetic Resonance Imaging, Molecular Imaging, Oncology Care,
Mammography, Urology Systems and Ultrasound.
2. Siemens Healthcare Diagnostics Ltd.
Siemens offers a broad portfolio of performance-driven diagnostics solutions that provide
more effective ways to assist in the diagnosis, monitoring and management of disease, which
includes Core Laboratory-Automation, Core Laboratory-Chemistry, Core Laboratory -
Haematology, Core Laboratory-Homeostasis, Core Laboratory-Immunoassay systems,
Microbiology, Molecular Diagnostics, Point of Care-Blood Gas and Point of Care-Urinalysis.
3. Siemens Hearing Instruments ltd.
It provides a wide range of discreet, attractive and powerful hearing instruments that are
tailored to the needs of modern, active lifestyles and open up an entirely new world of
hearing for the user. Its Products, Solutions & Services include Business solutions for
Hearing Care Professionals, Digital Hearing Instruments with wireless connectivity,
Paediatric fitting and support, Audio logical test systems and Accessories.
In India Manufacturing is a fast growing Industry.

2.2 MAJOR COMPETITORS

• BHEL(Bharat Heavy Electricals Limited)

BHEL is engaged in the design, engineering,

manufacturing, construction, testing,
commissioning and servicing of a wide range of
products, systems and services for the core sectors
of the economy, viz. power, transmission,
industry, transportation, renewable energy, oil & gas and defense.

10
• ABB India

ABB is a Swedish-Swiss multinational

corporation operating mainly in robotics, power,
heavy electrical equipments and automation
technology areas.

• Crompton Greaves

Crompton Greaves is an Indian multinational

company engaged in design, manufacturing and
marketing of products related to power generation,
transmission, and distribution based in Mumbai

• Alstom T&D India

Alstom T&D (Now, GE) is a leading energy

playerin the country with strong capabilities in
engineering, manufacturing, project management
and supply of products and solutions for
power generation and transmission infrastructure
requirements.

• Kirloskar Electric

Kirloskar Electric Company Ltd. is one of the

leading Indian electrical engineering companies.
Kirolskar Electric was the catalyst for
industrialization in India leading Indian electrical
engineering companies.

11
2.3 FUTURE TRENDS
Looking ahead, there are several forces that will shape the way business is done in the
coming years in Siemens. 10 of them are the most important ones in impacting different
sectors and services:
1. Climate Change – Changes to the climate (and its consequences to temperature,
rainfall, icecaps and sea level) may impact business dependent on natural resources.
2. Energy & Fuel – Fossil fuel markets are set to become more volatile and
unpredictable because of higher global energy demand.
3. Material Resource Scarcity – Due to increasing demand, some natural resources (eg.
minerals, oil, etc.) will become more scarce. This may impact prices and availability
but can create opportunities for development for alternate solutions.
4. Water Scarcity – Depleting water reserves are already affecting 4 billion people in the
world. This can have a considerable impact on Siemens but creates an opportunity for
developing solutions that require less.
5. Population Growth – The population is expected to reach 9 billion people in the world
by 2050. This will increase the market for most companies, but also increase the
challenge of efficient use of resources and creation of solutions for Siemens for
enabling a good lifestyle in an overpopulated world.
6. Wealth – A shift in wealth to emerging markets will mean the adaption to different
cultures and different demands from customers.
7. Urbanization – Population moving to cities and leaving the rural areas is
Urbanization. It creates issues in big cities that are the key hub for certain countries,
mostly in developing countries.
8. Food Security – Increasing population combined with climate change and water
scarcity will increase the pressure in agricultural production and may be a risk for
food security.
9. Deforestation – Non-sustainable use of forests are leading to high levels of
deforestation impacting natural species and climate regulation.
10. Ecosystem Decline – Climate change and overuse will impact ecosystems, creating
issues related to species extinction and changes to ecosystem services (eg. rainfall).

Each of these trends creates risks and opportunities on which Siemens can work together. The
main risks related to scarcity leading to higher costs and regulation regarding the use of

12
natural resources, energy, fuel and water which may have a considerable impact into the
business. But these risks also provide Siemens with a big opportunity to work together to
help each other and to develop solutions that are more efficient and help their customers to be
better equipped to deal with the challenges of the future. These challenges will also be one of
the greatest sources of future business success.

13
 CHAPTER 3 : INTRODUCTION TO COMPANY
The History of Siemens

From Workshop to Global Player

From a small back building workshop in Berlin to a global firm - there are few industrial
corporations that can look back on such a long history of success

• Company founding

Thirty-one-year-old Werner von Siemens and university mechanical engineer Johann Georg
Halske establish the „Telegraphen-Bauanstalt von Siemens &Halske“ (Telegraph
Construction Company of Siemens &Halske) to manufacture his pointer telegraph. The ten-
man company beings operation on October 12, 1847, in a back building in Berlin. For
decades, the majority of total sales is earned by the production of electrical telegraphs.

