FINAL YEAR BBA (H) STUDY PAPER ON

“EMPLOYEE WELFARE ACTIVITIES TAKEN BY

HINDAL CO”
SUBMITTED BY:

STREAM: BBA (H) YEAR : 3rd (THIRD) SEMESTER : 6th (SIXTH)

NAME ROLL NUMBER

SHIVAM KUNDU 15405015043
MANISHA BISWAS 15405015016
ARKAJYOTI DAS 15405015005

SESSION: 2015-2018

“DINABANDHU ANDREWS INSTITUTE OF

COLLEGE=
TECHNOLOGY AND MANAGEMENT”

UNIVERSITY= “MAULANA
ABUL KALAM AZAD UNIVERSITY
OF TECHNOLOGY, WEST BENGAL”

• • •
INTRODUCTION
OBJECTIVES
COMPANY PROFILE
RESEARCH METHODS
FINDINGS
CONCLUSION
BIBILOGRAPHY

• • •
 Employee satisfaction survey provides a channel for
employees to communicate their view on a wide range of
issues in total confidence.
Employee satisfaction survey was conducted to find
out the satisfaction level of the employees at “HINDAL CO
INDUSTRIES”. The other objective was to find out the areas
of low satisfaction, corrective measures can be taken. The
other objective was to find out the areas of low satisfaction,
were corrective measures can be taken.
The employee satisfaction survey helps companies
to determine how their employees think and to identify
employees needs and concerns so that improvements can be
made and stronger teams can be formed. Business performance
is expected to increase as more satisfied employees will
increase a company’s competitiveness and they are better able
to recognize opportunities and threats and better leverage
limited resources to maximize the company’s profits. Other
intangible benefits include reinforcement of company goals
and values, better internal and external communication, a
positive working and social environment an improved
company image and increased employee loyalty.

• • •
1. To measure employee satisfaction
level from different perspectives.
2. To propose recommendations for
enhancing employee satisfaction to
improve business performance.

• • •
COMPANY PROFILE
HINDAL CO INDUSTRIES LIMITED, a
flagship company of the Aditya Birla Group, is structured into
two strategic businesses Aluminum and Copper and is an
industry leader in both segments. A non-ferrous metals power
house, close to global scale, it ranks among India’s top 10
companies in terms of market capitalization.
HINDAL CO commenced to operations in
1962 with an Aluminum facility at Renukoot in eastern
UTTAR PRADESH. Over the years, it grew into the largest
integrated Aluminum manufacturer in the country. With an eye
to build size and scale. HINDAL CO acquired in FY 2000 a
majority stake in Indian Aluminum Company Limited
(INDAL)—having a major presence in downstream aluminum

• • •
products and a leader in special alumina from Alcan of
CANADA.
In August 2004, the boards of Hindal Co
and Indal approved a scheme of arrangement where in all the
assets of Indal other than foil unit at Kollur in Andhra Pradesh
were to be damaged into HINDAL CO. This has come into
effect retrospectively from 1 APRIL 2004. Hindal Co is Asia’s
largest primary producer of Aluminum and among the most
cost efficient producers globally. In India, HINDAL CO enjoys
a leadership position in primary Aluminum and downstream
products.
Smelters are located at Hirakud, Orissa, with
a captive power plant and coal mines, and at Alupuram,
Kerala. Rolled product manufacturing facilities are located at
Belur and Taloja and an extrusions plant at Alupuram.
The company’s R&D centers are located at
Belgaum, Renukoot and Taloja. These have been recognized
by the government of India’s Department of Scientific and
Industrial Research.
Hindal Co’s units are ISO 9001 and 14001 certified, while
several have also attend the OHSAS 18001—the occupational
health and safety certification. On the export front the company
has been accorded a Trading House status by the Indian
Government.

• • •
 As a member of the Aditya Birla Group,
India is a part of a 56 Billion corporation, with a market cap of
$5 Billion. The groups multi-cultural, multi-lingual work force
of 72000 employees belongs to 20 different nationalities and
its products and services reach across more than 100 centuries.
Its flagship companies include Hindal Co, Grasim, Indian
Rayon and Inda Gulf.
Indal along with Hindal Co and its Copper Division forms a
non-ferrous metals powerhouse of global size and scale, with
the HINDAL CO- INDAL combine providing opportunities for
synergy and strong market position.
INdIAN ALUMINIUM COMPANY LIMITED
(INDAL)
(Now part of hindal co industries)
India’s foremost Aluminum producer and a member of the
country’s leading business house- the Aditya Birla Group. A
partner to Hindal Co, India’s largest Aluminum producer,
together forming a non-ferrous metals powerhouse. With
technical knowhow acquired from its original promoter, Alcan
Aluminum Limited, CANADA (now Alcan Inc.), INDAL has
brought Aluminum to touch every aspect of modern day
industry and life in India.

• • •
Complete CAPABILITIES IN ALUMINIUM
Indal’s facilities cover a wide range of operations, bauxite
mining, alumina refining. Aluminum smelting with captive
power generation to downstream rolling of sheet, foil and other
semi-fabricated products. With technological expertise of over
60 years of experience in the Aluminum industry in India,
Indal is a market leader in the upstream range of standard and
specialty alumina products in India, providing application for
refactors, ceramics and electrical industries.
In the downstream segment INDAL is the
largest manufacturer of rolled products in INDIA with the
widest range of extrusions, meeting the requirements of
different industrial applications such as building,
transportation, consumer durables, packaging and
telecommunication.
Creating and adding value
Established in 1938, INDAL operates across the value chain
from bauxite mining to alumina refining, smelting and rolling.
A nationwide spread of plants, mines
and offices gives INDAL the advantage of being in proximity
to various regional markets within and outside the country. The
company’s plants and mines are certified with ISO 9001, ISO
14001 and OHSAS 18001 certification for quality,
environment safety and health. Indal enjoy’s a leading market
• • •
position in INDIA for specialty alumina chemicals and value
added products of aluminum sheet, foil and extrusions.
The Indal units comprise two smelters one located at Hirakud,
Orissa with a captive power plant and coal mines, and the other
at Alupuram, Kerala, two sheet plants at Belur, West Bengal,
and Taloja, Maharashtra, and an extrusions unit at Alupuram.
The Company’s two DSIR recognized R&D centers are located
at Belgaum and Taloja.
Subsidiaries & joint ventures
Utkal Alumina International Limited (UAIL):
The joint venture company is a subsidiary of Indal, which
holds 55% of equity, while the balance is held by Alcan Inc. of
Canada. The proposed alumina refinery is to be set up in
Doragurha in the Rayagada district of Orissa.
Suvas Holdings Private Limited (SHPL):
A subsidiary in which Indal holds 51% equity stake, based on
an MOU with Laxmi Organics Industries Limited (LOIL) and
SHPL; with the intent to operate mini hydel power plants in
Maharashtra for captive consumption at the Taloja Sheet and
Kalwa Foil Plants. The Power Project is subject to
endorsement of its viability by an ongoing feasibility study.

