MAJOR PROJECT REPORT

ON

MAHYCO PRIVATE LIMITED

In Partial fulfilment of Requirements for the award degree of

MASTER OF BUSINESS ADMINISTRATION (MBA)

OF
Dr. Babasaheb Ambedkar Marathwada University
Submitted by

Vaishnavi Sushil Hajare (MBA- IVth sem)

MSS’s

College of Engineering & Technology

Department of Management

Nagewadi, jalna (MS)-431203.

2023-2024
15th March, 2024

CERTIFICATE

This is to certify that Ms. Vaishnavi Hajare had undertaken the internship
program with HR department of our company from 10th Feb 2024 to 09th March
2024. During her internship she studied on management information systems.

During her internship, she was found to be sincere, observant, and eager to learn
new things.

We wish her success for her further education and professional career.

For Mahyco Private Limited

Rameshwar Udawant

Foundation Manager – HR

Mahyco Private Limited

Jalna – Aurangabad Road, At Dawalwadi.
P.O. Box – 76, Jalna-431203.
 DECLARATION

I declare that the written submission represents my ideas in my own words and
where others ideas or words have been included, I have adequately cited and
referenced the original sources. I also declare that I have adhered to all the
principles of academic honesty and integrity and have not misrepresented or
fabricated or falsified any idea/ data/ fact/ source in my submission. I understand
that any violation of the above will be cause for disciplinary action by the institute
and can also evoke penal action from the sources which have not been properly
cited or from whom proper permission has not been taken when needed.

Place: Jalna

Date: Name: Vaishnavi S. Hajare

 MATSYODARI SHIKSHAN SANSTHA
COLLEGE OF ENGINEERING & TECHNOLOGY, JALNA.

CERTIFICATE

This is to certify that Vaishnavi Sushil Hajare has successfully completed Major
project entitled “Mahyco Private Limited” in partial fulfillment of the
requirement for the award of MASTER OF BUSINESS ADMINISTRATION
(MBA). To the best of our knowledge & belief the work embodied in this project
report has not been formed earlier the basis for the award of any degree or similar
title of this for any other examining body.

Prof. D.J. Bhutekar Prof. M. Irfan Dr. S. K. Biradar

Project guide HOD Principal

2
 ACKNOWLEDMENT
This Major Project would not have been possible without the guidance and the help
of the several individuals who contributed and extended their valuable assistance in
the preparation and completion of this study. I would like to thanks all those people
who made this major project possible and un-forgettable experience for me. First
of all, I would like to express my deepest sense of gratitude to my Major Project
guide Prof. D.J. Bhutekar and Dr. S. K. Biradar Principal of MSS’s Department
of Management, College of Engineering & Technology, Jalna for his invaluable
encouragement, helpful suggestions and supervision throughout the course of this
Major Project work. His willingness, patience and optimistic attitude could lead to
completion of this Major Project. I highly indebted to him for the systematic
guidance and constant supervision he put into completion this work.

I am grateful to the Head of Department of Management,

MSS’s CET, Jalna. For his all round support from time to time as required I also
express my heartful thanks to Prof. D. J. Bhutekar for his enthusiastic moral
support and guidance. I am thankful to Prof. Mohmmad Irfan for his valuable
guidance in my major Project writing and continuous encouragement. I would like
to specially thank for our respected principal Dr. S. K. Biradar, MSS’s CET,
Jalna. for being my inspiration as I hurdle all the obstacles in the completion of this
dissertation work.

Place: Jalna
Date: Name: Vaishnavi S. Hajare

3
 INDEX

PAGE
NAME OF THE TITLE NO.

CH-1 INTRODUCTION
1.1 OBJECTIVES OF THE PROJECT
1.2 SELECTION OF THE TOPIC
1.3 OBJECTIVES OF THE STUDY
1.4 RESEARCH METHODOLOGY

1.5 SCOPE OF THE STUDY

1.6 LIMITATIONS OF THE STUDY

1.7 RATIONALE OF THE STUDY

CH-2 PROFILE OF THE ORGANIZATION

2.1 BACKGROUND & HISTORY OF THE ORGANIZATION

2.2 ORGANIZATION FLOW CHART
2.3 PRODUCT & SERVICES OF THE ORGANIZATION

2.4 INTER DEPARTMENTAL RELATIONSHIP

CH-3 ANALYSIS AND INTERPRETATION OF DATA

3.1 TOPIC UNDER STUDY
PRESENTATION OF INFORMATION &
3.2
INTERPRETATION OF DATA
CH-4 CONCLUSION OF THE STUDY

CH-5 RECOMMENDATONS & SUGGESTIONS

CH-6 APPEDICES

6.1 QUESTIONNAIRE
BIBLIOGRAPHY
6.2

4
 CHAPTER 1: INTRODUCTION

1.1: OBJECTIVE OF THE PEOJECT

A project report is a comprehensive document that provides detailed
information about a specific project. It typically outlines the project's
objectives, scope, methodology, progress, findings, and outcomes. A
project report often includes details about the project's goals, activities,
timelines, resources used, challenges faced, and the results achieved. It
serves as a formal record of the project's lifecycle, serving both as a
documentation of the work done and as a communication tool to convey
the project's status and outcomes to stakeholders, sponsors, or interested
parties.
Maharashtra Hybrid Seeds Company Limited (popularly known as
MAHYCO) is a pioneer and leader in the private seed sector in the
country.
Mahyco was the firsts company to successfully commercialize hybrid
cotton and the first company in India to produce and market hybrid
sorghum, pearl millet and sunflower.
Mahyco has a long track record of supporting and participating
innovative research and initiatives in agriculture in partnership with
public institutes and private companies and has actively participated in a
number of projects under the aegis of the Department of Biotechnology
(DBT) Government of India.
Mahyco private limited company focused on the large amount of
production under the low key duration, the production of crops,
vegetables, cotton needs seasonal atmosphere but the company has a
large amount of the manpower to achieve the great success.

1
1.2: SELECTION OF TOPIC
Reason behind selecting this topic for project is that the employee
satisfaction is most discussed and noticeable topic in the organization.
Employee satisfaction plays an important role in the growth of the
organization to achieve their goal efficiently.
In the period of internship I saw that the main management of Mahyco
Private Limited is their employee and the satisfaction they arrange many
programs for encouraging their employee they give various rewards on
the basis of their work. The environment of Mahyco Private Limited is
so friendly that the employees freely can do their work without any
hesitation.
Employees satisfaction is the key of the organization success.

2
1.3: OBJECTIVE OF THE STUDY

 To study the nature of the business carried out

 To understand the product services profile
 To study the organization structure (hierarchy of the organization
& concerned department)
 To get proper understanding financial conditions of the concern
 To learn the working of HR department

3
1.4: RESEARCH METHODOLOGY & DATA ANALYSIS

Research methodology is a way of explaining how a researcher intends

to carry out their research. It's a logical, systematic plan to resolve a
research problem. A methodology details a researcher's approach to the
research to ensure reliable, valid results that address their aims and
objectives.
Research study involves through the series of step, each presenting the
answer to a key questions.
Research Design:
This stage shall help me to restrict and select only the important
questions and issue, which inhabit growth and segmentation in the
industry.
The various task that I have undertaken in the research design process
are

 Defining the information need

 Design the exploratory, descriptive and casual research

Location of Study:
In the present scenario the project was carried out in the Andhra Pradesh
state at Khammam, Guntur districts to know the market demand of
Mahyco Company with respect to the other private seed companies. This
will help the company to formulate its marketing plan .

4
Data collection:-
The information was collected from farmers, Dealer,
Nursery and Traders. The interview scheduled was designed keeping in
mind the objectives of the study.

Sample Size:-
201 farmers, 73 Dealers, 40 nurseries, and 20 traders
taken as a sampling size for study.

Analytical Tool:-

Percentage Method
X
% = ---------------------------------------------- *100
Y

Where-
X= No. of Respondents
Y = Total No. Of Respondents

5
Data Analysis:

Maharashtra Hybrid Seeds Company (Mahyco) expected to achieve

around 10 per cent growth in revenues to about Rs 690 crore this fiscal
on the back of growing demand for improved hybrid seeds.

Mahyco had posted a revenue of Rs 627 crore last fiscal, with a net
profit of Rs 112 crore.

"All our product categories, including Bt cotton, hybrid field crops and
vegetables are doing well. Demand for improved.

The company has also developed insect-tolerant Bt brinjal and is

awaiting government approval for its commercial use.

Mahyco is currently engaged in the development of genetically modified

rice, wheat, okra, cauliflower and pigeon pea.

"There is a huge potential for hybrid and genetically modified seeds in

India as we have to produce more from limited available land," he said.

Mahyco is also involved in research and development of 200 hybrid

products in around 35 crop species.

"We are developing seeds for herbicide-tolerant, nutrient (NPK)-

efficient and salinity-compatible seeds, mainly in our focus crops like
rice, wheat, cotton, hot pepper, okra, brinjal and cauliflower," he said.

6
Mahyco was the first company in the country to get approval for its Bt
cotton hybrid seed, Bollgard, in 2002.

Half of the company's business comes from sale of Bt cotton seeds.

According to Mahyco, GM cotton is cultivated in over 80 per cent of the
area under cotton cultivation today and in the current season (September
onward), Bt cotton is estimated to cover 95 per cent of the area under
cultivation.

"However, we expect the share of Bt seeds of edible crops to grow after

the Bt brinjal gets approval," Barwale said.

The company sourced its Bt cotton technology from US-based Monsanto

Holdings under a licencing agreement.

It expects to double its Research & Development spend from Rs 50

crore to about Rs 100 crore in the next four years.
RESEARCH PROCESS
 Data Sources: In the Preparation of this project it is necessity to collect
the Primary data and Secondary data.

 Primary Data: The first-hand information bearing on any research

which has been collected by the researcher may be called “primary
data”. Collecting information various with the help of proposals credit
policy of the Bank.
 Observation method
 Questionnaire method

7
OBSERVATION METHOD

1] System generated sales invoice.