• First foreign subsidiary

Starting in 1853, Siemens &Halske began expanding the Russian telegraph network.
At the end of the expansion phase the line network extends from Finland to Crimea -
and the Russian business has developed into the main pillar of the entire corporation.
In 1855, Siemens &Halske established its first foreign subsidiary in St. Petersburg,
headed by Carl von Siemens, the brother of the company founder

• Indo-European Telegraph Line

After only two years of construction, Siemens begins operation of the Indo-European
Telegraph Line in 1870: From then on, a message can arrive from London to Calcutta,

14
 capital of the crown colony of India, in only 28 minutes instead of 30 day. The
construction and operation of the Indo Line is spectacular - and so it’s the laying of
the first direct transatlantic telegraph cable in 1874/75

• Berlin-Siemensstadt

With the aim of securing its expansion at its traditional location, Siemens &Halske
acquires a virtually uninhabited piece of land northwest of Berlin in 1897. Gradually,
all operating activities are concentrated at this location. In addition, Siemens builds
factory housing and promotes the creation of a communal infrastructure. By 1914, a
completely new city district has been created - „Siemensstadt

• New corporate structure

Following the alignment of the portfolio with the themes of demographics,

urbanization, and environmental and climate protection, the operation business is
divided at the start of 2008 into three Sectors: Industry, Energy and Healthcare. The
Managing Board is adapted to match the new structure and at the same time is
reduced from eleven to eight members. With the new organization, Siemens becomes
less complex and easier to understand.

• Founding of the Infrastructure & Cities Sector

More than 7 billion people inhabit the earth in the year 2011, half of them in cities. A
trend that is rising with the newly-founded Infrastructure & Cities Sector, Siemens is
finding the right answers to the challenges of an increasingly urbanized and global
world. 87,000 employees around the globe develop sustainable solutions in the areas
of environmental protection, mobility and energy-saving for cities and their
infrastructures – always with the objective of making them more competitive and
environmentally-friendly.

15
Siemens in India has a history dating back to 1867 when our founder Werner von Siemens
took a bold decision to build a telegraph line from London to Kolkata. This happened within
20 years of the company’s foundation in 1847.

The line, stretching for 11,000 kilometres, was one of the fastest and most reliable telegraph
links in the world, and passed through four different sovereign territories and the Black Sea.
The line was completed in 1870, overcoming financial, technical and logistical challenges. A
message could be transmitted in 28 minutes instead of the 30 days that mail took between
India and England.

Siemens set up a branch in India as early as 1922, in Mumbai and Kolkata. Though the
company’s assets were confiscated during World War II as enemy property forcing it to shut
operations, Siemens re-entered India after the war. It started operations as the “Siemens
Division” of “Protos Engineering", a local contracting company. Siemens was engaged in
sales and service (mostly repair and assembly) of our own brand of switchgear and
switchboards. Its first workshop was located under the bridge of, what is today, the
Mahalaxmi Railway Station in Mumbai.

In 1957, Siemens was incorporated as a company under the Indian Companies Act as
Siemens Engineering & Manufacturing Co. of India Pvt. Ltd. In 1961, Siemens became a
public limited company with restricted external shareholding and was listed in the Bombay
Stock Exchange a decade later.

A factory was set up in 1957 in Worli to manufacture switchboards and another was set up in
1959 for medical equipment. Production of motors commenced at Kalwa in 1966 and another
switchboard factory was set up in Nashik in 1981.

Today, Siemens in India has a sales and service network that spans across the entire country,
23 manufacturing plants, eight canters of competence and 11 R&D canters.

The Siemens group in India comprises 11 legal entities (as of March 2013). In the past few
years, Siemens Ltd. has amalgamated into itself numerous group companies while divesting
its stake in some others.

16
The history of Siemens KW is explained in the following diagram –

HR Functions:

Manpower
Planning
Statutory
Recruitment
Compliance

Separation
Induction

HR
Employee
Training
Engagement

Compensatio
Talent
n
Management
& Benefits
PMS

Mission and Vision:

Mission –
“We make real what matters, by setting the benchmark in the way we electrify, automate and
digitalize the world around us. Ingenuity drives us and what we create is yours. Together we
deliver.”

Vision –
Siemens is aiming to capture and maintain leading market and technology positions in all the
businesses in order to achieve sustainable profitable growth and, thus, continually increase
the company value. Vision 2020 is paving the way to a successful future. And to make it
happen, Siemens focuses on the following topics:

A clear mission:

17
A mission expresses a company’s self-understanding and defines its aspirations. “We make
real what matters.” That’s an aspiration. That’s what Siemens stands for. That’s what sets it
apart. A reflection of the strong brand, it’s the mission that inspires Siemens to succeed.
A lived ownership culture:
One engine of sustainable business is Siemens ownership culture, in which every employee
takes personal responsibility for the Company’s success. “Always act as if it were your own
Company” – this maxim applies to everyone at Siemens, from a Board member to a trainee.
A consistent strategy:
With the positioning along the electrification value chain, Siemens extends from power
generation to power transmission, power distribution and smart grid to the efficient
application of electrical energy. And with the outstanding strengths in automation, Siemens is
well equipped for the future and the age of digitalization. Vision 2020 defines an
entrepreneurial concept that will enable the Company to consistently occupy attractive
growth fields, sustainably strengthen the core business and outpace its competitors in
efficiency and performance. It’s the path to long-term success.

Human resource department:

Human Resource Department usually centers an effort to create a sufficient understanding
between employees, workers and officers. Builds a strong corporate image between its
employees. In Siemens Human Resource Department is a platform that deals with all the
Siemens in India.