• • •
HISTORY OF THE PLANT (BELGAUM WORKS)
The INDAL plant at Belgaum was established
in 1968 and started operations on the 7th November 1970. It is
situated about 6kms, from Belgaum City, beside the national
highway. It has a total area of 1400 acres.
This was the only unit of INDAL, which
started with both the facilities- Alumina Hydrate, Calcined
metallurgical grade alumina and Special grades of alumina’s
and hydrate. The Alumina Plant was set up with a capacity of
1,60,000 tons of Alumina per year and Smelter Plant had a
capacity of 73000 tons of metal per year. Due to the hike in the
power rates, the plotlines in the Smelters had to be de-
energized in 1995. The subsidiary of Smelter plant Carbon
paste and Block Plant is still in operation. Owing to increased
demand of hydrate, alumina’s, and Specialty chemicals in the
export market, the Alumina plant was expanded in several
stages and currently operates at about 3,40,000T of Hydrate (as
Alumina) per annum.
The special plant – a branch of Alumina
plant manufacturing specialty grades of hydrate and Alumina is
being operated at 60 kt per annum.
The raw material-bauxite is brought from
Durgmanwadi Mines 120 kms from Belgaum about 70%of the
total production is exported. The Carbon Paste and Block Plant

• • •
is operated using imported raw materials (Carbon Pitch Coke)
from Korea.
Marketing of Hydrates and Alumina’s
is a major business objective, both at the domestic and
International Levels. The non-metallurgical grade alumina’s,
also termed as ‘Special Alumina Chemicals’ , find wide usage
in diverse industries such as high-grade refactors, zeolite,
alum, plastics, paper, industrial ceramics and high-tension
insulators.
Mission
“To relentlessly pursue the creation of
superior shareholder value by exceeding customer expectations
profitably unleashing employee potential and being a
responsible corporate citizen, adhering to our values.”
Vision
“To be a premium metals major, global in size and reach with
the passion for excellence.”
Values
1. Commitment
2. Alacrity
3. Respect for the individuals
4. Transparency
5. Honesty
6. Ethical conduct
7. Customer
• • •focus
Strategic objectives
The Company recognizes that the conduct and effectiveness of
an organization are mainly anchored to the quality of its
workforce. In order to fulfill its purpose and to achieve its
objectives the company requires commitment and dedication of
its employees who place high value not only in the interest of
the company but also in the interest of other individual.
Organizational structure

• • •
The belgaum works in divided into the following
department:-----
(a) Alumina operations and productions.
(b) Specials
(c) Alumina R&D
(d) Alumina mechanical
(e) Boiler house
(f) Machine shop
(g) Garage
(h) PPC
(i) CPBP
(j) Civil & pump house
(k) EPD
(l) Alumina electrical E & I
(m) Smelter R&D
(n) Smelter mechanical
(o) Smelter electrical
(p) Smelter sales
(q) GM office
(r) HR
• • •
 (s) Accounts
(t) Purchase
(u) Traffic
(v) Stores
(w) Exim
(x) Dispatch
(y) Systems
(z) Corporate
In all there are around 777 employees, who include the
management, workers these all are full time enrolled people.
MARKETING:--
Hindal co has no marketing at Belgaum works, all of Hindal co
units works independently, and for the sales and marketing
these are separate centers which co-ordinate with all the units
and look into the sales and marketing of the products. The sales
office is in Bangalore, Delhi and Hyderabad.
FINANACE: -----
The department handles all financial transactions, costing and
billing operations negotiation process, maintaining and
preparing various invoices, payments and receipts are the to
major areas of done by this department. In addition taxation
cash loan normal and statuary payments expenses, this section
handles advances
• • •
and other operations relating to banks.
OPERATIONS: ---
The main operations are based in the CPBP,
Alumina and special products. These departments are the core
for the manufacturing of Alumina carbon block, carbon paste
and products. These departments comprise of smaller
departments and each of these 3 major departments had a
department head.
The majority of the people are working in
Alumina, CPBP and special products departments and the
work is carried out in shifts.
RESEARCH AND DEVELOPMENT: ---
HINDAL CO’s R&D centers at Belgaum and
Taloja are recognized by the department of scientific and
industrial research (DSIR). The Belgaum R&D center carries
out overseas assignments in collaboration with ALCON. The
R&D lab has the status of “Center of Excellence” for
predicting organic behavior in refineries. A joint technical
development program with ALCAN is under execution in the
field of raw materials.
Both the R&D centers have attained ISO
9001 & 9002 certification, with the BELGAUM R&D center
having recently adopted the revised ISO 9001: 2000
STANDARD.
Over the last five years, about rupees 560
million has •been
• •
spent on R&D—a testimony to INDAL’s
commitment towards developing new applications for
ALUMINA / ALUMINIUM, optimizing manufacturing
process and ensuring environmental friendliness.
HUMAN RESOURCE: ----
Belgaum works has a separate HR
Department, which looks into the daily administration and also
into the specific and nitty gritty of the company, it is the bridge
between the production, employees, management and outside
world. This department is concerned with implementation of
the plans, with the welfare of the plant, with the industrial
relations and above all safety and security of the plant and the
workforce is its prime concerns. This department looks after
the subsidiaries like recruitment selection, training and
induction, canteen community development disciplinary
actions Esi, welfare, security, guest house medical facility etc.
WCM—A main aspect of the company, it is moving towards
building a WCM unit model.
(a) ZERO DEFECTS
(b) ZERO LOSSES
(c) ZERO BREAKDOWNS
(d) ZERO POLLUTION
(e) ZERO ACCIDENTS
(f) ZERO CUSTOMER COMPLAINTS
• • •
FINANCIAL ANALYSIS