2] System generated sales rejection.
3] Customer Dr. & Cr. Note voucher.
4] Customers own business site.
5] Bill passing procedure in SAP.
6] RTGS passing procedure.
7] Receivable procedure

Questionnaire method.
A questionnaire is set of questions presented to respondent because of
its flexibility; a questionnaire is by far the most common instrument
used to collect the primary data. Sampling Design A sampling design is
a definite plan for obtaining a sample from a given sample limit. It refers
to the techniques or procedures the researcher would adopt in selecting
items for the sample, sample design is determined before data allotted.
Sampling Unit Here the various customers and accounts department
employee in endurance technologies ltd are the sample unit for
interviewing regarding receivable management project. Sampling unit is
the group or cluster of the people from which the information is
collected.
Sample Size:
Sampling Procedure In this study, non-probability-purposive sampling is
used. Non-probability sampling is sampling technique where the
samples technique where the samples are gathered in a process that does
not give all the individual in the population equal chances of being
selected. A purposive, or judgemental, sample is one that is selected
based on the knowledge of a population and the purpose of the study

8
 Secondary Data:
The Secondary Data on the other hand, are based on second-hand
information. The data which have been already been collected, compiled
& presented easier by any agency may be used for the purpose of
investigated such data may be called “Secondary Data”. Collecting the
information with the help of Annual Reports, Magazines, Internet, and
Reference Book. The Secondary data provide by organization. The
needed information is collected from Journals Annual Reports,
Magazines, etc

9
1.5 SCOPE OF THE STUDY

Keeping the purpose of the study in mind which is to know the

employee satisfaction level towards the organization. I have conducted
the study within the organization employees of Mahyco Private Limited.

I choose this topic with the purpose ;

 To know the employee satisfaction level towards the organization.

 To understand the relationship with in the organization.
 To study the communication flow within the organization.
 To determine the worker participation in decision-making.
 To find whether there is scope for improvement within the
organization.
 To learn the practical aspects of the business.

10
1.6 LIMITATIONS OF THE STUDY
1. The research is limited to the Mahyco seeds company.
2. Lack of availability of Data.
3. Data Security reasons company never provide their internal data
4. Lack of sources
5. Not easy to find the company’s financial information n management
has put restriction on employees so that they can’t share company’s info.

11
1.7 RATIONALE OF THE STUDY
Employee satisfaction is realizing the direct relationship between happy
and unhappy employee. To attain the long run goal employee should be
treated equally, and should have opportunity to express their views,
ideas and opinions. They should be updated and accessible to all the
employees so that the employees are aware of all policies of the
organization. The supervisor should have the good leadership qualities
and should give positive feedback at regular interval. The working
environments should be good so that the employees will have sense of
pride in working for the organization and should be provided with the
necessary facilities and adequate space work efficiently. Loyalty and
performance should be rewarded by providing opportunities for career
development.

12
 CHAPTER 2: PROFILE OF THE ORGANIZATION

2.1 BACKGROUND & HISTORY OF THE ORGANIZATION

Maharashtra Hybrid Seeds Company Private Limited (Mahyco) is
focused towards bringing innovation in agriculture through research &
development, production, processing and marketing of seeds for India’s
farming fraternity. Founded in 1964, Mahyco is the pioneer of high
quality hybrid and open pollinated seeds. Through the use of cutting
edge technology and intensive research activities, Mahyco has
revolutionized the agrarian face of the country. Despite its growth and
expansion, the company remains unchanged at its core. It is still driven
by a visionary zeal and the belief that it is possible to improve the lives
of farmers by using science to develop superior quality agricultural
products.
Mahyco Private Limited is focused on research and development,
production, processing, and marketing of seeds for India's farming
fraternity. Founded in 1964, Mahyco is the pioneer of high quality
hybrid and open pollinated seeds. Through the use of cutting edge
technology and intensive research activities, Mahyco has revolutionized
the agrarian face of the country.

Despite its growth and expansion, the company remains unchanged at its
core. It is still driven by a visionary zeal and the belief that it is possible
to improve the lives of farmers by using science to develop superior
quality agricultural products.

Mahyco started with a founding vision of changing the agricultural face

of India and making the Country self- sufficient in food production.
Marketing Seeds | Tech Licensing | Tech Development

13
Website

http://www.mahyco.com

Industry
Biotechnology

Company size
1,001-5,000 employees

Type
Privately Held

Founded
1964

Specialties
Agriculture, Biotechnology, and Innovation

Maharashtra Hybrid Seeds Co. (Mahyco) is an agricultural company

based in India. It is one of the country's major producers of seed. As of
2015, the company is also active in Vietnam, Indonesia, Philippines and
Bangladesh, and planned expansion to Africa.
[1]
The company produces seeds for cotton, wheat, rice, sorghum, pearl
millet, maize oilseeds and vegetables crops.
[2]
Through a joint venture with Monsanto named Mahyco Monsanto
Biotech, Mahyco sublicenses Bt cotton technology in India
.[3] The Indian government has maintained price controls on Bt cotton
seeds since at least 2011.
[4] Mahyco has 21 notified research varieties
[5]
and production of 115 products across 30 crop species.
[6]
Mahyco has six research centres in India focusing on molecular
breeding, applied genomics, crop transformation, plant virus

14
interaction, molecular microbiology, abiotic stress tolerance and
molecular entomology.

The company has a research and development center at Dawalwadi near

Jalna in Maharashtra, with an ongoing hybrid breeding program in over
30 crop species. Apart from the main R&D centre in Jalna, Mahyco has
3 research centres and 18 other location offices distributed across the
country with over 150 scientists engaged in the research programs.
As of 2014 Mahyco is present in over 20 countries, with offices in
Singapore, Vietnam and recently acquired a controlling stake in Quton,
the largest Cotton seeds company in Africa.

B. R. Barwale founded the company in 1964.

In 2002, Monsanto and Mahyco's joint venture introduced Bt cotton
technology to India. The joint venture's later attempt to introduce Bt
brinjal to India was controversial and ultimately unsuccessful.
In 2012, the government of Maharashtra blocked sale of Mahyco Bt
Cotton seed in response to distribution and transparency problems. The
company's licence to sell was reinstated in May 2013. The first hybrid
wheat seed in India "Pratham 7070 " was developed by MAHYCO
The Maharashtra Hybrid Seed Company Limited, popularly known as
Mahyco, has a remarkable history in many ways. It was set up in 1964
by a man with farming but no business experience, and at a time when
public sector research institutions and government seed companies
dominated Indian agriculture. Yet, from small beginnings in the
Marathwada region of Maharashtra, the company slowly grew to its
present stature as a pioneer and leader in the Indian seed industry with a
footprint across India, thanks to its founder, Dr B.R. Barwale's vision of
what seed can do for farmers.

15
“My approach was to use the best available agricultural technology to
increase production,” says the 79-yearold Dr Barwale who was awarded
the Padma Bhushan in 2001 in recognition of his services to Indian
agriculture. That has been the cornerstone of Mahyco's success -- a
strong, diverse and progressive program of R&D. This, along with its
timely and appropriate collaborations with academia and industry, has
enabled it to keep pace with new developments across the spectrum and
retain its pioneering thrust.

Worldwide too, Mahyco was the first company to successfully

commercialize F1 hybrid cotton based on genetic and cytoplasmic male
sterility (CMS) systems. In India, Mahyco was the first company to
produce and market hybrid sorghum, pearl millet, wheat and sunflower,
and the first company to receive approval in 2002 for commercialization
of insect-tolerant Bt cotton, India's first genetically improved crop.
Mahyco was the first Indian company to commercially grow and market
the transgenic Bollgard cotton hybrid in India.
It developed a wide range of hybrids with perfect combination of
technology and germplasm.
The process for the venture into biotechnology began in 1990, thanks to
Dr Barwale's son, Raju Barwale, now the managing director of the
company. “In those days, the bollworm was a major threat to the cotton
crop.
I came across this information which indicated that the crop would
tolerate the pest with certain genes known as Bt. We started
experimenting with Bt genes in the early 1990s. Subsequently, when we
had Bt cotton plants, I remember my 55-yearold breeder come running
to my room to tell me breathlessly that the larva had dropped dead on.

16
That experience convinced Raju Barwale that biotechnology was the
path forward in the coming century. “We had already set up a tissue
culture lab in Jalna in C
1987. We now set up a lab in Bangalore in 1991. In 1998, we set up the
state-ofthe-art Mahyco Research Centre at Dawalwadi, with
biotechnology and ongoing hybrid breeding programs in over 30 crop
species and support programs in plant pathology, entomology,
cytogenetics, biochemistry, tissue culture, rapid cycling, and various
other areas of biotech and transgenic plant research.

We have invested over Rs 50 crore on the R&D infrastructure and have

continued our resource commitment on an annual basis. Over 200
scientists are engaged in the research programs at Mahyco.” Big money,
considering that in November 1964, the founder could not persuade 20
people to contribute Rs 5,000 each towards the share capital of Rs 1
lakh, despite the assurance of a turnover of Rs 1 crore! The Barwale
family ultimately put in half the capital, while the remaining partners
could pay up only a quarter of their contribution -- the rest was to be
taken from the harvested crop!

Today, Mahyco has over 1,000 employees, a turnover of Rs 347 crore

and is aiming to be a Rs 1,000- crore company. Recalls Dr Barwale: “I
did not have any business experience then. I was the first to plant yellow
vein mosaic virus-resistant lady finger (bhindi) which we got from Pusa.
That gave me a good crop. When I started growing bhindi, I did not feel
I was initiating a big movement. I was just happy that I was a part of the
country's growing food grain production for which we felt a great need
at that time. Then I planted hybrid maize, sorghum (millet) and bajra in

17
quick succession -- and then wheat. Soon I realized what a big
contribution new seeds with new traits could make to a farmer's income.

Before the Green Revolution began, I was happy if I got 6 quintals of

wheat per acre on my 80- acre farm. Besides, Maharashtra is not a wheat
growing area. But when Dr Normal Borlaug's new high yielding
varieties came, I got 22 quintals! The same happened with cotton in the
1970s I grew hybrids on ten gunthas for the first time in Maharashtra
and found it flowered in 45 days instead of 90 days!
Those are the marvels of putting science into agriculture.” Mahyco has
always focused on the production of high yielding varieties and hybrid
seeds and is a pioneer in many respects through strict adherence to its
motto, "Quality Seed - Mahyco Seed".

Today, it is engaged in the research, development, production,

processing, marketing and aftersales service of 115 products in 30 crop
species, including cereals, oilseeds, fibre crops and vegetables. It has to
its credit 21 notified varieties. Meeting the diverse needs of farmers in a
subcontinent with widely varying soil and agronomic conditions has
been a challenging task, but it has been accomplished by a strong
research base and the company's seed production, processing, and
marketing infrastructure.