Different Departments in Siemens KWHR:

Kalwa Work’s complex at Kalwa founded in 1964 for switchboard, switchgear and motor
factories and was further expanded in 1973-75 period. The plant basically has four units,
namely

▪ Switch gear
▪ Switch board
▪ Motors
▪ Transformers

18
Products, services & contribution:
Siemens offers a wide range of electrical engineering- and electronics-related products and
services. Its products can be broadly divided into the following categ9ories: buildings-related
products; drives, automation and industrial plant-related products; energy-related products;
lighting; medical products; and transportation and logistics-related products.

• Siemens buildings-related products include building-automation equipment and

systems; building-operations equipment and systems; building fire-safety equipment
and systems; building-security equipment and systems; and low-voltage switchgear
including circuit protection and distribution products.
• Siemens drives, automation and industrial plant-related products include motors and
drives for conveyor belts; pumps and compressors; heavy duty motors and drives for
rolling steel mills; compressors for oil and gas pipelines; mechanical components
including gears for wind turbines and cement mills; automation equipment and
systems and controls for production machinery and machine tools; and industrial plant
for water processing and raw material processing.
• Siemens energy-related products include gas and steam turbines; generators;
compressors; on- and offshore wind turbines; high-voltage transmission products;
power transformers; high-voltage switching products and systems; alternating and
direct current transmission systems; medium-voltage components and systems; and
power automation products
• Siemens OSRAM subsidiary produces lighting products including incandescent,
halogen, compact fluorescent, fluorescent, high-intensity discharge and Xenon lamps;
opto-electronic semiconductor light sources such as light emitting diodes (LEDs),
organic LEDs, high power laser diodes, LED systems and LED luminaries; electronic
equipment including electronic ballasts; lighting control and management systems;
and related precision components
• Siemens medical products include clinical information technology systems; hearing
instruments; in-vitro diagnostics equipment; imaging equipment including
angiography, computed tomography, fluoroscopy, magnetic resonance,
mammography, molecular imaging ultrasound, and x-ray equipment; and radiation
oncology and particle therapy equipment As of 2015, Siemens finalized the sale of its
hearing-aid (hearing instruments) business to Sivantos.

19
 CHAPTER 4 : EMPLOYEE WELFARE

4.1 Introduction:

Employee welfare work aims at providing such service facilities and amenities which enable
the workers employed in an organization to perform their work in healthy congenial
surrounding conductive to good health and high morale. Employee welfare is a
comprehensive term including various services, benefits and facilities offered by the
employer. Through such generous fringe benefits the employer makes life worth living for
employees. The welfare amenities are extended in additional to normal wages and other
economic rewards available to employees as per the legal provisions. Welfare measures may
also be provided by the government, trade unions and nongovernment agencies in addition to
the employer. “International Labor Organization efforts to make life worth living for
workers” According to the Oxford dictionary “Welfare is fundamentally an attitude of mind
on the part of management influencing the method by which management activities are
undertaken

4.2 Factories Act, 1948 :

“Factory” means any premises including the precincts thereof –
i. Whereon ten or more workers are working, or were working on any day of the
preceding 12 months, and in any part of which a manufacturing process is being
carried on with the aid of power, or is ordinally so carried on, or
ii. Whereon twenty or more workers are working, or were working on any day of the
preceding 12 months, and in any part of which a manufacturing, process is being
carried on without the aid of power or is ordinally so carried on, but does not include
a subject to the operation of the Mines Act,1952, or a railway running shed.

“Worker” means a person employed, directly or through any agency, whether for
wages or not, in any manufacturing process, or in cleaning any part of the machinery
or premises used for a manufacturing process, or on any other kind or work incidental
to, or connected with, the manufacturing process, or the subject of the manufacturing
process.

20
The Factories Act, 1948 consists of the following provisions as follows :
➢ Washing facilities (Section 42 )
➢ Facilities for storing and drying clothing (Section 33)
➢ Facilities for sitting (Section 44 )
➢ First aid and Ambulance Room (Section 45 )
➢ Canteens (Section 46 )
➢ Shelters, Rest room and Lunch rooms (Section 47)
➢ Creches (Section 48 )

• Washing Facilities : In every factory adequate and suitable facilities for

washing shall be provided and maintained for the use of the workers therein.
Such facilities shall include soap and nail brushes or other suitable means of
cleaning and the facilities shall be conveniently accessible and shall be kept in
a clean and orderly condition.
If female workers are employed, separate facilities shall be provided ad so
enclosed or screened that the interior are not visible from any place where
persons of the other sex work or pass.
• Facilities for storing and drying clothing : In the case of certain dangerous
operations, e.g. lead processes, liming and tanning of raw hides and skins, etc.
suitable places for keeping clothing not worn during working hours and for
the drying of wet clothing shall be provided and maintained.
• Facilities for sitting : In every factory suitable arrangement for sitting shall
be provided and maintained for all workers obliged to work in a standing
position in order that they may take advantage of any opportunities for rest
which may occur in the course of their work.
• First-Aid and Ambulance Room : There shall in every factory be provided
and maintained so as be readily accessible during all working hours first-aid
boxes or cupboards equipped with the prescribed contents. Each first-aid box
or cupboard shall be kept in the charge of a separate responsible person who
is trained in first-aid treatment and who shall always be available during the
working hours of the factory.
In every factory wherein more than 500 workers are employed they shall be
ided and maintained an ambulance room of the prescribed size and containing
the prescribed equipment. The ambulance room shall be in charge of a