Q4 Performance
Hindal Co, the flagship company of the Aditya Birla Group,
has posted a stellar performance during the fourth quarter. The
company attained a net sales and operating revenue of
Rs.2,516 crore driven by better realizations, volumes and an
enriched product mix comprising largely of value added
products. While aluminum margins remained flat despite
higher volumes on account of weak TC/RC (TREATMENT
CHARGES / REFINING CHARGES) and steep reduction in
import duty.
Sales & operating revenue
Net sales and operating revenue of Hindal Co in the fourth
quarter stand at Rs.2516 crore, vis-à-vis Rs.1889crore of last
year. Of this, the aluminum business has recorded sales of
Rs.1457crore vis-à-vis Rs.875 crore last years.
The copper business net sales and operating
revenue stood at Rs.1059crore in the fourth quarter, reflecting
a rise of 8 percent overs.1014crore in the corresponding quarter
of previous year.
• • •
Profits
The company’s Profit before tax is Rs.517crore against
Rs.326crore. Profit after tax was Rs.449 crore inclusive of a
credit of Rs.92crore towards the provision for deferred tax
liability of the earlier years written back.
HRDAT HINDAL CO INDUSTRIES LTD.
A philosophy of people management in based on the belief that
human resources are uniquely important to sustained business
success. An organization gains competitive advantage by using
its people effectively, drawing on their expertise and ingenuity
to meet clearly defined objectives. A Human Resources (HR)
department is acritical component of employee well-being in
any business, no matter how small. Human Resources
responsibilities include payroll, benefits, hiring, firing and
keeping up to date with state and central tax laws.
The HR policies of HINDAL and that of Belgaum Works is at
stated
(a) To attract, retain and develop good employees and to get
their total involvement in achieving company goals.
(b) Provide opportunity for personal development and
advancement to all with requisite ability, ambition and
integrity.
(c) Deal in good faith with all employees and employee
representatives.

• • •
(d) Share information with all employees regarding health
of the business and future plans of the company.
(e) Encourage development of participative and supportive
leadership.
(f) Encourage employees to accept responsibility and take
calculated risk.
(g) To provide fair, equitable and competitive remuneration
in return for a fair day’s work.
(h) Be fair and firm in dealing with grievances and
indiscipline.
(i) Set and achieve high standard of safety and occupational
health.
HRM AT BELGAUM WORKS
HRD at Belgaum works plays a creative
role for success of the organization. The organization
focuses much on socio-psychological needs of workers. The
management and the employees have equal interests in the
survival and the prosperity of the industry.

• • •
The Organization Structure of the HR department

Recruitment and selection

Recruitment and selection are core areas of human resource
management but are frequently discussed in a prescriptive
manner. They are not simply techniques for filling jobs- they
are also levers for organizational change, sustaining employee
commitment and achieving high performance.

• • •
Recruitment Policy
(a) Recruitment of unskilled, semiskilled, skilled workmen
and junior staff should be made from among the local
candidates.
(b) Recruitment of middle management posts, viz,
professional graduates, general foreman and above will be
on- All India basis.
(c) In-company transfers of workmen and non-consolidated
staff should be avoided. However if the need arises they
may be transferred within the location.
(d) Due consideration would be given to age differentials at
the time of recruitment, to avoid concentration of
workforce in particular age group.
(e) Recruitment process against permanent vacancies will be
initiated only when vacancy cannot be filled through from
other sections / departments.
Notice of Recruitment
 The department concerned will get the requisition in the
prescribed for approved by the General Manager /
Works Manager. The requisition after approval should
be forwarded to the personnel department. The
requisition should clearly indicate the type of vacancy,
i.e., permanent or temporary, proposed grade, no of
vacancies to be filled up and the proposed date of
recruitment. In addition other particulars like education
• • •
 and professional qualification, experience, etc. should be
indicated wherever possible.
 Approved requisition for permanent personnel should
reach the personnel department at least 8 weeks in
advance of the date of filling the vacancy is to be
advertised, the time required for recruitment is 10
weeks.
 Department should give 24 hours’ notice for supply of
unskilled casual labor.
Action by HR Department
On receipt of approved requisition, the HR Department will:
(a) Notify the vacancy to the Employment Exchange, if
required.
(b) Refer to ACTIVE FILE.
(c) Notify the vacancy on the company’s notice boards, if
required.
(d) Advertise in newspapers, if necessary.

• • •
SCREENING OF APPLICATION
Applications received will be jointly screened by the HR
Department.
SELECTION BOARD
Except for unskilled workmen, a selection board will make all
recruitment.
(a) The selection board will consist of minimum three
persons in the rank of General Foreman and above with
a representative of one each from HR, concerned dept.
and one from an unconcerned dept.
(b) For selection of other staff, the board will short list a
few deserving candidates, after preliminary interview
and the Personnel Department will put them up for final
interview by the General Manager / Works Manager for
final selection.
(c) The Personal department may arrange for trade tests and
written examination, if deemed necessary.
Pre-requisite to appointment
(a) Person below the age of 18 shall not be considered for
employment in the company.
(b) HR dept. should verify the age of the candidate with
reference to Birth Certificate, where name is mentioned
or School leaving certificate or Insurance policy taken
before employment commences, where age has been
admitted.
• • •
(c) Personnel department will arrange for the medical
examination of selected persons. Such person’s should
be declared fit by the company’s medical officer before
being appointed.
(d) They will verify with previous employer to find out his
antecedents-attitude, conduct, and performance if
necessary.
(e) HR Dept. will verify with police to obtain general
information about the candidate and his social conduct.
APPOINTMENT
(a) A candidate will be considered suitable for appointment
only after the above pre-requisite conditions are
fulfilled.
(b) Appointment letters to the wage and salary roll
employees will be issued by Manager HR.
(c) In case of employees joining the confidential roll, GM’s
/ Works Manager’s department will issue an
employment order the day the recruit joins duty.
(d) New recruiters will be appointed as probationers and
trainees.
(e) When a candidate is offered a higher start then the
starting of the grade, the wages/ salary will be fixed by
the Department Heads in consultation with Personnel
Department and approval of General Manager / works
manager must be obtained.