In-house research focus at the Mahyco Research Centre has been in a

number of areas related to improving crop performance. Tolerance to
biotic stresses including pests, diseases and viruses, and abiotic stresses
such as drought and salinity and increasing nutrient uptake efficiency are

18
good examples of the work we do. An integrated approach utilising
breeding methods, genomics and direct gene transfer has been adopted,
to ensure that products are robust and field-ready. uu uu Dawalwadi, PO
Box 76, Jalna-431203.(www.mahyco.com) PRO FILE Maharashtra
Hybrid Seed Company u

Company Details

CIN U01120MH1999PLC122855

Company Name MAHYCO VEGETABLE SEEDS LIMITED

Company Status Amalgamated

RoC RoC-Mumbai

Registration 122855
Number

Company Category Company limited by Shares

Company Sub Non-govt company

Category

Class of Company Public

Date of 01 December 1999

Incorporation

Age of Company 24 years, 3 month, 29 days

Activity Growing of crops; market gardening;

horticulture

19
Mahyco has a network of one lakh farmers in 30 production centres and
more than 5,000 sales and marketing outlets acress the country.
Mahyco is the manufacturer, exporter, importer, and supplier of the
following product range:

 Cotton Seeds
Bollgard cotton seeds
Indian Cotton Seeds
 Field Crop Seeds
Paddy Seeds
Wheat Seeds
Bajra Seeds
Maize Seeds
Jowar Seeds
 Oil Seeds
Sun Flower Seeds
Castor Seeds
Soyabean Seeds
Mustard/ Rape Seeds
 Vegetable Crop Seeds
Chilli Seeds
Okra Seeds
Tomato Seeds
Cucurbit Seeds
Cabbage Seeds

20
2.2 ORGANIZATIONS FLOW CHART:
How Do They Work:

Farmers

Seeds

Production Centre

Testing For Quality Standards Seeds Accepted/ Rejected

Packaging

Stored Delivered To Market

21
Mahyco strongly focused on:

Marketing

Research &
Processing
Development

Procurement &
Productions

22
International and National Scenario:
Every company wishing to consolidate its export activity has to create its
own foreign trade department in order to handle various tasks and
maintain its presence in international markets.
The export department at Mahyco is responsible for all tasks related to
international sales. The Company is making a major thrust in exports
and has the strength and momentum to become a truly global
organization in the near future. Mahyco produces a wide range of crops
spanning vegetables and field crops. The company produces top quality
seeds for the export market through its vast network of contract growers.
For the last 20 years, the company has been engaged in custom seed
production for clients around the world. We have license agreements in
place with reputed international seed companies. Mahyco’s quality
assurance lab (IN-06) has been accredited by the International Seed
Testing Association (ISTA) for issuing Orange and Blue ISTA
Certificates. The production department can deliver a wide range of
products that fit the agro climatic situation in India.

Large scale vegetable production is now possible using nylon nets which
protect the crop from insect damage and improve the quality of the final
product.

Mahyco currently has a presence in Asia, Africa, USA, Middle East and
Europe (more than 20 countries).

The company has expanded its operations throughout South-East Asia

and Africa over the past few years through its group company Mahyco
International Pte Ltd. Smallholder farmers constitute Mahyco’s main
clientele, but the Mahyco Grow group also services horticultural farmers
by offering planting materials in banana markets for produce through
Seven Star Pvt. Ltd.

23
 Commitment 0.75
 Performance 1.07
 Transparency 1.90

 AGovernance & Strategy 0.74

 BGenetic Resources 0.00
 CIntellectual Property 0.60
 DResearch & Development 1.72
 ESeed Production 1.75
 FMarketing& Sales 1.21
GCapacity Building 0.44

 Leading Practices

 Mahyco provided a license for its hybrid eggplant on a royalty-

free basis to the Bangladesh Agricultural Research Institute
through the Agricultural Biotechnology Support Project II. With
no constraints on farmers saving and replanting seeds, the
number of farmers adopting BT eggplant is increasing.
 The company states that it follows stringent quality assurance
standards. Covering 59 locations, the ISO 9001 certification
awarded to the company is the largest multi-location certification
in India.Areas for Improvement
 Mahyco is encouraged to increase its disclosure across all
measurement areas, better link its activities to the needs of
smallholder farmers and develop formal commitments or
policies to guide these activities

24
  Notable Findings

 The company states that it has a commitment to improve the

productivity of small and marginal farmers through its ‘farmer first’
goal.

 The Mahyco Research Centre has a well-developed breeding program

in India that focuses on crop improvement by incorporating specific
traits such as insect resistance through genetic modification and
tolerance for abiotic stress such as salinity, drought and herbicides.

 He company conducts collaborative research while also investing in an

R&D program In India on hybrid rice in collaboration with the
International Rice Research Institute (IRRI).
 The company follows international standards for seed testing. It states
that it is certified by the International Seed Testing Association (ISTA).
 The company has in place promotion strategies and/or demonstration
services as evidenced by the Mahyco Innovation Day held in 2017. The
company also reports running briefing sessions to inform farmers and
dealers about its products.

25
Ranking fourth in the 2021 index for South and South-East Asia,
Mahyco Grow demonstrates leading performance across the majority of
measurement areas, particularly in research and development and also
governance and strategy. As part of its breeding programmes in India
and Vietnam, the company invests in the capacity building of local
research staff and uses feedback from smallholder farmers and other key
stakeholders to inform its programmes. The company is a leader in its
process to identify and engage with stakeholders and also in its specific
and time-bound targets for ensuring access to seeds for smallholder
farmers. Its high performance in marketing and sales can be attributed to
practices including its strong quality management systems, and the
company gives specific attention to women smallholder farmers across
measurement areas. It also engages smallholders in its seed production
activities in India and Vietnam. While it has social standards in place, it
could improve its disclosure on how these are monitored during its
production activities.
South and Southeast Asia

Summary of results:
Mahyco ranks 19th out of 24 index companies. Its ranking reflects its
general lack of disclosure of commitments and activities related to
access to seeds, although it has disclosed some activities in Research &
Development and Seed Production. No evidence was found of activities
in Genetic Resources and the company discloses limited information
publicly on its activities in other measurement areas. The company’s
contribution to the adoption of BT eggplant is notable.

26
Some prominent companies in the industry:

1. Kalash Seed Private Limited

Kalash Seeds Pvt. Ltd., a private seed companies in India, is a leading
seed company mainly in the vegetable sector in India. They have a
talented team of scientists, breeders, and researchers who bring to you
the best quality seeds. They have been catering to the needs of thousands
of Indian and international professional growers and farmers since 2011
with an experience of over 50 years. It is the best seeds company in
India.

In the Indian Vegetable seed market, Kalash has already achieved

market leadership in chili, pumpkin, beetroot, onion, broccoli, and
muskmelon. Their mission is to reach every corner of the world to
connect each vegetable growing and provide service to dealers,
stakeholders, and farmers with elation and prosperity by providing seeds
for a better future.

27
2. Ajinkya Seeds Pvt. Ltd.
Established in the year 1999, Ajinkya Seeds Pvt. Ltd., is known to be
one of the leading manufacturers, suppliers, distributors and wholesalers
of the finest and the most commendable range of Agricultural &
Vegetable Seeds. The range is made up of the finest Agricultural Seeds,
Vegetable Seeds and Fild Crops, is widely acclaimed and asked for in the
market. Processing of this range is done in compliance with the set
industry norms and guidelines, utilizing the finest machinery. This
ensures the product’s standard of quality. Further, the range is known to
be marked at the most reasonable rate possible.

Our highly advanced infrastructural facility laced with all the necessary
machinery and equipment, helps us in the attainment of several of the
firm’s predefined goals and objectives. The facility parted into a number
of highly operational units help us in the management of the firm’s
operations, in the smoothest possible manner. For reasons of maximizing
our presence in the market, the facility undergoes regular up-gradation.
Further, our highly ethical work practices have helped us generate a huge
client base.

28
3. Ankur Seeds Pvt. Ltd.:

Ankur Seeds Pvt. Ltd. was founded in the year 1976 by three visionary
Agriculturists Shri. Ravi Kashikar, Shri. Madhav Shembhekar, Late Shri.
Laxman Aurangabadkar ably supported by Shri. Makarand Saoji, Late
Shri. Vijay Kashikar, Late Shri. Balwant Umalkar.

Shri Ravi Kashikar, the Chairman rightly observes and says that “Ankur
is not an organization, it is virtually a movement”. Indeed so, the
pioneering work initiated and continued by this Vidarbha based company
has brought prosperity to millions of farmers in many parts of country.
While the founder directors continue to act as guide, the next generation
has ably taken over responsibilities at technological, managerial,
organizational, and institutional level to manage and control departments
like, production, marketing, to research. Ankur Seeds Private Limited is
poised for continued and accelerated growth and development towards
sprouting and germination of seeds of prosperity for millions of farmers
in the years to come. A feather in the cap was added in the form
of Shri.Dilip Rodi.

Since Ankur Seeds’ inception, the focus was on R & D and exercising
quality control to create a company that will be recognized by farmers
across India for delivering superior hybrid seeds. This dedication has paid
rich dividends as we have earned respect and trust of millions of farmers
across India and beyond.

Quality Paramount:

The objective behind the venture was to provide the highest quality of
seeds, adaptable to local climatic, cultivation conditions and as per
specific requirements of farmers. The company today is proud to have
developed over 200 varieties in 16 crops, and is one of the leading seed
producers in India having an annual turnover of 5 billion.

29
By keeping in mind intense requirement of nutrition by high yielding
seeds and better crop health, Dharti Agro Chemicals Pvt. Ltd. was
founded in the year 1998.

Production and Processing:

With 11 State-of-the-art processing plants, our total production capacity

is over 16000 tons; dehumidified storage capacity of 5000 sq meter for
medium terms storage & more than 10,000 sq. meter warehousing facility.
Our plants can perform drying, pre-cleaning, ginning, delinting, gravity
separation and fungicidal treatments. Our breeding support center (R&D
Station) meets the norms and infrastructure guidelines set by the DBT,
Govt. of India.

Ankur has never failed to acknowledge the tremendous contribution made

by the seed growing farmers, who have given unstinted support to become
better. While initially there were around 1000 farmers associated with
Ankur, currently more than 100,000 farmers are producing seeds for us.

30
4. Krishidhan Seeds Private Limited

Krishidhan, seeds company in India, was established in 1996 and has

grown into a group of companies committed to excellence in an
integrated seed business based on quality R&D, Production, Quality
Control, Processing, Marketing, Sales, and Extension. Krishidhan is a
pioneer and dynamic agricultural biotech company delivering high-
quality seeds for the Indian commercial seeds market.
Krishidhan is a research-based organization. The company is actively
involved in the research, production, processing, packing, and marketing
of high-quality seeds of Cotton, Cereals, Pulses, Oil seeds, and Fodder
Crops.

31
5. Kaveri Seeds Company

Established in 1976 by Mr. G V Bhaskar Rao, with an objective to

fuel India’s Green Revolution. A young and passionate agriculture
graduate, with an agricultural family background had a dream to help
farmers to improve agriculture yields. Their pursuit of excellence backed
by strong research & development has resulted in high-yield seeds that
have made the company the trusted partner for farmers for the last three
decades.

32
2.3 PRODUCT & SERVICES OF ORGANIZATION:

Mahyco produces seeds for a wide range of hybrid crops, including

cotton, field crops and vegetables. These are top quality seeds produced
with help of a vast network of contract growers. Mahyco has centers
situated across Maharashtra, Karnataka, Andhra Pradesh, Gujarat,
Madhya Pradesh, Rajasthan, Punjab, Haryana and Uttar Pradesh.
Mahyco has a prominent presence across much of the country.