21
 qualified medical practitioner assisted by at least one qualified nurse and such
other staff as may be prescribed.
• Canteen: In specified factories wherein more than 250 workers are ordinally
employed, a canteen or canteens shall be provided and maintained by the
occupier for the use of the workers. Food, drink and other items served in the
canteen shall be appointed by the Manager and shall consist of an equal
number of persons nominated by the occupier and elected by the workers.
• Shelters, Rest room and Lunch Room : In every factory wherein more than
150 workers are ordinally employed, adequate and suitable shelters or rest
room and suitable lunch rooms, with provision for drinking water, where
workers can eat meals brought by them shall be provided and maintained for
use of the workers.
• Creche : In every factory wherein more than 50 women workers are ordianlly
employed, there shall be provided and maintained a suitable room or rooms
for the use for children under the age of six years of such women. The crèches
shall be frequently furnished and equipped and in particular there shall be one
suitable cot or a cradle with necessary bedding for each child, at least chair or
equivalent seating accommodation for the use of mother while she is feeding
or attending her child and a sufficient provision of suitable toys for older
children.

4.3 Classification of Employee welfare: -

The classification of employee welfare is based on dividing industrial welfare into3 categories,
which are as follows :
• Statutory
• Non-statutory/ Voluntary
• Mutual

Statutory: -
Statutory facilities to those provisions which redressed from the concessive power of
government. The government exacts legislation regarding working and laying conditions,

22
minimum wages, safety and security such statutory provisions are gradually increasing along
with industrial development
.
Voluntary :-
A voluntary facility refers to those activities which are undertaken by the employees for their
workers. They primarily oriented to democractic value system. Such welfare activities can
increase the efficiency of workers and reduce the chance of conflict between the employer
and employees.

Mutual :-
A mutual facility refers to those activities, which are initiated by workers for their betterment
in suitable manner. For instance unions undertake certain welfare activities for social and
economic betterment of their members.

4.4 IMPORTANCE OF EMPLOYEE WELFARE :

Employee welfare raises the company’s expenses but if it is done correctly, it has huge
benefits for both employer and employee. Under the principles of employee welfare, if an
employee feels that the management is concerned and cares for him/her as a person and not
just as another employee, he/she will be more committed to his/her work. Other forms of
welfare will aid the employee of financial burdens while welfare activities break the
monotony of work.

An employee who feels appreciated will be more fulfilled, satisfied and more productive.
This will not only lead to higher productivity but also satisfied customers and hence
profitability for the company. A satisfied employee will also not go looking for other job
opportunities and hence an employer will get to keep the best talents and record lower
employee turnover.

During employment, the offered benefits will determine whether an employee commits to an
organization or not. As such, good employee welfare enables a company to compete
favorably with other employers for the recruitment and retention of quality personnel.

23
4.5 ADVANTAGES AND DISADVANTAGES OF EMPLOYEE
WELFARE
Employee welfare includes the schemes that benefit the employees working in the company.
Although it is a costly procedure for the companies yet it is needed as it helps in the overall
development of the employees. The advantages and disadvantages of Employee Welfare
schemes are as follows:

1. High efficiency:
The employee welfare schemes act as a morale booster. When the employees get an
appreciation for what they do, it helps in increasing the work efficiency of the employees.
When the work is done lauded by the organization, it proves lucrative to both the company as
well as the employees. If the work done by the employees is not appreciated, the output
might not come as expected. So, it is essential to have employee welfare schemes.

2. Boost the morale of employees:

The employees work only when they are motivated to work. If the company wishes to get
100% output, then it is the company which has to put in little efforts to encourage the
employees. No one else would deliver the expected results. So, in order to boost the morale
of the employees, it is essential to offer employee welfare measures.

3. To build a competitive edge:

Competition is must if the company wants employees to work well. In order to form a
competitive environment in the office, it must provide employees with opportunities. The
competitive edge in the work environment can only help in getting the required work from
the employees. So, if the healthy work environment or the healthy competition is required
within the organization, it is vital to provide employees with welfare schemes.

4. To get timely result:

If the companies want the employees to give the result on time or deliver the work in time,
there needs to be some extra effort by the company so as to encourage the employees to give
timely work. This can be done only when the employees are encouraged apart from praising
their work and given some welfare schemes. If the extra work is expected from the

24
employees, they should also be given extra benefits by the company. Only then the timely
results could be expected by the company.

5. Social benefits:

The employees also get various social benefits which are advantageous to the company also.
The social benefits increase the productivity, production as well as the work efficiency of the
employees. The good work by the employees also helps in increasing of the remuneration.
Finally, this helps in increasing the standard of the employees which is appreciated and
accepted by everyone, indeed.

6. Invites more employees:

The employee welfare schemes invite more employees within an organization. This is one of
the good ways of recruiting employees. If your company has less staff then these schemes are
enough to invite more employees within the company. More the employees, more will be the
vacancies filled and the work will be done in proper order. Ultimately, it will benefit the
company only. The work will be executed in the proper order so, for this reason it is essential
to initiate various employee welfare activities schemes in the company.

7. Helps in overall growth of the employee:

The schemes are a motivating factor to the employees and it helps in the overall growth of the
employees. Both the common organizational goal and the personal goals are easily achieved
by the employees, which benefits not just the company but also the members working in the
company.