• • •
(f) Grade/ designation will be determined by the prevailing
long-term settlement wherein applicable.
GUIDELINES FOR RECRUITMENT OF UNSKILLED
WORKMEN
(a) To fill up the vacancies of permanent workmen, first
preference would be given to those temporary workmen
who have been selected and listed and have earlier
worked on temporary basis.
(b) The minimum standards of recruitment will be as
follows:
Height: 168cms
Weight: 55kgs
Education: S.S.L.C. Pass
Age: Below 30 years (Preferably less than 25)
(c) After the candidate has been found meeting the
minimum physical and educational standards, he should
appear before the selection board.
(d) If the selection board finds the candidate suitable for
employment, he should be sent for a through medical
examination. Without divulging weight and height
measurements taken earlier, the same should be retaken
at the medical section for cross-checking. Only if the
candidate is found medically fit, he need be considered
for employment.

• • •
 SKILLED WORKMEN
(a) Normally, only ITI passed candidates in the specific
trade who have undergone one year apprenticeship
training should be considered for recruitment. Physical
standards need not be applied very rigidly. The selection
will be made on the basis of a trade test and interview.
(b) If the interview precedes the selection trade test, the
interview board should select a panel of candidates for
trade test giving due consideration also to the marks
obtained by them in the examination. The panel of
candidates selected for trade test should be at least 5
persons for one position and where more than one
vacancy is available: the minimum number of
candidates selected for test can be in the ratio of 3
candidates for each existing vacancy.
CORPORATE SOCIAL RESPONSIBILITY
(Community Development)
Beyond Business- Reaching out to communities: Making
a difference
For over 50years now, the Aditya Birla Group, has been
working to improve the quality of life of people in
underprivileged communities, largely within the periphery of
the plants.

• • •
Vision: To be an active partner for the sustainable socio-
economic development of the surrounding community in
which we operate.
WE (Hindal Co- Belgaum works) see ourselves
 As working with people participation.
 Along with government and surrounding villages as
major stakeholders in promoting the sustainable
development.
 As a facilitative not directive.
 As a catalyst not a dominant participate.
OBJECTIVES
 To promote strategies to strengthen linkages between
communities based organizations, government
departments and NGO’S by which people will make
use of facilities available for development and self-
reliance.
 To render support for the eradication of social-
problems like illiteracy, socio-economic disparity
through appropriate methods.
 To promote income generation programs for the poor
people for their sustainable socio-economic
development.
 Create awareness on education, health, and hygiene
and to support the better maintenance of it.

• • •
  To support women to empower themselves through
developing new skills and convergence.
 To create an image of the company as a responsible
corporate citizen.
STRIVE TO
 Fulfill basic human needs of the deprived and
underprivileged, focusing on water sourcing,
sanitation, health care, primary education, etc.
 Build self-reliance, through programs aimed at
women’s empowerment, skill enhancement and
creating income-generating opportunities for the
underprivileged.
 Uphold fundamental rights of direct/indirect
employees and the community at large, and promote
principles of equality and secularism.
 Maintain high degree of ethical standards, while
dealing with all stakeholders.
 Provide a congenial and healthy work environment
for employees by implementing sound Environment,
Health & safety Management Systems at all
manufacturing units and take a proactive approach to
address environmental issues.

• • •
 BUDGET
10-15 lakhs, all programs have to be approved by VP
works. Quarterly reports are sent to Aditya Birla center for
community initiatives and rural development. This center
sets the tone and provides strategic direction for the Group’s
community work and ensures performance management as
well.
SOME OF THE PROGRAMS UNDERTAKEN BY BELGAUM
WORKS IS AS FOLLOWS:
 HEALTH CARE
Weekly medical visits to villages, general health check-
up camps and patients treated at our in-house medical
centers. Provide safe drinking water and drilling of bore
wells.
 MOTHER AND CHILD CARE
Mother& child care programs as well as pediatric and
family planning camps to advise and treat women
around Belgaum.
 EDUCATION
Over 2500 children study in the Balwadis and non-
formal education centers sponsored by INDAL. 300
students have been awarded merit scholarships by
Durgmanwadi, Belgaum. Around 250 adult learners are
benefited through the literacy programs at Belgaum.
Computer classes, coaching for underprivileged high
school students and ITI training for local youth are
• • •
 some other educational initiatives were undertaken.
Support is also extended through supply of uniforms,
textbooks, and stationery, teaching equipment as well
as construction/repair of school buildings. ITI training
given to 10 students from villages around the Belgaum
works.
 SUSTAINABLE LIVELIHOOD
Livelihood schemes provide sustainable earnings for
villagers through small scale enterprises such as milk
co-operatives, mushroom cultivation, nurseries for fruit
and medicinal saplings, bee-keeping, goal rearing,
piggeries, earthworm rearing and vegetable gardens.
Water harvesting structures such as diesel pumps,
construction of check dams, ponds and irrigation wells
support thousands of families.
 WOMEN’S SELF HELP GROUPS
Self Help Groups with a membership of over 3000
women Skills training, in nutrition gardening,
production of vermin-compost, art and craft, tailoring,
jute bag making and Rexene handicraft. Over 700
women have been trained in different trades at the
Yasogami Vacational Training Centre at Radhanagari
and the products are marketed during Health Camps
and with local NGO support.

• • •
INFRASTRUCTURE DEVELOPMENT
Construction and repair of roads, drainage
systems and community halls, benefited the communities
around Belgaum.
SOCIAL WELFARE
Awareness programs on Alcoholism, AIDS, Population
control and Environmental consciousness were conducted,
covering villages around Belgaum. At Indal, the focus for
community investments is on healthcare, inclusive of mother
and child care, education, self-reliance through the engine of
sustainable livelihood, also encompassing agricultural and
water-shed development activities and women empowerment
process, infrastructure support and espousing social causes.
The programs are measurable, sustainable and
replicable. The company works very closely with their partners
the communities, the District authorities, Panchayats and
selectively with NGOs. Together they try and make a
difference to the weaker sections of society and vulnerable
groups.
The Board and all of the employees are fully
committed to the Corporate Social Responsibility programs.
The companies believe that in contributing significantly to the
quality of life of an under-served people who are outside of
business, there is much value.