Over one lakh registered contract growers spread all over India are a part
of our robust structure for production of proprietary seed material.

Our Production Process:

The production is carried out through well-defined processes supported

by our SAP system. Seed growers are selected based on past
performance records and experience. Our dedicated production staff
monitors fields at critical crop stages in order to help the growers get
better yield and maintain seed quality as per defined norms.

Field days are conducted to educate growers about new techniques and
give them the confidence to take on production responsibilities.

Welfare Initiatives:

Mahyco conducts the following grower welfare programs:

 Grower insurance schemes with premiums paid by Mahyco

 Assisting growers to get access to bank loans
 Health camps for seed growers

33
CHILLI HYBRID
NO. 1050

 Fruit color: Immature- parrot green, mature- deep green

 Fruit length: 15-16 cm
 Fruit diameter: 1-1.2 cm
 Fruiting Habit: Pendant
 Fruit pungency: High
 Fruit Surface: Slightly wrinkled
 Maturity(DAT): 55-60 day
 High yield potential

34
CHILLI HYBRID
YASHASWINI

A very highly pungent attractive dual purpose chilli hybrid which is easy
to pick and bears uniform length fruits of 9 – 10 cm long and 0.8 – 1 cm
diameter. Fruit is dark green in colour when immature and turns red on
maturity, fruit surface has moderate wrinkles.

35
BHINDI HYBRID
EXP HYB 2

YVMV tolerant, high yielding bhindi hybrid suitable for both fresh and
export market. Fruits are tender, dark green in colour and 10 – 12 cm
long. The first picking starts from 47 – 49 days

BRINJAL HYBRID
MHBJ 110

Oval shaped, shiny purplish green fruits with white stripes weighing
around 70 – 80 gm, suitable for long period harvest.

36
CABBAGE HYBRID
MAHY KRANTI (18)

Round, light green, compact head with average head wt of 800gm – 1

kg. Field holding capacity upto 15 days, early head setting with uniform
size. Maturity in 55 – 60 days, suitable for closer spacing.

37
RADISH HYBRID
MAHY 22 (HYBRID RADISH NO.22)

The uniformly shaped white roots gives it a fleshy and crispy texture.

TOMATO HYBRID
MAHY 401

Bacterial wilt tolerant, Semi indeterminate, oval shaped white shoulder

fruits with average fruit wt of 75 – 85 gm. Fruits mature in 80 – 85 days.

38
WATERMELON HYBRID
MHW 4 (SANTRUPTI)

Oblong This variety is known to have vigorous and strong vine and a
fruit with firm appealing deep red flesh. With a blackish green color
rind, the average weight of the fruit is between 4 to 6 kgs.

39
VISSION, MISSON & QUALITY POLICY

Vision- Feed the world with Indian Agriculture

To bring the best of science into the Indian fields, it is the socio-
economic vision of the company to empower the farmers with the best
of seeds and to enhance the agricultural productivity of our country.
Feed the World by empowering the small holder farmers.

Mission- Enhance cultivation with the Art of Science

Protect the present agricultural face of India from the challenges of the
future by strengthening our farmers with the best of technology and
innovation. We believe in being static in values but dynamic in learning
and adapting the best of the world to create a green India.

To enjoy tomorrow, we need to prepare today. Similarly, for an Indian

farmer to be successful, independent and happy individual, the steps
need to be taken today.

Low and highly unstable remuneration for farmers in current scenario

does not leave a very promising future for farmers and agriculture as a
sector. Coupled with other policy, governance and infrastructure
problems, the sector is facing adverse consequences.

Hence, it is essential to engrain innovation in the DNA of our farmers

and agriculture, so that only best practices are followed in crop

40
production, post harvest mechanisms and value chain as a whole.
Farming is a sunrise sector of the country in the 21st century, when
technology is deployed to increase output.

Provide Small holder farmers with scientifically advanced genetics in

annual crops, to improve their income in a sustainable manner.

41
So as a vision towards 2022, we should focus on 2 parameters- raising
crop production and adding value to existing chains. Simple yet
scientific steps will lead to raising crop production- crop rotation, proper
irrigation and high yielding seeds are essential for the same. Though
seeds contribute less than 2% of input cost, they need to be chosen
carefully keeping in mind the requirements of the ecosystem.

If land is dry, drought tolerant seeds should be used. If there are pests,
then seeds repelling them should be adopted. Such high-value crops will
be game changers, and are already proving their worth in other
countries.

Increase in production also entails managing post-harvest losses. As

produce loses quality during storage, farmers are forced to sell the
produce at very lower price.

Hence, there is a need to improve the available storage facilities and

integrated cold chains in rural areas. Using these produces as collaterals,
farmers will be able to take loans for further investment as well.
Further, innovation needs to be integrated into the value-added chain so
as to package the products better.

Marketing the produce to build India as a brand is also imperative. New

technologies through research should be introduced effectively and
immediately so that farmers have enough time to incorporate the
learning and adapt to the technology.

42
By supporting farmers with market information (e-platform for
marketing), we can transform them into entrepreneurs who understand
profitability and sustainability and enjoy higher remuneration.

The road towards 2022 is quite predictive- innovation and technology

owns the future. Now it’s in our hands to prepare for the same.

43
QUALITY POLICY

The production, processing and packaging of seeds at Mahyco are based

on stringent quality assurance norms. The ISO 9001-2008 certification
awarded to Mahyco is the largest multi-location certification in India
covering 59 locations. Since 1999, the Mahyco Quality Assurance
laboratory at Dawalwadi (IN06) holds the status of Member Laboratory
of the International Seed Testing Association (ISTA) located in Zurich,
Switzerland.

Mahyco’s Seed Testing Laboratory at Dawalwadi has had the status of

an ISTA-accredited Laboratory since April 2005 and is authorized to
issue Orange, Green and Blue ISTA International Seed Analysis
Certificates.

These certificates are issued following tests for germination, physical

purity, moisture, determination of other seeds and verification of
species/variety (EP and Field Plot Examination i.e. Grow Out Test) and
more in about 77 crop species.
The QA policy of the company is aimed at providing timely, reliable and
reproducible results in independent objective testing performed in
compliance with all worldwide testing standards.

The QA function consists of seven seed testing laboratories and six field
test locations across India with the head office in Dawalwadi, Jalna. The
QA function has three Gene Purity Testing (ELISA) Labs and four
biochemical labs for Genetic Purity testing (EPT).

44
The Quality Assurance function ensures proper implementation of all
defined processes in production, processing and marketing depots.
Apart from surveillance, the function also validates seed samplers
through quality tests conducted at frequent intervals.

45
AREA OF OPERATION

It’s all about adding value to the seeds while transforming harvested
seeds into marketable seeds. Seed processing encompasses various
essential steps required to prepare the harvested seed for sale.

The primary steps involved in the processing cycle are as follows:

1. Drying the seeds to attain safe moisture levels.

2. Eliminating undesirable materials such as weed seeds, other crop
seeds, damaged or deteriorated seeds, stones, chaff, straw,
undersized and lightweight seeds.
3. Ensuring uniform size grading and applying seed treatment
methods to improve the overall seed quality.

The specific processing cycle may differ depending on the crop type.

Processing Facilities:
Mahyco operates processing facilities with a total capacity of 350 metric
tons per day. These processing plants, located at Dhanora (Maharashtra),
Kallakal (Telangana), Nizamabad (Telangana), and Saha (Haryana) are
specialized in handling hybrid varieties of cotton, vegetables and field
crops.

Additionally, there are contract processing plants dedicated to high-

volume crops with a capacity of 500 - 1500 metric tons per day. These
contract plants are situated in Raipur (Chhattisgarh), Sonipat (Haryana),
Ganganagar, Kota, Banswara (Rajasthan), Vijapur, Modasa, Bayad
(Gujrat), Hathras, Aligarh (Uttar Pradesh), Kashipur, Rudrapur
(Uttarakhand), D’Raja (Maharashtra), and Bargarh (Odisha).

For cotton processing, Mahyco has a unique Weak Acid Delinting setup

46
with a capacity of 2 metric tons per hour with integrated facility of
online processing, treatment, drying and packing.

Seed Storage:
Mahyco employs conditioned warehouses for short-term and long-term
seed storage to ensure zero loss in quality parameters, such as viability
and vigor. These conditioned warehouses maintain constant temperature
levels and relative humidity, monitored digitally at predefined intervals.
Air conditioning and dehumidification equipment have adequate backup
support.
The conditioned warehouses have a seed storage capacity of 5,500
metric tons.

Mahyco also uses Hermetic Cocoon bags for the Short-term storage of
Field Crops.

Cotton Packing Setup

47
48
2.4 INTER DEPARTMENTAL RELATIONSHIP
1. Procurement & Supply Chain Department:
Procurement is a prominent support function for a company’s
production. It ensures your business gets the right materials and
inventory to produce finished goods. On the other hand, supply chain
management tackles how these inputs are transformed into end products
and distributed to the customers. Supply chain management is the
encompassing process, while procurement is only a subset that provides
the inputs for the entire system.

 Identify the goods and services needed

A business must start by identifying its needs for a specific good or

service. It can be a new item, a restock of low-running inventory, or
subscription renewal. In any case, you should create a detailed
requirement for technical specifications, materials, quantity, or service
characteristics. At this stage, you should consult all business
departments relevant to the procurement decision to ensure the
purchased goods reflect the practical needs.

 Submit purchase request for approval

When you need to procure a significant number of items or services, you

must make a formal purchase request. A purchase request informs there
is a need for procurement, with descriptions of specifications, quantity,
the time frame needed, etc. The manager or director overseeing
procurement activities in your company will approve or deny the
purchase request. If approved, you can proceed with the next step.

49
  Assess and select vendors

Now knowing what you need to look for, it’s time to find the best
vendor. You can send a request for quote (RFQ) or a request for
proposal (RFP) to potential vendors depending on the scope of supply.
The RFQ and RFP should have clear instructions on what you’re
expecting in a quotation so that you can compare apples to apples.
Evaluating suppliers shouldn’t be merely about price, you must consider
the vendor’s reputation, quality, speed of delivery, and reliability. You
should have at least 3 quotes before making decisions. Usually, technical
criteria should be evaluated in the first round, then you have some
shortlisted vendors to continue with commercial evaluation.

 Negotiate price and terms

After evaluation, you can arrange the suppliers into order. Start with the
top one to negotiate terms and conditions, including the scope of work
and liability of each party, the pricing and payment terms, as well as the
insurance of goods and warranty for services. If the first supplier doesn’t
go well, you can move to the second and onwards. Just make sure if you
refuse a deal, you have concrete alternative options. Once you’ve agreed
on the final terms and conditions, they should be expressed in a contract.