8. Retains more employees for more time period:

The companies train employees to get good results. But if the employees leave the company
early, it affects not just the employees but also the company. So, the company has to get
some schemes to retain the employees for a longer time period and that is only possible with
the employee welfare programs. The employees would not even think of leaving the
company if they will get the required share of appreciation. So, it is better to give employees
the welfare schemes.

25
So, above are some of the advantages of welfare programs. The benefits of employee welfare
measures are more, direct to the employees than the company. However, it is important for
the company to generate various employee welfare schemes. For every company to retain the
employees, it has to bring forward various schemes.

DISADVANTAGES OF EMPLOYEE WELFARE:

As every coin has two sides, similarly the employee welfare too has its advantages and
disadvantages. Some of the disadvantages of employee welfare are as follows:

1. The welfare schemes become the driving force to work:

Neither the money nor the schemes should be the driving force to work for the employees.
The employees must be motivated through the work done by others. A competitive
environment should be the driving force for the employees to work. Only then, the expected
work can be delivered by the employees.

2. The Financial burden for the company:

The company gets burdened financially as more the employees, more the budget will be
required by the company to equally distribute the schemes among the employees working
within an organization. So, in order to equally distribute the schemes among the employees, it
is essential for the company to have proper a financial budget in order to provide employees
with the required schemes.

3. To maintain a competitive edge in the market:

In order to remain in the market and to keep oneself in the edge, it is essential to keep good
employee welfare policy so as to attract maximum skilled employees within the organization.
Every company needs skill1ed workers to work so that they get better output. In order to do
the same, the company will have to have an edge over the welfare schemes too.

4. Outshines all the old schemes of the company:

All the other schemes of the companies get outdated. Other here means the older schemes,
does not exist anywhere. When the other competitive companies give the employees great
and newly developed schemes, the present schemes seems a big failure due to which the
26
 other companies has to get the similar beneficial schemes. So, this kind of burden also kills
the companies at large.

5. Fear of employees leaving the organization:

If the company fails to provide the employees with great schemes, the employees may choose
to leave the organization. So, to prevent the employees running out, the company needs to
bring novel schemes and services for the employees.

These are some of the disadvantages of having an employee welfare objectives. The
schemes, however, helps the employees more than the companies. This is because whatever
is the scheme bought by the company, has to be funded by the company itself. So, this is the
reason why the employee welfare schemes are a great disadvantage too.

4.6 FEATURES OF EMPLOYEE WELFARE

1. Employee welfare includes various facilities services and amenities provided to employees
for improving their health, efficiency, economics betterment and social status.
2. Welfare measures are in addition to regular wages and other economic benefits available to
employees due to legal provisions and collective bargaining.
3. Lab our welfare measures are flexible and ever – changing new welfare measures are added
to the existing ones form time to time.
4. Welfare measures may be introduced by the Employers, Government, and Employees or by
any Social or charitable agency.
5. The purpose of lab welfare is to bring about the development of the whole personality of the
worker to make him a good worker and a good citizen.

4.7 EMLOYEE WELFARE IN SIEMENS LTD

Welfare activities provided by Siemens are as follows :

CAREER COUNSELING

Employers use career counselors not only as a cost saving measure, but more importantly, to
‘do the right thing’ for both the employees and the organization. The benefits of having
career counselors in-house may include:
27
- increase in employee productivity and supervisory effectiveness
- retention of valued employees
- less time spent managing poor performers
- increased quality in employee performance
- improved employee morale
- resource base for professional, experienced facilitators of training and staff development
programs

CAREER GUIDANCE PROGRAM

Career Guidance Program is a comprehensive, developmental program designed to assist the

children of the employees in making and implementing informed educational and
occupational choices. A career guidance program develops an individual's competencies in
self-knowledge, educational and occupational exploration, and career planning. In Siemens,
the employees’ children are benefitted with the career guidance program at Kalwa works
wherein all the Siemens employees working all around Maharashtra are invited with their
families. This program takes place in the children’s summer vacation every year.

TECHNICAL ACADEMY

Siemens has a technical Academy named as SITRAIN (Siemens Training). At SITRAIN, the
officials are committed to provide training to Siemens customers, channel partners,
employees as well as students in educational institutes. The training sessions include
automation training, drive training, switchgear training, etc.

ONE-TO-ONE HELP NET

Siemens also provides a one-to-one help to its employees on call. This help can be
psychological, educational, career oriented, etc. Siemens helps in understanding the
employees’ personal dilemmas. These dilemmas may include family problems, mental stress,
career failure, etc. These problems of the employees are kept confidential to one another.

28
Hence the employees feel free to express their issues. At serious levels, the help is provided
on a face-to-face basis.

FIRST AID

First aid is the assistance given to any person suffering a sudden illness or injury, with care
provided to preserve life, prevent the condition from worsening, or to promote recovery.
Even Siemens has the first aid facility for all its employees and workmen. They have an
infirmary where the ailed employees are given medications or treatments. The doctors are
well qualified along with their staff. A lady doctor comes to the infirmary once in a week to
treat the female employees.

PART TIME WORKING SCHEME

The part time working scheme is applicable to all the permanent employees of the company.
This scheme allows the employees to work for four hours in a day for which they are paid
half of their average monthly salary.