• • •
EMPLOYEE OCCUPATIONAL HEALTH & SAFETY
Safety has always been accorded top priority at
Indal since its early days. The 65 year old company can boast
of an enviable track record in Safety Management since every
Indal location remained accident free throughout the year,
making it a “Zero Accident” company.
Salient features of Indal’s Safety track record include
An accident frequency rate of less than 1 per million man-
hours worked has been maintained by Indal since 1994-95.
Several plants namely, Alupuram, Belgaum, Hirakud, Kalwa,
Muri, Taloja, Lohardaga and Durgmanwadi, have completed
over a million accidents free man-hours almost every year over
the last five years.
Indal is committed to protecting its employees from
occupational health hazards at its various locations all over
India, and to periodically monitor their health for preventive
action.
The company’s Occupational Health
Centers conduct regular medical check-ups and occupational
hygiene programs, health information systems, health
awareness as well as consultancy services to other industries.
Objective setting regarding health &
safety of employees is being done at the beginning of the year
& policies drawn on these aspects. Well-equipped Health
Center is in •place,
• •
where the annual medical checkup is done
for all the employees. Pre-Employment medical checkup is
carried out for all new recruiters.
EOHS meeting are conducted to ensure
better health standards of employees & safety working.
Various process changes are being carried out and new
equipment are being installed viz, Electro-static precipitators
have been installed to arrest dust pollution, water sprinklers in
red mud pond area, bauxite crushing area to arrest the dust,
development of green belt in and around the plant for dust
suppression.
Training on safety, Occupational Health &
Hygiene and platform meetings are routine activities. Before
commencement of any job the concerned supervisor instructs
the employees about the safety, various activities viz, safety
day celebration, safety incentive schemes, safety drawing
competition, safety slogan competition, safety quiz
competitions are undertaken.
Equipment checks producers are adopted by all departments to
ensure safe working have been displayed on the shop floor.
Safety issues are communicated in all meetings. Departments
ensure timely statutory compliance. Training on safety aspects
is also imparted to contractor’s employees. Safety
administrators are nominated for each department to check
safety-related aspects in order to prevent accidents. Accident
investigation process is in place to find out the causes of
accident and• •steps
•
are taken for corrective action.
ESTABLISHMENT
At Belgaum Works, the person who sees to Establishment
section is Mr.D.S.Kagale. His job profile and purpose states
that he has to effectively maintain and run establishment
section facilitating timely recognition and reward to employees
and their families and providing all the welfare amenities to the
employees to have high standard of employee satisfaction. It is
necessary to properly maintain all employees related records in
proper folders and in the HRIS system, so has to have easy
access and to save administrative time.
Main purpose is to ensure there is proper
communication of all required information pertaining to
business and related matters to all the employees and also see
to it that all weekly and monthly reports are sent to various
locations. Should also ensure correctness of the salaries, annual
increments, and promotional increments, stagnation increments
paid to the employees as per long-term settlement.
The major challenge is to achieve high
standard of internal as well as external customer satisfaction
and to provide better services in establishment matters to
internal and external customers. Hindal Co Industries limited,
Belgaum has a residential colony with a total of 590 quarters
and different festivals and functions are conducted, it is
important to ensure societal satisfaction so all the festivals
have to be celebrated in a grand manner, successfully and
peacefully. • • •
 Yet only recently has the emphasis in
corporate training shifted from training the individual to
meeting the organizational and strategic needs of the
corporation.
The Belgaum works has a well laid out
and structured plan for the training and development of its
employees.
First the training need its identified, the training plan is put to
place for the given year, training undertaken and finally
assessment is made as to the usefulness of the training. These
procedures are well documented and the policy is as stated:
Main objectives of training at Hindal Co, Belgaum
Works:
 Training is considered an essential factor on promoting
industrial growth so to provide facility for all round
growth of employees by imparting required training.
 To improve the moral if its workers.
 To give 100% knowledge through all the ranks of the
organization.
 To promote safe working atmosphere for doing the work
smoothly by giving training.
 To provide at least 3.5 man days of training to every
employees.

• • •
TRAINING POLICY
Training and identification:
The training needs are classified into three broad categories
viz,
 Organizational needs
 Individual-behavioral / attitudinal needs
 Individual-functional / technical needs
Organizational needs
The apex Management team of the plant priorities the training
needs and requirements of the organization including training
in Quality Systems and relevant awareness for the new
entrants. The training in charge prepares the training plan and
organizes the training programs in accordance with the plan to
satisfy the prioritized needs.
Individual Needs- Behavioral / Attitudinal
Each department Head or Supervisor makes
an assessment of training needs of his subordinates for the
coming year. These needs are communicated to HR
Department who consolidates the training needs and organizes
the training programs.

Individual Needs- Functional / Technical

These needs are identified by the respective Supervisors of the
concerned employee
• • •
and duly validated by the Heads of
Departments. These needs are communicated to HR
Department in the prescribed Skill Matrix Format at the
beginning of the financial year for bargain able staff, salary &
Wage roll.
While preparing the new Skill Matrix, the
previous year’s needs identified is also taken into consideration
so as to monitor the level of skills enhancement. The
departmental functional / technical training plan is sent to HR
Department in the month of April.
The training programs are initiated and
organized by the respective departments either from internal
sources or from external sources. The HR Department provides
necessary help. The programs that are planned but not
conducted during the calendar year are carried forward to the
next years training plan.
The Training Programs are organized either as:
 Internal Training programs with internal / external faculty.
 External training programs.