 Create a purchase order

After signing the contract, you can generate a purchase order (PO) and
send it to the vendor. The PO should identify in detail the exact goods or
services needed, the quantity, pricing, delivery method, and the due date
for delivery.

50
  Receive and inspect the delivered goods
It’s now the supplier’s turn to fulfill the order. Once you receive the
goods, examine them carefully for any defections or damages. Make
sure you get the right number and right quality as specified in the PO.

 Conduct three-way matching for documents

Before making payment, you should conduct a three-way matching by
comparing the PO, the order receipt or packing list, and the invoice.
Ensure the goods or services received match the PO and the invoice is
authorized and accurate. If there are any discrepancies between the 3
documents, you must resolve them before settling payment .

 Approve the invoice and arrange payment

Once the invoice passes the three-way match check, you can arrange
payment for the supplier. You should have a consistent account payable
process to certify that payments match the invoice and due date. This
process will help you manage punctual payments, avoid late fees, and
create a good relationship with the supplier.

 Recordkeeping
Maintaining records for the entire procurement process is important.
These records will help you determine the right price for future reorder,
as well as support you with the auditing process and tax calculation.
Clear, accurate records are also a solid base to resolve any potential
disputes.

51
2. Finance & Accounting Department:

As put forth by Bhat in his book titled, “Financial Management:

Principles and Practice”, finance is defined as those activities which are
concerned with the acquisition and conservation of capital funds in
meeting the needs and overall objectives of an or Finance is one of the
major pillars of any organization and an essential ingredient to a
successful business.
Nowadays, a finance department has a broad range of
roles to carry out within or outside an organization. The performance
and success of any company greatly depend on how well the finance is
handled. Keeping a close watch on the financing function is very
important for the smooth operation of a company. In this write-up,
therefore, I will be reviewing the roles and responsibilities of a finance
department in a pharmaceutical industry but before I do so, the meaning
of “finance” and “finance department” have to be explained.

What is finance?
The term, finance has to be understood clearly as it has different
meaning and interpretation in various contexts. In the words of Howard
and Upton, 42 “finance may be defined as that administrative area or set
of administrative functions in an organization which relates with the
arrangement of cash and credit so that the organization may have the
means of carrying out its objectives as satisfactorily as possible”.

52
To Fabozzi et al., finance is the application organization.
An analysis of the aforesaid definitions made it clear that finance,
therefore, is the basic resources used for the creation of and maintenance
of other resources in an organization. What is Finance Department?
Finance Department is the part of an organization that is responsible for
acquiring funds for the firm, managing funds within the organization and
planning for the expenditure of funds on various assets. It is the part of
an organization that ensures efficient financial management and
financial control necessary to support all business activities.

Roles and Responsibilities of a Finance Department

The contributions of finance department to any company and how these

contributions positively affect organizational performance will greatly
depend on factors such as the extent to which the owner/ manager is
involved in his company. The roles and responsibilities of a finance
department include but are not limited to:

Financial accounting

This is concerned with keeping account of all transactions, using the

double entry bookkeeping system and preparing final accounts suitable
for meeting the various regulatory requirements for statutory reporting,
the stock exchange and taxation authorities. The person responsible for
this function in most medium to large organizations is the financial
accountant, who will normally report to the finance director.

53
Financial systems

Medium- to large-sized organizations may employ a systems accountant,

who will analyse the financial information needs of an organization and
review existing systems. S/he is responsible for the design and
maintenance of financial systems and for providing an interface between
the finance and technology/systems departments. Within the accounting
and finance function a systems accountant may report to the financial
accountant, management accountant or financial director.

Systems accountants are involved in the implementation of change

processes within the finance department and may manage new financial
systems projects. They may also be required to assist other users of
financial information.

Payroll

Larger organizations will have a paymaster or payroll manager. In

smaller companies this task may be performed by the financial
accountant.

Budgeting

In a larger organization budgeting may be carried out by a budget

accountant. In a medium-sized company it may be undertaken by the
management accountant.

54
Budgeting is concerned with the financial evaluation of plans and with
reporting against this, normally on a monthly basis.

Management accounting

Management accounting is concerned with the analysis and control of

financial information to assist in the day-to-day operations of an
organization. Most medium- to large-sized companies will have a
management accountant responsible for this function who will report to
the financial director.

Management accounting and financial accounting overlap in that

management accounting reports are often based upon information
derived from the financial accounting records.

For example, the ‘actual’ expenditure figures shown in

management accounts will be taken from the financial accounting
records. Sometimes financial accounting and management accounting
are integrated. An example of this would be the fully integrated standard
costing system where the financial accounts are structured in such a way
as to provide cost and management information directly.

Taxation

55
Most large companies will have a taxation department dealing with all
tax affairs. In a smaller company this may be handled by the finance
director or possibly the financial accountant.

As well as day-to-day taxation management and reporting, all decisions

made by a company will have tax implications and these need to be
identified and built into the decision-making process and financial plans.

Not only does tax have to be accounted for but cash needs to be made
available at the right time to pay it to the authorities. Tax does, therefore,
affect cash planning and budgets.

Treasury and financial planning

Large corporations will have a treasurer with responsibility for the

treasury function. The treasurer will normally report to the financial
director. The treasurer is responsible for the efficient provision,
investment and use of funds.

Supporting the business strategy

The finance director is a member of the executive team and is

responsible for providing a financial environment that supports the
business strategy. The right mix of short-term and long-term finance and
equity funds needs to be available to meet the organization’s aspirations
and to provide the organizational agility needed to benefit from future
opportunities.

Creating value

56
Within the context of the business plan the finance director has a
responsibility to create value. This can be done through, for example,
obtaining the best possible borrowing rates, cutting/controlling costs,
reducing financial risks, improving debt collection, better cash
management and many other activities.

3. Marketing Department:

The marketing department has overall responsibility for growing

revenue, increasing market share and contributing to company growth
and profitability. In a small business, the marketing department may just
be one person, or it may include a marketing director or manager plus
marketing executives responsible for functions such as advertising,
publications or events.

STRATEGY

The senior member of the marketing department takes responsibility for

setting marketing strategy in line with overall company strategy and
objectives. The strategy may be to increase share in a specific market
sector, for example, to enter a new sector, or to open a new channel of
distribution, such as the Internet, to reach a wider geographical market.
The marketing department reaches agreement on strategy with the board
or senior management team before planning campaigns in detail.

57
Market Research

51 Market research is a key responsibility for the marketing department.

Research helps the company identify market opportunities and gain a
better understanding of customer needs. It also helps them understand
competitors’ strengths and weaknesses so they can take action to protect
business with existing customers or win business from weaker
competitors. The department can carry out its own research by studying
industry reports, market data on websites, or by contacting customers
and prospects to survey their needs and attitudes. Alternatively, they can
brief a market research firm to carry out the research.

 It gives awareness to the customers about organizations offerings.

 It will attract customers to enter into an exchange relationship
 It can strengthen experiences.
 Marketing communications can act as a differentiator.
 Marketing communications gives product related information to its
customers.

Strategic and Monitoring Role:

I) Planning.

 a) Finalization of Sales and Marketing Plan.

 b) Finalization of Region wise Sales and Marketing activity
schedule.
58
  c) Ensuring that necessary arrangements for timely and efficient
disposal of seed stock and other Farm produce, at the best possible
prices with reduced marketing costs, are in place.

(ii) Supervision of Sales and Marketing activities

a) To visit the Farms and ROs regularly and supervise the arrangements
for profitable disposal of the produce lying un-disposed.
b) Monthly Stock reconciliation and evaluation of Sales and Marketing
activities against the targets fixed.
c) Maintain statistics of the market rates of agricultural commodities
prevalent from time to time in the Mandis of the district in which NSC
Farms are situated or Growers program is undertaken.
d) Maintain statistics relating to the quantities of produce disposed off
by various Farms from time to time and the prices fetched for those
quantities.

(iii) Problem Solving/Coordination

a) Keeping abreast with latest research in the country and guide the
Farms with a view to increase their viability.

59
 b) Communicating and proper coordination with the Farm Heads and
their immediate deputies with regard to any technical matter and
updating Functional Director and CMD, as may be specified, regarding
any important point coming to his notice or consulting them before
issuing any important in.

(iv) Creation of Facilities and Provision

a) Lay down and oversee the policy and procedures relating to the
marketing of the produce and the disposal of carry over stock from the
previous year.
b) Developing Dealers Network, Sales Outlets, Marketing avenues and
liaison with the departments of Agriculture in the various states as well
as the cooperative organizations of the states responsible for distribution
of seed in the state concerned.
c) Ensuring the availability of required inputs like packing material,
labels etc. and transport facilities.

(v) Ensuring Manpower availability

a) Half yearly review of manpower to efficiently support the activities of

Marketing Department.
60
 b) Making general assessment of the manpower requirements for his
area of responsibility and taking timely steps to notify and pursue the
occurrence of vacancies.

(vi) Client Relationship & Brand Projection

a) Meeting with customers and dealers to receive their feedback about
quality of seeds or any other matter i.e. deficiency in products or
services rendered by the Corporation.
b) Devising appropriate strategy for establishment the Brand Image of
the products of NSC.

(vii) Miscellaneous
a) Keeping abreast with latest trends in seed packaging, pricing,
advertising and supply chain management and guiding the Farm
Management and the Region Marketing Offices accordingly.
b) Making suggestions to Farm Management and Regional Marketing
Managers (Undertaking Growers Program) to suggest growing of such
crops as are likely to give greater income as comparstructions to the
Farms.

61
4.Human Resource Department:

Human Resource Development is a dynamic and continuous process of

encouraging individuals and organization. Our Human Resource
department too is concerned with creating a dynamic work culture,
productive efficiency and integration by building the capabilities of
employees, preparing them for change with global vision to meet the
improvements in productivity with quality and achieving organizational
goals in today’s dynamic competitive business environment. Our HR
Team is focused on Manpower planning, Recruitments, Performance
Appraisals, Training and Development, Employee Welfare Activities,
Administration and Housekeeping. In addition to the above core
activities, the HR department is also responsible for the implementation
of QMS of ISO 9001:2015 standards in the organization.

What is Human Resources (HR)?

Human resources (HR) is the division of a business that is charged with
finding, screening, recruiting, and training job applicants, as well as
administering employee-benefit programs. HR plays a key role in
helping companies deal with a fast-changing business environment and a
greater demand for quality employees in the 21st century. John R.
Commons, an American institutional economist, first coined the term
"human resource" in his book "The Distribution of Wealth," published in
1893. However, it was not until the 19th century that HR departments

62
were formerly developed and tasked with addressing misunderstandings
between employees and their employers.
The presence of an HR department is an essential component of any
business, regardless of the organization's size. An HR department is
tasked with maximizing employee productivity and protecting the
company from any issues that may arise within the workforce. HR
responsibilities include compensation and benefits, recruitment, firing,
and keeping up to date with any laws that may affect the company and
its employees.
A. Shrinkage in Workforce

One of the main problems in the HR in manufacturing industry is the

shrinking of the human capital. Even though the sector seems to be
growing, and there is a perpetual demand for workers, there is a shortage
of skilled candidates willing to work in the manufacturing industry.
Salaries in manufacturing is higher compared to the combined salary
averages across all other industries, unfortunately it is not acting as a
magnetic factor in attracting new and better talent into the industry.