The company also provides CSR leave i.e. Voluntary leave which is provided to permanent
employees wherein they cantake seven days leave in a year for social cause.

SAHAYATA
In case of demise of any employee, all Siemens employees contribute Rs100 each. The
amount collected from the individuals is doubled by the parent company and is contributed to
the family of the employee.

FIT FOR LIFE

Fit for Life is a health related program. This program is conducted by various experts which
are specialized in their fields like yoga, exercise, dietary plans, etc. The sessions are
conducted once in a week for three months.

29
STAR REWARD

The Star Reward is awarded to employees after the completion of their tenure. Moreover, the
employees are given the following benefits based on the star reward system.

No. of Completed Benefits for Workers Benefits for Employees

Years
5 years Rs10000 cash Vouchers and Cards for
Entertainment
10 years Rs20000 cash Vouchers and Cards for
Entertainment
15 years Rs30000 cash Vouchers and Cards for
Entertainment
20 years Rs40000 cash Vouchers and Cards for
Entertainment

CRECHE POLICY

To have a smooth transition for the female employees post maternity and help them balance
between parenting and career without compromising on the Child’s development and
nourishment. The benefits of the Creche facility will be applicable for all permanent
employees. This facility will be available in selected locations considering the female
employee count is more than 50.

Transport : Mothers are allowed to use the company transport facility along with the children
their presence. Subsidized rates will be applicable only to the first 2 children.

CHILD CARE LEAVE

The policy aims at creating conducive environment for women employees to manage their
work-life both during and post their motherhood. This will ensure that they can take care of

30
themselves and child during this crucial phase of their lives and making it easier for women
to return to work seamlessly. The benefits of the childcare leave policy will be available to all
permanent female employees.

PATERNITY LEAVE

Paternity leave is designed to help male employees take time off to support his family during
the birth of his child.

Entitlement : Seven working days

Eligibility : Permanent male employees

PART TIME EDUCATION POLICY

To encourage and support our employees to pursue higher professional courses while they are
employed that will assist in enhancing their performance. The education policy is applicable
to all the permanent employees of the company, who have completed two years of service
with the organization. The professional courses should be in alignment with business needs.
The policy is limited to professional courses taken up in India and should be of duration
ranging from six months up to four years.

SABBATICAL LEAVE POLICY

To support employees maintain a healthy balance between work and their private lives. The
sabbatical leave policy is applicable to all permanent employees of the company, who have
completed five years of service with the company. Employee should have a minimum
performance rating. Sabbatical leave can be availed by employees for compelling reasons
such as caring for family members including an ailing parent. Employees can also avail this
leave to pursue personal interest. Employees can utilize the sabbatical leave benefit only once
during their employment with the company.

31
LONG SERVICE REWARD

To recognize the employees long service with company. The long service award is applicable
to all the permanent employees who completes of 25/40 years of service with the Company.
While computing the year of service, at the time of separation, in excess of six months will be
rounded off to next higher year. Less than or equal to 6 months will be ignored.

No. of Completed Benefits for Workers Benefits for Employees

Years
25 years (Silver 2 basic and Dearness Allowance 2 basic
Jubliee)
40 years (Golden 3 basic and Dearness allowance 3 basic
Jubliee)

MEDICLAIM POLICY

The mediclaim policy is applicable to the permanent employees and learners who are
appointed on the permanent basis. Bajaj Alliance has a tie up with Siemens for the mediclaim
benefits of the employees. The mediclaim policy follows their official year from 1st
December to 30th November. The entire cost is funded by the company. Considering the
flexibility, mediclaims are covered from the day of joining of the employees.
For permanent employees, the minimum amount for mediclaim benefits is Rs 2 lakhs.
These employees are benefitted along with their family members i.e. spouse and two
children. For the direct contract employees the minimum benefit is Rs 1 lakh. Here only the
employee is benefitted by the policy and not the family.
The corporate mediclaim policy is applicable to parents and parents-in-law of the
employees. It is a voluntary policy, i.e. it can be opted on the employees’ choice. It comes
with two options – floater and non-floater. Floater option benefits the employee to the
amount of Rs 2 Lakhs, Rs 4 Lakhs, Rs 6 Lakhs or Rs 8 Lakhs. For the non-floater option, the
benefits amount to Rs 1 Lakh to 6 Lakhs. There is a lock-in period of four years wherein the
employee is supposed to continue to pay the premium upto four years even if he/she chooses
to discontinue the policy.

32
CHAPTER 5 : RESEARCH METHODOLOGY
5.1 RESEARCH :
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. The scope of research
methodology is wider than that of research methods. This chapter states the Methodology
adapted for the study by the researcher. It includes Title, significance of the study, statement
of the problem, aims and objectives, research hypothesis, research design, tools for data
collection, statistical testing, definitions, limitation of the study, chapters of the study.

5.2 RESEARCH DESIGN

Research design is the conceptual structure within which research is conducted; it constitutes
the blueprint for the collection, measurement and analysis of data. The type of research
design used in the project was Descriptive research because it helps to describe a particular
situation prevailing within a company. Careful design of the descriptive studies was
necessary to ensure the complete interpretation of the situation and to ensure minimum bias
in the collection of data.