Internal Training programs

1. Organizational / Individual- Behavioral / Attitudinal
Training
Training material consisting of the course content
whenever required is prepared before conducting the
• • •
 program by training in-charge, in consultation with the
concerned department and faculty where applicable.
All the concerned departments are
informed regarding the conducting of programs and
nominations is obtained. The faculty is identified on the
basis of having undergone prior training in the subject or
functional experience in the subject. This faculty is chosen
from within the organization or someone concerned is
invited to conduct the program.
2. Individual- Functional / Technical Training
The concerned department organizes the training.
External Training Programs
External training programs is arranged if participants are less
than five, where the identified person is sent to an external
institute / agency.
Nomination for external training is
forwarded to the HRD department. A copy of the letter is sent
to the institute / organization conducting the training program
is forwarded to the participants for his information and for
making necessary arrangements to attend the training programs
accordingly.
Feedback is obtained from the employee
after the completion of the training is maintained by the
respective departments and communicated to HR Department
detailing the training imparted as against the plan, duly
furnishing the
• • •
reasons for slippage, if any.
TRAINNING EVALUATION
Organizational / Individual (Behavioral) / Attitudinal Needs
Post Training feedback from the
participants is obtained to assess the effectiveness of the
program and also to incorporate any changes for further
improvement.
Evaluation of the training imparted against
the written needs is done by obtaining the evaluation from
the departments on a quarterly basis. A copy of the
evaluation is sent to HR Department.
In case the objectives of training are not
fully met, the concerned persons are given refresher
courses and the evaluation for the same is sent to HR
Department.
Technical / Functional Training
The evaluation of this training is done by the department
who conduct suitable test / interviews to assess the
knowledge acquired and skill enhancement to the desired
level. The Departments send the training imparted as
against the plan on a quarterly basis to HR department
with effectiveness rating, for the purpose of evaluation of
training imparted. The evaluation of knowledge
acquisition and skill enhancement based on the training
imparted is considered by the concerned departments for
updating the skill matrix on an annual basis and the same
is communicated to HR department.
• • •
CRITERIA APPLIED FOR EVALUATION OF
TRAINING IMPARTED
Rating is done on a 0-10 point scale in the evaluation form. ‘0’
being poor ‘10’ being outstanding. Employees rating 5 and
below are recommended for refresher course.
The criteria for rating is as follows:
1. Employee’s approach towards his work has been more
positive than before.
2. He is being able to translate his knowledge /learning
into action.
3. His performance level has gone up after attending the
training program.
SLIPPAGE ANALYSIS:
For organizational / Individual / Attitudinal needs, the
training in charge consolidates the slippage’s mentioning
the reasons, in respect to functional / technical training, the
department heads / Section Head consolidate the slippage
duly mentioning the reasons and the same is put up of
review to the Management Review Committee on a
quarterly basis.
Training Budget
Once the training needs is assessed and the no of people to
undergo the training is decided then taking some
parameters into consideration the training budget is
decided.• • •
 The parameters that are taken into consideration are:
No. of employees
Requirements of internal training programs
Video shooting
External faculty fees
External training
Miscellaneous
The training budget takes into consideration that every
employee will undergo will undergo at least 2 training
programs. The budget for the training varies every year.
Though the budget for a year is fixed, reviews are done
every month and if any changes then it is in corporate in
the training budget.
Training Need Assessment system (TNA)
Training needs is assessed on the following criteria:
 Current job being performed: Competencies required to
perform his current job and any specific inputs required to
make the person perform his current job in a more
effective manner.
 Any anticipated business or technical change in the short
term (Between 1 to 3 years). Any change may be brought
due to change in business strategy, technical / process
changes etc that require a set of new competencies to be
• • •
 developed to meet these changes, eg. Introduction of any
new software or application of new technology to a
process.
 Based on the potential of the person and looking into his
long term (3 years & above) career growth it may be
required that the employee be introduced to certain
competencies which will be required in the long term, to
enable him to take up roles of higher responsibilities.
List of competencies that would help in identifying
competencies required for the job--
Job related competencies:
 Functional competencies (Technical competencies)
 Quality, cost
 Safety, Environment
 HR skills
Behavioral / Managerial competencies:
 Interpersonal skills
 Problem solving skills
 Decision making skills
 Communication skills
Business related competencies
 Leadership
 Risk taking
 Strategic thinking etc.
• • •
If needed and as required other competencies can be identified
and added to the broad heads as per the job / individual
requirements. The HOD or supervisor to consultation with the
concerned person who is being assessed does the TNA.
CONTRACT LABOR
At Belgaum works, besides the regular employees, there is a
need for large no. of workers also. This requirement is fulfilled
by using contract laborers and Mr.E.V.Bhat looks into this
aspect and is part of the HR structure of the organization.
There are two categories of contractors who
work for the plant, they are the registered contractors and petty
contractors.
The registered contractors are the ones who
have been associate with the company for the past 25-30 years.
These contractors look into the housekeeping, cleaning,
moving of goods, bagging, drainage, sweeping and canteen.
These are 4 such contractors and they have a worker strength
of around 700. These workers are unionized and a long-term
agreement is drawn once in 3 years with the workers and their
employees. The company facilities this discussion and gives
suggestion. These workers get all benefits of fulltime
employees. Every contractor has to take a gate pass and ESI
forms all have to fill so that in case of some accident, all that is
borne by the ESI and it is seen that the worker gets minimum
wage and medical facility in case of emergency.
• • •
In conclusion to the total working of the HR department
and the organization the following observation have been
made
 Belgaum works values its people as key value drivers for
creation of business excellence. The integration of Human
Resource is done in all processes at Indal. It is the policy
of Belgaum works to educate, motivate and involve
employees in the fulfillment of the Quality goals.
 The Human Resource requirement as aligned with the
company goals, through short term & long term plans
based on the business needs & customer requirements. The
long term and short term plans based of the company
forms the input for drawing the goals for the year. This in
turn is taken further for drawing up of departmental and
personal objectives.
 Keeping view the business need to replenish the skill gaps
occurring due to retirements of operatives in the next 5
years. Trainee Scheme is evolved.
 Annual Performance Award for Management staff are
linked to the assessment of individual fulfillment of
personal objectives. To encourage innovations and
outstanding performance, awards viz, outstanding
achievement awards, awards for Kaizens and Focus
improvements are instituted.

• • •
 Monthly HR report is prepared detailing the employee
strength, training imparted, absenteeism, employment cost,
disciplinary cases in progress are shared.
 Surveys conducted periodically to assess the level of
employee satisfaction and HR department draws the action
plan and identifies areas for improvement. The results of
the survey are shared in the Results Section.
 The job Allocation meeting is being held daily & reviewed
for improvement. The World-class Manufacturing teams
numbering 46 are operating with self-direction to achieve
the objectives.
 Standard Operating Procedures are in place, Kaizen and
Focused Improvement Scheme are in place bringing out
innovative and creative ideas of employees and the same
are rewarded and implemented.
 The Communication Meetings, Joint Safety Committee
Meetigs, Joint Cnateen Meetings, Area Safety Meetings,
are held regualarly to encourage employee participation.
 The organization has evolved a systematic approach to
identify the training needs of employees for skill and
competency building to meet the challenges of current
business seenario. Training plans are formulated and
implemented to enhance skill and knowledge level of the
employee to achieve the desired performance.
 The Employee Satisfaction Surveys are done periodically
by an external agency to measure the employees’ levels of
• • •
 satisfaction and steps are taken to implement feasible
suggestions as per the requirement of the organization and
to boost employee morale.
 Safety, Health & Work Environment systems are audited
& reviewed periodically.
The company recognizes that the conduct and effectiveness of
an organizations are mainly anchored to the quality of its
workforce. In order to fulfill its purpose and to achieve its
objectives the company requires commitment and dedication of
its employees who place high value not only in the interest of
the company but also in the interest of other individual entities.
Some main objectives are –
1. To operate at a level of profitability which will ensure the
long term economic viability of the company by providing
a return on equity, which compares favorably with other
industries of similar capital intensity and risk which will
enable the company to attract adequate to support its
growth.
2. To aspire towards a high level of operating technical and
marketing excellence and to make the optimum use of
assets, which will ensure a strong competitive position in
the markets served by the company.
3. To improve the process of managing the company affairs
through proper planning, timely implementation of plans
and regular performance reviews.