B. Overlooked Sector

Manufacturing sector may be responsible for providing employment to a

large proportion of population, but it often an ignored sector in our
industry. Plus, the requirement of skilled workforce further aggravates
63
the plight of the companies, in hiring candidates as skilled workforce are
either difficult to attain or have to be trained to improve their existing
skill set.
C. Recruiting difficulty

Third issue, HR in manufacturing industry face is the large number of

vacancies of in the industry. The large number of job positions to be
filled pose a challenge is the need of specific skill set required by the
worker – for example, no one really designs assessments to filter out the
manufacturing industry who look for skilled workers, frequently face
shortage of people with the right skill set and abilities, hence forming
another hurdle for the HR. College recruitment, which acts as the
gateway to innovation and knowledge increase in the industry is another
sphere manufacturing industry seems to be lacking in. The college
recruitment process and budgets in manufacturing industry have been
stagnant over the past decades, whereas college and fresher expectations
have shifted significantly. This gap between expectations of potential
candidates.

D. Retention of employees

One of the most common problems HR face irrespective of sector or

industry is the retention of highly skilled and professional workers in the
company, same stands true for manufacturing industry. An increase in

64
turnover rate in manufacturing industry is a common phenomenon as
people often leave to explore new and exciting opportunities. Other
reasons for increase in turn overrate may be due to no growth or
development of the employee on both professional and personal front,
low pay package, lack of benefits or poor work environment.
E. Need for better HR

Other than requiring, intake of skilled talent into the industry,

manufacturing industry requires better recruiters as well. A better and
more aware set of top recruiters, is necessary to hire the rightly skilled
candidate for the right job or in short it is required to improve the quality
of hiring in the industry. 6. Global Competition As the worldwide
competition increases, the job of HR becomes even more essential and
complex. The task of making the company attractive to top talent and
innovators in this age of cut throat competition, is a challenge important
for the survival and growth of the company in the industry
F. Global Competition

As the worldwide competition increases, the job of HR becomes even

more essential and complex. The task of making the company attractive
to top talent and innovators in this age of cut throat competition, is a
challenge important for the survival and growth of the company in the
industry.

G. Training and development

65
Training and development is the sphere where HR has to operate to its
optimum. As important as it is to hire highly skilled and professional
employees, it is equally essential to provided adequate training to them,
in order to keep them update with the latest developments in the industry
and prepare them better for the upcoming challenges. Personal and
professional growth are also perpetuated by training, making it an
unavoidable task in the list of things HR needs to carryout.

5. IT Department:

 To lead the planning function and to delegate the implementation

and day to day management functions to the competent personnel
placed under him.

 To monitor and evaluate the outcomes regularly so that any

deviation from the planned course can be identified and corrected
well in time. For this, he will ensure that the MIS functions
efficiently in the Production Department.

 To coordinate the functions overlapping with other divisions i.e.

Marketing, Engg., Finance, HR etc. and create the synergies
between various division to achieve the overall objectives of the
Production Deptt.
66
 He shall also oversee the functioning of Corporate Planning
Division.

6.PRODUCTION DEPARTMENT

The production department is responsible for converting raw

materials and other inputs into finished goods or services. In
between the processes of production, the department works to
improve the efficiency of the production or assembly line so that it
can meet the output targets set by company management and
ensure finished products offer consumers the best value and
quality. The production department is responsible for creating the
finished products which the company needs to sell to earn a profit.

Identifying Inputs

A business determines the quantity or volume of goods that should

be produced within a certain time frame and passes the information
to the production department. To meet production targets, the
department establishes the quantity of raw materials and types of
machinery and equipment required to achieve the desired output
level, and may collaborate with the purchasing department to
source the inputs. If there isn't sufficient manpower to support
productions process, the production department asks the firm to
hire more personnel.

Scheduling Production

67
With the inputs ready, the production department schedules
production processes. This involves planning the tasks to be
completed along the production line and allocating the tasks to
various production workers. In a woodworking business, for
example, the department determines how long lumber will be
allowed to dry before being moved to the machining stage for
sawing and bending into shape – and finally through the assembly
and finishing stages.

Minimizing Production Costs

The production department is tasked with finding effective ways to

lower production costs. One simple way to do this is to keep the
production machinery and equipment well-maintained so the firm
does not regularly incur repair costs. Along with advising the
business to adopt newer technologies, the department can also
assess the production line to identify opportunities for cost
reduction. For example, if the type of wood used a long time to air-
dry – requiring an investment in wood dryers – it could be less
costly for a furniture manufacturer to purchase dried lumber

Ensuring Product Quality

A production department must ensure finished goods meet

minimum quality standards. Apart from checking all products for
faults as they move through the production process, the department
must perform rigorous tests on prototypes for new products to
ensure they meet quality benchmarks before undergoing mass

68
production. Techniques such as waste elimination and process
standardization also help to ensure and improve product quality.

Improve Existing Products

From time to time, the production department will furnish the

research and development department with information it can use
to improve existing products. For example, when the production
department of a smartphone manufacturer notices that the material
it uses to make phone casings bends when subjected to some
pressure, the department must advise the research team so that it
can seek stronger materials.

69
 OWNERSHIP PATTERN:

Access to seeds for smallholder farmers

The company has a well-developed access to seeds strategy, including

strategic goals related to various aspects of ensuring access to seeds for
smallholder farmers. These goals include objectives and time-bound
targets related to research and development, marketing and sales and
seed production. The company reviews the strategic goals periodically
and reports on its progress specific to each strategic goal.

Stakeholder engagement

Mahyco undertakes stakeholder engagement activities with

organisations such as the Federation of Seed Industry of India. The
company discloses that it identifies and engages with stakeholders
through a stakeholder mapping process. This process outlines the
objectives of engagement, frequency of activities and expected
outcomes, covering topics such as research and development, seed
production and marketing and sales.

70
INFRASTRUCTURAL FACILITIES

SHRI GANAPATI NETRALAYA

‘A better world is the responsibility of all’

Shri Ganapati Netralaya is a super-specialty, premier eye care centre that

renders state-of the-art services. It consists of a specialized eye hospital
with associated facilities spread over 7.5 acres. With infrastructure that
includes 10 operation theatres, 141 beds, and a well-equipped
laboratory, Shri Ganapati Netralaya is the only hospital of its kind in the
state of Maharashtra. It is also the only hospital in western India where
facilities to treat complex retinal disorders, glaucoma, squint and corneal
transplant are available.

Shri Ganapati Netralaya has a well-established track record in eye

surgery and related procedures. On a daily basis, approximately 50
surgeries are performed as well as 400 outpatient procedures.

For patients who cannot afford its normal costs, Shri Ganapati Netralaya
provides care at no charge. Approximately 25% of all its surgeries are
performed free of charge while discounts are also offered for other
services. Free eye check-up camps are held in remote rural areas where
patients do not have access to quality medical care. Transportation, food,
medicine, accommodation and treatment are provided free of charge to
patients identified through such camps.

A 24-hour, eye bank facility is available at Shri Ganapati Netralaya.

Hospital vehicles ferry patients from villages to this facility for
transplants. Public education programmes are conducted regularly to
create awareness regarding eye donation.

Shri Ganapati Netralaya is accredited by the Diplomat of National Board

(DNB) in New Delhi to conduct a three-year, Post-Graduate (diploma)
71
course. The hospital also offers a one year fellowship course.
Comprehensive practical and theoretical training is imparted to trainee
doctors on a daily basis. It also runs a College of Optometry where
students can complete a three-year degree course (BSc, Optometry)
affiliated with Yashwantrao Chavan Mukta Vidyapith, Pune.
Dekhon – Hindi for “to look” or “to see” – is an initiative of Shri
Ganapati Netralaya aimed at treating conditions of blindness that are
especially prevalent in rural areas of India. Backed by Shri Ganapati
Netralaya’s top of the line infrastructure, Dekhon seeks to expand
throughout under-serviced regions of Maharashtra.

72
BADRINARAYAN BARWALE MAHAVIDYALAYA

‘A better world is the responsibility of all’

The Badrinarayan Barwale Mahavidyalaya in Jalna was

established in 1993 based on the inspiration of Dr. Badrinarayan
Barwale and the late Shri Vasantraoji Deshpande. Founded on the belief
that literacy can enable social and economic transformation, the
institution imparts quality education to the underprivileged sections of
society. The institution has a sprawling 7-acre campus on the Jalna-
Aurangabad highway.

With the motto of “Excellence through Education”, the

Badrinarayan Barwale Mahavidyalaya considers students as a focal
point of its educational activities. Healthy communication between
parents, teachers, management and the government is encouraged.

The institution introduced Computer Science and Microbiology

as optional subjects as far back as 1993. A post-graduation course in
Biotechnology was started in 2001.

Badrinarayan Barwale Mahavidyalaya runs a pioneering

program known as “Earn and Learn”. Under this program, 10 -15
deserving students from economically disadvantaged families are
selected every year. Students are encouraged to earn their own “pocket
money” by performing tasks and responsibilities that help the college
community.

73
 The main objective of the ‘Earn and Learn’ program is to
give underprivileged students access to quality education and
opportunities for success. The program has been very successful since its
inception.

74
GOLDEN JUBILEE SCHOOL

‘A better world is the responsibility of all’

The Golden Jubilee School was started in 1998 by a group of citizens in

Jalna who saw the need for an institution modeled after leading public
schools in the Country. Their aim was to establish a full-day school that
would provide individualized education for all round personality
development of students. The school employs innovative methods
centered on a philosophy of ‘no satchels and no home work’ for lower
grades.

The school aims to give every student an education that nurtures

intellectual, physical, moral and emotional growth. While fostering
strong values in students, it will also encourage independent thinking
and adaptability in the face of challenges.

With these goals in mind, the school endeavors to develop the following
in each student:

 Mastery of communication skills

 Ability to think clearly, logically and independently
 Awareness and appreciation of cultural, scientific, economic and
political happening
 Good health and physical fitness enabling every student to lead an
active and productive life
 Appreciation of ethical and social values

75
The school is affiliated to Central Board of Secondary Education, New
Delhi, and follows the national curriculum framework. With classes
starting from LKG to XII, the medium of instruction in the school is
English with Hindi as the second language (up to Class 10) and Marathi
as the third language (up to Class 8). The school also has a nursery wing,
called Jubilee Kids.