5.3 SOURCES OF DATA

Both the Primary and Secondary data collection method were used in the project. First time
collected data are referred to as primary data. In this research the primary data was collected
by means of a Structured Questionnaire the questionnaire consisted of a number of questions
in printed form. It had both open-end closed end questions in it. Data which has already gone
through the process of analysis or were used by someone else earlier is referred to secondary
data. This type of data was collected from the books, journals, company records etc.

5.4 SAMPLING
Data Source Primary
Research Approaches Survey
Research Instrument Questionnaire
Research Type Exploratory
Sample Size 40
Sampling Units Employees
Area Covered Kalwa Works

33
 CHAPTER 6 : DATA ANALYSIS AND INTERPRETTION

Q1) Age
Age Frequency Percentage
21 to 30 05 15%
31 to 40 15 35%
41 to 50 15 35%
51 to 60 05 15%

Percentage

15% 15%

35% 35%

21 to 30 31 to 40 41 to 50 51 to 60

From the above table, it is inferred that, 15% of the respondents belong to the
21 to 30 years of age group, whereas 35% of the respondents belong to the 31 to
40 years and 41 to 50 years of age group and remaining 15% of respondents
refers to the 51 to 60 years of age group.

34
Q2) Gender
Gender Frequency Percentage
Male 30 70%
Female 10 30%

Percentage

00

30%

70%

Male Female

The above table clearly states that 70% of the respondents are male whereas
30% of the respondents are female in the company.

35
Q3) Are you aware of various welfare activities provided by Siemens?

Response Frequency Percentage

Yes 35 90%
No 05 10%

Percentage

10%

90%

Yes No

The above table shows that 90% of the respondents are aware about the welfare
activities provided by Siemens whereas 10% of the respondents are not aware
about the welfare activities provided by Siemens.

36
Q4) From how many years you are working with this organization ?
Response Frequency Percentage
Less than 5 years 06 10%
5 to less than 10 years 14 40%
10 to less than 15 years 14 40%
15 to less than 20 years 03 5%
More than 20 years 03 5%

Percentage

5 10
5

40 40

Less than 5 years 5 to less than 10 years 10 to less than 15 years

15 to less than 20 years More than 20 years

From the above table, it is inferred that 10% of employees are having less than
5yearsof service whereas 40% refers to the employees who have 5 to less than 5
years and 10 to less than 15 years of service. 5% refers to the employees who
have 15 to less than 20 years and also more than 20 years of service.

37
Q5) How do you rate the working environment of the organization?
Response Frequency Percentage
Highly satisfied 13 25%
Satisfied 27 75%
Neutral 0 0%
Dissatisfied 0 0%
Highly Dissatisfied 0 0%

Percentage
0 0
0

25%

75%

Highly satified Satisfied Neutral Dissatisfied highly dissatified

It is seen that the employees are highly satisfied with the working environment
of the company. The above diagram shows that 75% of the employees are
highly satisfied whereas 25% are satisfied with the working environment of the
Company.

38
Q6) How do you rate the medical benefits provided by the organization for the
employee and their families?
Response Frequency Percentage
Highly satisfied 28 80%
Satisfied 12 20%
Neutral 0 0%
Dissatisfied 0 0%
Highly dissatisfied 0 0%

Percentage
0 0 0

20%

80%

Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied

From the above diagram, it is inferred that 80% of the employees are highly
satisfied with the medical benefits provided to the employee and their families
whereas 20% are satisfied.

39
Q7) Does working in the organization give you a feeling of security?
Response Frequency Percentage
Yes 36 95%
No 04 5%

Percentage

5%

95%

Yes No

95% of the employees feel that working in the organization gives a feeling of
security whereas 5% feel that working in the organization does not give the
feeling of security.

40
Q8) Do you think employee welfare activities of the organization improves your
performance?
Response Frequency Percentage
Yes 31 85%
No 09 15%

Percentage

15%

85%

Yes No

It is inferred that 85% of the employees feel that welfare activities help to
improve the performance whereas 15% feel that it does not help to increase the
performance.

41
Q9) Rate the overall satisfaction with employee welfare activities of the
organization?
Response Frequency Percentage
Highly satisfied 09 20%
Satisfied 22 60%
Neutral 09 20%
Dissatisfied 0 0%
Highly dissatisfied 0 0%

Percentage
00

20% 20%

60%

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

From the above diagram, it is inferred that 20% of the employees are highly
satisfied with the overall employee welfare activities provided to them whereas
60% employees are just satisfied and 20% are neutral i.e. neither satisfied nor
dissatisfied.

42
Q10) Does welfare benefits provided by the organization plays as a
motivational factor?
Response Frequency Percentage
Highly agree 23 62%
Agree 12 30%
Do not agree 5 8%

Percentage

8%

30%

62%

Highly agree Agree Do not agree

It is inferred that 60% of the employees highly agree that welfare activities
provided by the organization plays as a motivational factor whereas 30% agree
and 5% do not agree.

43
Q11) How satisfied are you with the welfare measures of your company?

FREQUENCY
Facilities Strongly Agree Neutral Disagree Strongly
agree Disagree
Transport 23 15 2 0 0
Canteen 11 21 8 0 0
Medical 20 20 0 0 0
Education 16 24 0 0 0

PERCENTAGE
Facilities Strongly Agree Neutral Disagree Strongly
agree Disagree
Transport 60% 35% 5% 0% 0%
Canteen 30% 50% 20% 0% 0%
Medical 50% 50% 0% 0% 0%
Education 40% 60% 0% 0% 0%

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 Chart Title

70%

60%

50%

40%

30%

20%

10%

0%
Transport Canteen Medical Education

Strongly agree Agree Neutral Disagree Strongly disagree

It is inferred that the employees of the company are mostly satisfied with the
facilities provided to them such as canteen, transport, medical and education.
The above table shows us that none of the employee of the company are
disagree or are dissatisfied with the facilities provided to them such as canteen,
transport, medical and education.