• • •
4. To sustain an organization of able and committed
employees to provide them with opportunities for growth
and advancement.
5. To recognize and seek to balance the interest of
shareholders, employees, customers, suppliers,
government as well as the public at large.
6. To faster a culture of innovation with the application of
new ideas and methods to solve business problems and
seize opportunities.

FUTURE OUTLOOK—
The company’s business strategy is to ensure
profitable growth in the future will be through:
1. Realization of synergy gain with HINDAL CO to ensure
better market position, combining INDAL’S strengths in
Alumina and downstream segments with HINDAL CO’s
advantage in primary metal.
2. Higher assets utilization across plant location,
particularly leveraging the benefits of the upgraded
rolling mills as well as taking steps to optimize use of
idle physical infrastructure assets and enriched product
mix for higher returns from existing assets.
3. Cost control efforts including better logistics, higher
operating efficiencies and improved working capital
management.

• • •
STRATEGIC GROWTH PLANS—

All capex plans pertaining to INDEL, for which a

sum of Rs.2000 crore has been car marked, will be undertaken as
planned under the acgis of HINDAL CO among these are—
1. The expansion of its metal capacity to 100000 MT per annum.
2. Its power generating capacity to reach 267.5 MW at Hirakud.
3. Ramping up the alumina plant at Muri to 500000 MT per annum.
…………………………………………………………………………………
…

• • •
The Research design is descriptive.
Data collection met
The information necessary for this survey is collected by
trapping secondary sources.
SECONDARY SOURCES
Previous reports on employee satisfaction.
Related information from internet.
Books and Publication.

It is realizing the direct relationship between happy employees.

The key measure to employee satisfaction is,
Employee retention
Productivity
Customer satisfaction
Profitability

• • •
 EMPLOYEE RETENTION
Employee retention refers to the ability of an
organization to retain its employees. Employee retention can
be represented by a simple statistic (for example, a retention
rate of 80% usually indicates that an organization kept 80% of
its employees in a given period). However, many consider
employee retention as relating to the efforts by which
employers attempt to retain the employees in their workforce.
In this sense, retention becomes the strategies rather than the
outcome.
A lack of satisfaction and commitment to the
organization can also cause an employee to withdraw and
begin looking for other options so the company provides
accommodation and transport from branch to plants. Hindalco
benefits and perks, including insurance benefits, retirements
benefits, and vacation policy reported by the employee of
hindalco.
PRODUCTIVITY
Productivity describes various measures of the
efficiency of production. A productivity measure is expressed
as the ratio of output to inputs used in a production process, i.e.
output per unit of input. Productivity is a crucial factor in
production performance of firms’ production. Hindalco’s
aluminium rolled products is a prime source for all major
brands and are used in a multitude of industrial segments.

• • •
 Building sheets
Ever last, a Hindalco brand, launched in December
2002, is made of aluminum and is ideal for all roofing and
cladding needs. It is easy to use, durable and economical to
work with. Using aluminum for roofing has many benefits.
 Closure stock
Hindalco's closure stock is rolled to very fine
tolerances to yield more closure per ton of stock and to allow
uninterrupted operation of high-speed, multiple-cavity
presses. Its strength, high formability, low earring and
printable surfaces make it ideal for pilfer-proof caps and vial
seals.
 Fin stock
By meeting stringent specifications of globally
competitive companies, Hindalco's flat fin stock has proved
its worth in air conditioners, car radiators and heat
exchangers. With the help of high-quality ingots, state-of-the-
art gauge and shape control and precision slitting, we
manufacture fin stock that has tight gauge tolerances and
excellent slit edges. A tight build-up combined with internal
sound metallurgical properties produce good draw ability
required for all types of finning;
 Hot rolled plates
As one of India's largest producers of flat rolled
products, Hindalco's aluminum sheet is produced from its
own cast slabs or continuous cast coils, rolled down to
customized thickness, gauge and tolerances. Our hot rolled
plates are durable and deliver long lasting performance.
• • •
 Pattern sheets
Hindalco's pattern sheets are ideal for decorative
applications and interior panelling for trucks, cabins, etc.
Available in five designs — diamond, five-bar, two-bar,
propeller, north star — the sheets can be bent easily or curved
to take the shape of the structure in which they are fixed.
Pattern sheets are light, rust-free, hygienic and easy-to-clean
and because they are made from aluminium, they are resistant
to corrosion and denting.
The sheets are manufactured with state-of-the-art equipment
employing sophisticated process technology. With stringent
quality control measures in place, the company sets the
standard in aluminium panelling.
 Cable wrap stock
Hindalco meets global standards in the manufacture
of its cable wrap stock, which is widely used in various cable
brands.
With the help of high-quality ingots and state-of-the-art control
systems, Hindalco manufactures cable wrap stock with tighter
gauge tolerances and meets excellent elongation and length
requirements.

• • •
  Cold rolled coils
Hindalco's cold rolled coils are precision-finished
to match international standards. They have good shape, high
tolerance, versatility and blemish-free surfaces. They are used
in commercial and general engineering applications such as
bus bodies, cladding and fan blades. The company meets the
demands of its ever-growing clientele with continuous
upgrades and process improvement.
 Flooring sheets / tread plates
The high strength-to-weight ratio and raised anti-
skid patterns, make Hindalco's flooring sheets ideal for use in a
number of flooring allocations, especially for bus, truck and
rail coaches, loading bays, kick plates, stair treads and
catwalks.
The aluminium flooring sheets and plates are resistant to
corrosion and denting and able to withstand severe conditions
of abrasion.
Light, rust-free, hygienic and easy-to-clean, Hindalco's sheets
and plates are manufactured with state-of-the-art equipment
and sophisticated process technology. Stringent quality control
measures have made them a standard in the aluminium flooring
market.