The students complete most of the assignments during school hours

under the guidance and supervision of subject teachers. Classroom size
is restricted to 25 to facilitate individual attention. Teachers recognize
that each child has a different learning style and they adapt their
teaching methods to accommodate variations. Individual attention is not
restricted to academics but to every aspect of education – sports,
extracurricular activities, life skills, discipline or value education.

76
THE BARWALE FOUNDATION

‘A better world is the responsibility of all’

The driving force behind Mahyco, its Founder-Chairman, Padma

Bhushan Dr. B.R. Barwale is a visionary and a philanthropist.
Under The Barwale Foundation, Dr. Barwale has founded several
institutions that address the socio-economic challenges of our society.
The effort from The Barwale Foundation clearly indicates that education
and health are not just the privilege of the rich.

Schools, colleges and a hospital in a region that lacks basic metropolitan

facilities are some of the tangible achievements of The Barwale
Foundation. The work of The Barwale Foundation is focused on food
security, healthcare and human resource development. For attaining
sustainable and enhanced crop productivity, the foundation conducts
multidisciplinary research for the improvement of major crops. This
includes strategic and applied research projects for crop improvement,
production, protection and quality seed production through
biotechnological techniques.

77
FINANCIAL CONDITION

Mahyco Private Limited is an unlisted private company incorporated on

06 June, 1991. It is classified as a private limited company and is located
in Mumbai, Maharashtra. It's authorized share capital is INR 81.45 cr and
the total paid-up capital is INR 12.20 cr.

Mahyco Private Limited's operating revenues range is Over INR 500

cr for the financial year ending on 31 March, 2023. It's EBITDA has
increased by 54.12 % over the previous year. At the same time, it's book
net worth has increased by 20.48 %. Other performance and liquidity
ratios are.

Description: This company is a manufacturer and supplier of vegetables

products such as fresh bhindi, fresh tomato & fresh cabbage etc

Products & Services: Bhindi, Brinjal, Cauliflower, Chili, Tomato,

Cabbage, Cucumber, Gourds, Pumpkin, Radish, Carrot, Watermelon,
Beetroot

Category: Manufacturer
The current status of Mahyco Private Limited is - Active.

The last reported AGM (Annual General Meeting) of Mahyco Private

Limited, per our records, was held on 27 September, 2023.

78
Mahyco Private Limited has six directors - Rajendra Badrinarayan
Barwale, Shyamsunder Gopilalji Agrawal, and others.

The Corporate Identification Number (CIN) of Mahyco Private Limited

is U74999MH1991PTC061969. The registered office of Mahyco Private
Limited is at 19 RAJ MAHAL 84 VEER NARIMANROAD NA,
MUMBAI, Maharashtra.

Here is a summary of financial information of MAHYCO PRIVATE

LIMITED for the financial year ending on 31 March, 2023

79
 Revenue / turnover of MAHYCO PRIVATE LIMITED is Over INR
500 cr
 Net worth of the company has increased by 20.48 %
 EBITDA of the company has increased by 54.12 %
 Total assets of the company has increased by 10.39 %
 Liabilities of the company has increased by 1.81 %

Operating Revenue Over INR 500 cr

EBITDA 54.12 %

Net worth 20.48 %

Debt/Equity Ratio 0.01

Return on Equity 11.84 %

Total Assets 10.39 %

Fixed Assets -7.84 %

Current Assets -0.66 %

Current Liabilities 1.81 %

Trade Receivables -12.78%

Trade Payables 2.64 %

Current Ratio 1.51

80
CHAPTER 3: ANALYSIS & INTERPRETATION DATA

Topic Under Study:

 In this whole project I tried to study all aspects of organization
including;
 How the organization works?
 Do they provide proper training to their employees?
 Do they take care of employees physical and mental health?
 Employees are satisfied with the products of seeds or not?

81
3.2 PRESENTATION OF INFORMATION &
INTERPRETATION OF DATA:

 The infrastructure provided by the organization enables me to

do my job better
 Strongly agree
 Neither agree nor disagree
 Agree
 Disagree
 Strongly disagree

Questions No.1 Response

Strongly agree 35
Agree 11
Neither agree nor disagree 3
Disagree 1
Strongly disagree 0

82
 The infrastruture provided by the organization enables to do job

22%

6%
2%
70%

Interpretation:

 70% of the employees strongly agree that the infrastructure

provided to them enables them to do their job better. 
 22% of the employees agree to the same.
 6% of the employees neither agree nor disagree.
 2% of the employees disagree with this statement. This
question was asked to know whether the infrastructure
provided to the employees helps them to do their job with
enthusiasm and to their satisfaction or not. From the graph
we can infer that the infrastructure provided to the employees
is good and helps them to do their job better.

2b. What is your opinion about the working conditions

provided to you by the organization?

83
 Excellent Good Fair Poor
a) Lightning [] [] [] []
b) Sanitation [] [] [] []
c) Cleanliness [] [] [] []
d) Ventilation [] [] [] []
e) Space [] [] [] []
f) Working culture [ ] [] [] []

Question No.2a Response

Excellent 37
Good 12
Fair 0
Poor 1

84
Lighting conditions provided by the organization
74% 2% 24% Excellent
Good

Column1

2%
24%

74%

Interpretation:

 74% of the employees say that the lighting conditions provided by

the organization are excellent.
 24% of the employees say good to the same.
 2% of the employees say that it is poor

The graph shows that the lighting conditions provided by the

organization are excellent. The organization should continue to
maintain the same conditions in future also

85
Question No.2b Response
Excellent 38
Good 7
Fair 2
poor 3
Sanitation

Excellent 4%
Good 6%
Fair 14%
Poor 76%

86
Interpretation:

 76% of the employees say that the sanitation in the organization is

excellent.
 14% of the employees say good.
 4% of the employees say fair.
 6% of the employees say poor

The graph shows that the sanitation in the organization is well

maintained. The organization should continue to maintain the same
in the future also.

Question No.2c Response

Excellent 37
Good 9
Fair 1
poor 3

Cleanliness
2% 6% 18% 74% Excellent
Good
Poor
Fair

87
 Column1

18% 6%

76%

Interpretation:
 74% of the employees say that the cleanliness maintained in the
organization is excellent.

 18% of the employees say good.

 2% of the employees say fair.

 6% of the employees say poor.

The graph shows that excellent cleanliness is maintained in the
organization The organization should continue to maintain the same
conditions in future also
Question No.2dResponse
Excellent 40
Good 7
Fair 2
poor 1

88
Ventilation.
14% 4% 2% 80%
Excellent
Good
Fair
Poor

4%
14%

82%

89
 Interpretation:

 80% of the employees say that the ventilation in the organization is

excellent.
 14% of the employees say good.
 4% of the employees say fair.
 2% of the employees say poor.

The graph shows that ventilation in the organization is excellent.

Question No.2e Response

Excellent 29
Good 8
Fair 8
poor 5

12%

19%

69%

Space. Excellent

10% Good

16% Fair

58% Poor

16%

90
Interpretation:
58% of the employees say that the space at work provided by the
organization is excellent.
16% of the employees say good.
16% of the employees say fair.
10% of the employees say poor.
The graph shows that most of the employees are satisfied with the space
provided by the organization to work. But we can also find that there are
employees who are not satisfied with the space at work. They are the
Office helper like cleaners etc. who are not satisfied with this condition.
So the management must look into this seriously and must think of
shifting them to a new place so that the employees get enough space to
perform their job perfectly and flexibly.

91
SWOT ANALYSIS OF MAHYCO SEEDS:
Analysis of the company on the following parameters;

 Strength
 Weakness
 Opportunities
 Threat

 Strength

 Good quality hybrid seeds

 Wider product line
 Company brand and image
 Farmers and seller satisfaction with yield
 Strong research and development
 Strong capacity for processing and packing

 Weakness

 Less number of field staff as compared to sale

 It has to improve the quality of seed
 Communication gap between farmers and staff
 No company office in Taluka
 Poor in promotional activities

92
 Opportunities

 Area under chili is increasing

 Rising demand on chili seeds
 Strong backup of R & D facility
 Company can provide good quality of seeds high yield
varieties, diseases and pest resistance varieties
 For exporting mostly Teja variety is good

 Threat

 Increasing competition in seed industry

 Competition from local brands
 Price sensitive customer

93
Product Information:
Chilli
Botanical name: Capsicum annuum
Plant Type: Vegetable
Sun Exposure: Full Sun
Soil Type: Sandy- Loam, Clay Loam and loam soil
Chili are produced throughout the year. Two crops are
produced in Kharif and Rabi seasons in the country. Chili grows best at
20-30^c. Growth and yields suffer when temperatures exceeds 30^c or
drops below 15^c for extended period. The crop can be grown over a
wide range of altitudes from sea level up to nearly 2100 meter.

The most important chili growing states in India are Andhra

Pradesh, Maharashtra, Karnataka and Tamilnadu, which together
constitute nearly 75 percent of the total area. Andhra Pradesh tops the
list in dry chili production followed by Tamilnadu, Maharashtra, Orissa,
And Karnataka.

Care:
 Harvesting should be done between early mornings, It should be
avoided during rains or just after rains.
 While harvesting fruits, care should be taken to hold stalks firmly
and fruit should be pulled upward gently, breaking the base of
stalks.

94
 The harvesting should not be delayed as delayed harvesting gives
poor quality produce.
 The product should be not be stored for longer period except in
case of cold storage with moisture proof plastic liners (polythin
bags) preferably between 0-10^c with 65-70 percent humidity.

Storage:

Storage is a very important component of

marketing which has a direct impact on the prices. Adequate
storage facilities will help in effectively distributing and marketing
at all times and in all places. Storage function thus is responsible
for balancing supply and demand situation.

In India, different states follow different methods

of storage. In some states the chili are stored in markets with the
commission agents in their shops for 5 to 30 days. The farmer also
stored in chili in the houses for about 5 to 15 days. The chili are
mostly stored in gunny bags by the producers, wholesaler and
exporters for a period of 1 to 6 months depending upon the market
condition .In places like Orai chili are stored by producers in
earthen pots even for one year. In cities like Murshidabad &
Jalpaiguri of West Bengal chili are stored in Bamboo basket by the
farmers in their own house.

95
 The farm level storage capacity among the chili growers is
not adequate in the country. Well maintained storage units in the market
yards with and uniform storage charges would encourage more farmers
to store chilies in the market places and improve their bargaining
capacity.

Storage facilities are of these types, namely:

I. Farmers storage, / Producers storage
II. Community storage (Rural Godowns / Mandi Godowns)
III. Commercial Storage (central warehousing/ state warehousing
corporations)

96
Mahyco Chili Products
MHP 1- Tejaswini

Product Description
A very high pungent and high yielding dual purpose chili hybrid with
fruit length 8 – 9 cm and fruit diameter 0.7 – 0.9 cm. Fruit is Dark green
in colour when immature and turns glossy red on maturity. Fruit surface
has moderate wrinkles and fruit has high capsacin.