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 CHAPTER 7 : CONCLUSION AND SUGGESTION

7.1 FINDINGS
o The employees of the organization are found to be satisfied with the facilities
provided to them by the company.
o A neat, clean and peaceful environment of the organization helps in maintaining
satisfaction and enthusiasm to perform work among the employees.
o The employees of Siemens Ltd are highly satisfied with the welfare activities such as
transport, canteen, medical or education.
o The welfare facilities provided to the employees acts as a motivational factor.
o It is found that there are 70% male employees whereas 30% are female employees.
o It is found that the employees are highly satisfied with the working environment of
the organization.
o The employees are highly satisfied with the medical facilities provided by the
company.
o It is found that 60% of the employees are satisfied with the transport facilities
whereas 80% of the employees are satisfied with the canteen facilities and are also
highly satisfied with the education facilities provided to them.
o Welfare measures leads to job satisfaction and cooperation among the employees.
o The labor turnover can be reduced by proper motivational techniques.

7.2 SUGGESTIONS
Most of the employees are satisfied with the existing welfare schemes provided by the
company. The following recommendations will be helpful to the management to improve
the awareness as well as to improve the satisfaction level of employees.
1. The Management shall arrange more programs to improve the employee’s awareness
about the welfare measures working conditions and social security schemes.
2. The Management can take necessary steps to provide job security to trainees. Also
the Management shall consider providing welfare measures to the trainees.
3. Library facility should be provided to employees for improving their knowledge.
4. Management should open their doors for the new ideas from employee side.

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 5. The senior management must undertake periodic meetings with all the employees
and ask them for their views regarding working condition, new ideas and opinions
and take into action the best one.
6. Management should improve and increase its recreational activities so that the
employees are motivated to work and also participate in the recreational activities.

7.3 LIMITATIONS
o Because of the limited time period, an in-depth study was not possible.
o The study was purely based on the information given by the employees and there are
chances of getting wrong data.
o Certain employees were biased in answering the questions.
o There are chances of getting biased answers.

7.4 CONCLUSION
The study entitled A Study on Employee Welfare in Siemens Ltd was to know the
various welfare facilities provided to the employee. The study was undertaken to
know the effectiveness of the welfare measures in the company. From this study we
can understand that the employees are satisfied and majority of the employees states
that the welfare measures improves their efficiency. From this study we can
understand that welfare measures reduce the labor turnover and also absenteeism and
increase the efficiency of the employees. Thus we can conclude that the welfare
facilities are directly related with the productivity of the employees.

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 CHAPTER 8 : LEARNING EXPERIENCE FROM THE
PROJECT

8.1 LEARNING EXPERIENCE FROM THE PROJECT

• Gain a valuable work experience and experienced new work environment

in an organization
• Help a lot to boost your self-confidence by working in an organization.
• Learned about the employee welfare activities provided to the employee
by the company
• Completing the overall joining formalities of inplant trainees and
apprentices.
• Conducted the Career Guidance Program for employee’s children.
• Helped in distribution of Form-16 to all the workers of Siemens KW
• Attended various seminars and sessions like Picture of a Leader,
Customer First, etc.

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ANNEXURE

1)Age

21 to 30 31 to 40 41 to 50 51 to 60 61 and above

2) Gender: Male _____ Female _______

3) Are you aware of various welfare activities provided by Siemens ?

a. Yes
b. No

4) From how many years you are working with this organization ?

5 to less than 10 10 to less than 15 15 to less than 20 More than 20

Less than 5 Years
Years Years Years years

5) How do you rate the working environment of the organization ?

Highly
Highly Satisfied Satisfied Neutral Dissatisfied
Dissatisfied

6) How do you rate the medical benefits provided by the organization for the employees and
their families ?

Highly
Highly Satisfied Satisfied Neutral Dissatisfied
Dissatisfied

7) Does working in the organization give you a feeling of security ?

a. Yes
b. No

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8) Do you think employee welfare activities of the organization improves your performance ?
a. Yes
b. No

9) Rate the overall satisfaction with employee welfare activities of the organization ?

Highly
Highly Satisfied Satisfied Neutral Dissatisfied
Dissatisfied

10) Does welfare benefits provided by the organization plays as a motivational factor?

Highly Agree Agree Do not agree

11) How satisfied are you with the welfare measures of your company ?
Strongly Strongly
Facilities Agree Neutral Disagree
Agree Disagree

Transport
Canteen
Medical
Education

12) Would you like to suggest any other innovative welfare measures to be introduced ?
………………………………………………............................………………………
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..........................………………………………………………............................………
………………………………………............................………………………………
………………............................………………………………………………..............
..............………………………………………………............................………………
………………………………............................………………………..

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BIBLIOGRAPHY

www.siemens.com

www.scribd.com

www.google.com

www.slideshare.co.in

www.whatishumanresource.com

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