• • •
 Lamp cap stock
Hindalco's lamp cap stock combines strength and
high formability with high resistance to softening in vitriting.
Manufactured at modern and well-equipped mills, it can be
rolled to very fine tolerances, allowing more caps per tonne of
coil and enabling uninterrupted operations of high-speed
forming presses.

 PCB entry sheets / coils

Hindalco's Printed Circuit Board (PCB) entry
sheets are manufactured with state-of-the-art equipment
which matches international standards. Tight thickness
tolerance, flatness, dimensional accuracy and grease-free
surface and hardness optimal for burr-free drilling required in
the manufacture of PCB are ensured.
 Circles
Hindalco offers circles, also known as flat circular
sheets, in a variety of diameters and thicknesses to meet
specific needs. Extensively used in the manufacture of pressure
cookers, non-stick cookware, coated cookware, cans, etc., they
have earned the trust of many leading brands.
Continuous upgrades and process improvement enable us to
keep pace with the demands of our ever-growing clientele.

• • •
 Cold rolled sheets
Hindalco's cold rolled sheets are precision-finished
to meet the international standards for tight thickness,
tolerance, flatness and dimensional accuracy. Sound
metallurgical properties for further fabrication, anodizing
characteristics and a blemish-free surface make it useful in
both commercial and general engineering applications.
 Foil stock
Hindalco's foil stock is produced from high-quality
rolling ingots and Comcast coils. Manufactured with
sophisticated equipment, the foil stock is free of surface and
sub-surface defects. Matching international quality standards, it
can be rolled to thin gauges of aluminium foil for a number of
applications.
Stringent quality checks ensure a world-class range of sheets,
extrusions and foil products from Hindalco. Continuous
upgrades and process improvement enable it to keep pace with
the demands of its ever-growing markets.
 Lithe stock
Hindalco meets international standards in the
manufacture of lithe stock used for high-quality reproduction
needs in offset printing.
Rolled from scalped ingots using sophisticated, state-of-the-art
rolling facilities for shape and gauge control, Hindalco's lithe
stock is tension levelled to ensure flatness and then solvent
cleaned to remove
• • • excess oil and loosen aluminium fines.
 Spiral fin stock
Hindalco's spiral fin stock is an established product
in the market for heat exchange applications. With the help of
high-quality ingots, state-of-the-art gauge and shape control
and precision slitting, we manufacture fin stock that has tight
gauge tolerances and excellent slit edges. A tight build-up
combined with sound internal metallurgical properties makes
it suitable for all types of finning. The product meets the
stringent specifications of globally competitive companies.
CUSTOMER SATISFACTION
Customer satisfaction (often abbreviated as
CSAT, more correctly CSat) is a term frequently used in
marketing. It is a measure of how products and services
supplied by a company meet or surpass customer
expectation. Customer satisfaction is defined as "the
number of customers, or percentage of total customers,
whose reported experience with a firm, its products, or its
services (ratings) exceeds specified satisfaction goals.

• • •
"Customer satisfaction provides a leading indicator of
consumer purchase intentions and loyalty ." Customer
satisfaction data are among the most frequently collected
indicators of market perceptions. Their principal use is
twofold. In hindalco Industries, the collection, analysis and
dissemination of these data send a message about the
importance of tending to customers and ensuring that they have
a positive experience with the company.

• • •
 PROFITABILITY
Profitability is the ability of a business to earn a profit. A
profit is what is left of the revenue a business generates after it
pays all expenses directly related to the generation of the
revenue, such as producing a product, and other expenses
related to the conduct of the business activities. In hindalco the
expansion of in metal capacity to 100,000 MT per annum. Its
power generation capacity to reach 267.5 MW at hirakud. In
the year 2014 the operating profit and gross profit was between
3000. And the year 2017 it increases upto 5000.
Hindalco profitability chart
Year 2014 march to 2017march
PROFITABILITY
40000

35000

30000

25000

20000

15000

10000

5000

0
March'17 March'16 March'15 March'14

Sales operating profit Interest Gross Profit EPS (RS.)

• • •
 Findings
The supervisor / HOD should give regular feedback on
performance by holding informal meetings with each
individual. HOD should appreciate and encourage
employees to work hard.
If the top management is not able to keep any
promises it should give the reason why it has not able to
keep promises. This information should be
communicated to all employees.
All the employees should be treated equally and there
should not be any bias treatment.
If an employee has gained additional skill he should
be assigned task so that he can utilize his skills.
The administration policies should be updated so that
all the employees are aware of the policies.
HR should convince the employees and make them
believe that HR department is for their well being.
Besides staff meetings HR should conduct social
gatherings for all department so that the relation between
• • •
HR and the employees will improve. This will help the
employees to express their problems freely and frankly.
The training needs of the employees should be
reviewed at least twice a year. Based on that training
programs should be conducted to all the employees.

Day to day work related training should be provided

that is 80% job related and 20% on management skills.
Conduct the workshop on team development. So that
all employees are aware of the benefits of teamwork.
Yet more concentration or more measures should be
taken for the safety.
Job related training should be given once in 6 months.
If the employees request for facilities such as phone,
printer etc; it should be checked whether this really
necessary and it should be provided.
Opportunity should be given to the employees to
express their views, ideas.
Cultural activities should be held to further motivate
the employees
• • • to attain the goal.
 Communication method should be improved, it should
be easily understable by each employee.
In case of vacancy, advertisement should be made
with in the company and internal recruitment should be
given more preference over external recruitment, this will
give the employees opportunity for career development
and increase loyalty.
…………………………………………………………………
…………………………………………………………………

• • •
 Employee satisfaction is the realizing the direct
relationship between happy and unhappy employees.

Following are the dimensions of employee

satisfaction:

Employee retention

Productivity

Customer satisfaction

Profitability

All the above mentioned factors are obtained only if the

employees are satisfied and organization has improve the
welfare to enhances the working condition.

• • •
 (a) “MOTIVATION TO WORK” ---
Herzberg Fredrick
(b) “WEBSITES”--
https://www.slideshare.net/BabasabPatil/employee-
satisfaction-level-at-hindalco-industries-project-report
http://www.hindalco.com/our-businesses/aluminium-
overview/aluminium-flat-rolled-products/products
https://money.rediff.com/companies/Hindalco-Industries-
Ltd/15040001?srchword=Hindalco+Industries+Ltd.&snssrc=s
ugg

• • •