97
MHCP 317- Sierra

Product Description
Fruit Colour (Immature/Mature): Dark Green/Red, Fruit Length: 11 - 13
cm, Fruit Diameter: 1.1 - 1.3 cm, Fruit Surface : Slight Wrinkles, Fruit
Pungency : Medium, Excellent rejuvenation, Tolerant to drought &
powder mildew

98
MHCP 318- Tanaya

Product Description
Fruit Colour (Immature/Mature) : Yellowish Green/Red, Fruit Length :
10 - 13 cm, Fruit Diameter : 1.1 - 1.3 cm, Fruit Surface : Slight
Wrinkles, Fruit Pungency :High, Excellent rejuvenation, Heavy bearing

99
 MHCP 310- Teja

Product Description
Shape of Produce Length - 8 to 10 cm, Fruit diameter - 0.7 to 0.9 cm

Colour of produce Dark Green

Use Dual Purpose - Table & Drying

Pungency High Pungent

Key Points
 Sowing season: Kharif, Summer
 Sowing method: Transplanting of seedlingd
 Sowing spacing: RR - 3.5 to 4 ft, PP - 1 to 1.5 ft
 Extra description: Plant height 3 to 4 ft, highly pungent, fruit surface
slightly wrinkled
 Bearing type: Cluster

100
MHCP 321 Yashswini

Product Description
Every Seed Counts.
A very highly pungent attractive dual purpose chilli hybrid which is easy
to pick and bears uniform length fruits of 9 – 10 cm long and 0.8 – 1 cm
diameter. Fruit is dark green in colour when immature and turns red on
maturity, fruit surface has moderate wrinkles.

101
FINDINGS

 92% of the employees agree that the infrastructure provided by the

organization enables them to do their job better.
 98% of the employees are satisfied with the lighting conditions,
90% of the employees are satisfied with the sanitation, 92% of the
employees are satisfied with cleanliness, 94% of the employees are
satisfied with ventilation conditions, 74% of the employees are
satisfied with the space and 76% of the employees are satisfied
with the working culture provided by the organization.
 94% of the employees believe that the task entrusted to them lies
within their capabilities.
 68% of the employees feel that the pay is equal to the work they do
and is fair, and 30% of the employees feel that they are paid less
for the work they do which is not fair.
 100% of the employees believe that they like to accept
responsibilities and more challenging tasks provided to them by
the organization.
 90% of the employees are satisfied with the task provided to them
by the organization.
 68% of the employees are satisfied with the salary paid whereas
32% of the employees are not satisfied.
 64% of the employees are satisfied with the incentive scheme
followed by the organization whereas 36% are not satisfied with
the same.
 78% of the employees are satisfied by the way their grievances and
complaints are handled and solved.
 90% of the employee-employer, relations in the organization are
cordial.

102
 72% of the employees agree that the management encourages the
employees participation in decision-making.

 80% of the employees agree that manager/supervisor clearly

communicates what is expected of them.

 100% of the employees say that the communication flow is both.

90% of the employees say that they get clear communication from
the management.

 70% of the employees agree that timely training is provided to

them by the organization.

 74% of the employees are looking for other welfare facilities such
as tea, lunch room, change room, provident fund etc.

 100% of the employees say that their organization is a good place

to work in, 70% of the employees feel that they have good career
growth opportunities here,74% of the employees feel that the
working culture in the organization is excellent,52% of the
employees feel that the management is good and 72% of the
employees feel that their organization is an ethical organization.

 60% of the employees are working in Excellence because they feel

they have good career growth opportunities here whereas 32% of
the employees are working just to gain experience.

103
 CHAPTER 4: CONCLUSION OF THE STUDY

 Employee satisfaction is realizing the direct relationship between

happy and unhappy employee.
 To attain the long run goal employees should be treated equally,
and should have opportunity to express their views, ideas and
opinions. They should be updated and accessible to all the
employees so that the employees are aware of all policies of the
organization. The supervisor should have the good leadership
qualities and should give positive feedback at regular interval. The
working environment should be good so that the employees will
have sense of pride in working for the organization and should be
provided with the necessary facilities and adequate space work
efficiently. Loyalty and performance should be
 Job related training should be given once in 6 months. This will
help the employees to enhance the present skills and perform their
tasks more effectively and efficiently.
 Facilities which are important and which are needed such as
computer systems in the service section which will help the
employees to maintain certain records of the customer’s for the
benefits of the customer’s, should be provided. The incentive
scheme which is followed presently is good but the incentives are
to be provided monthly rather than yearly. Or the management can
follow a performance based incentive scheme where the employee
who works hard will get more incentives than the employees who
is not up to the mark. The performance of all the employees should
be recorded and depending on the extra efforts put by the

104
employee should be paid accordingly by the particular posts so as
to distinguish the mechanics from the supervisors.

105
LEARNING

I learn so many things from this company …MAHYCO

PRIVATE LIMITED is the example of how the working of
company should be? They not only focus on employee they focus
on each an every intern or employee associated with them..there
team guide and motivates so gracefully . My skills and knowledge
about management is developed in period of 30 days internship the
working environment of company is so friendly that no one feels
burden every person from director to lower level management are
so helpful…

106
CHAPTER 5: RECOMMENDATION & SUGGESTIONS

 The supervisor/manager should give regular feedback on

performance by holding informal meetings with each individual.
Supervisor/manager 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 been 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.
 Management must revise the salary administration system to
satisfy the employees who are not satisfied with the salary paid.
Management must follow a system which measures the employee’s
performance at regular intervals and should be paid accordingly.
Management must design salary slabs for sense of respect towards
the respective posts.
 The administration policies should be updated so that all the
employees are aware of the policies.
 The training needs of the employees should be reviewed at least
twice a year. Based on that, training programs should be conducted
for 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.
 Maximum employees are looking for welfare facilities such as tea
to be provided twice a day to keep them fresh and active at work.

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 Then 109 employees in the service section don’t have a lunch
room and a change room. So the management must arrange for it

 so that they feel good and enjoy themselves in the lunch hours. By
providing such welfare facilities the employees will develop a
feeling of security which in turn will bound them with the
organization. Job related training should be given once in 6
months. This will help the employees to enhance the present skills
and perform their tasks more effectively and efficiently.
 Facilities which are important and which are needed such as
computer systems in the service section which will help the
employees to maintain certain records of the customer’s for the
benefits of the customer’s, should be provided.
 The incentive scheme which is followed presently is good but the
incentives are to be provided monthly rather than yearly. Or the
management can follow a performance based incentive scheme
where the employee who works hard will get more incentives than
the employees who is not up to the mark. The performance of all
the employees should be recorded and depending on the extra
efforts put by the employee should be paid accordingly by the
means of incentives.
 Cultural activities should be held to further motivate the employees
to attain the goal.

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Achievement & Awards:

SPECIAL LIFETIME ACHIEVEMENT AWARD PRESENTED

TO DR. B. R. BARWALE

Dr. B. R. Barwale, the doyen of the Indian Seed Industry played a vital
role in changing the face of Indian Agriculture over five decades. The
founder of the first private seed company in India. Dr. Barwale, besides
his immense contribution to Indian agriculture, was a well-known
philanthropist supporting the cause of rural health and education.
Many successful institutions that he built and supported for these causes
are a testimony to his inspirational efforts.

A philanthropist, a leader, a visionary, a humanitarian, an entrepreneur.

Dr. Barwale has been India's pride.

A TRIBUTE TO WORLD FOOD PRIZE LAUREATE (LATE) DR

B R BARWALE

A tribute to World Food Prize Laureate (Late) Dr B R Barwale, who is

widely regarded as the father of the Indian Seed Industry, and founded
India's first private sector Hybrid Seeds Company in 1964. During the
five decades of stellar work he contributed to the food security of the
country, and worked for the betterment of life of the farming
community.

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MAHYCO'S QUALITY LAB ACCREDITED TO ISTA 5TH TIME
IN A ROW

Continuing with the legacy of providing high quality seeds to Indian

farmers, Mahyco lab follows International norms of Seed testing.
Mahyco successfully completed, the 5th ISTA Accreditation Audit and
ISTA authorises Mahyco lab IN06 to issue Orange and Blue
International Seed Analysis Certificates

Mahyco’s role in the development of the private seeds sector has been
recognized on several occasions over the years:

 In 1989, Mahyco was the first agriculture based company to

receive the prestigious National Award for Research and
Development presented by the Indian Ministry of Science and
Technology.

 In 1990, Mahyco received awards from the International Seeds and

Science Technology (ISST) organization and the Federation of
Indian Chambers of Commerce and Industries (FICCI) for
noteworthy contributions to the Indian Seed Industry’

 In 1996, the company’s founder and chairman, Dr. B. R. Barwale,

was named Honorary Life Member of the International Seed Trade
Federation (FIS) for his pivotal role in the development of the
private sector seed industry in India, and dedicated service to
national and international seed trade organization.

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 In 1997, Mahyco was awarded the ISO-9001 certification for the
product development, production and processing.

 In 1998, Dr. Barwale was honoured with the prestigious World

Food Prize, considered the equivalent of the Nobel Prize in
agriculture.

 In 2001, Dr. Barwale was conferred the “Padma Bhushan” by the

President of India in recognition of his services to the country in
the agriculture sector.

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 CHAPTER 6: APPENDICES

6.1 Questionnaire for Farmers

 Name of the farmer: -----------------------

 Location/ Village: --------------------------------
 Contact number: ----------------------------------
 Age: --------------------------------

1. Is agriculture your main occupation?

 Yes
 No

2. Are you aware of Mahyco Seeds Company?

 Yes
 No
 If no Why

3. Which kind of hybrid seeds you use for farming?

 Local/ traditional seeds

 Mahyco seeds
 Other (specify)

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4. What is the main reason for using for Mahyco Seeds / Other seeds?

 Company Brand
 Good Quality
 Standardized growth during harvesting
 More Yield
 Other (Specify)

5. Your purchase of the hybrid seeds is influenced by which of the

following?

 Distributor
 Dealer
 Fellow Farmer
 Company representative
 Other (specify)

6. Rank on the of 1 to 5 the following attributes for Mahyco seeds

1= Excellent 2= Very good 3= Good 4= Average
5= Not satisfactory

 Quality
 Yield
 Color
 Company Brand image
 Virus Control
 Availability
 Weight

113
7. Mahyco Seeds is obvious different then others.

 Totally agree
 Agree
 Neutral
 Disagree
 Totally Disagree

8. If you want to grow seeds product what brands comes to your mind,
reason (why) specify

9. Which other company seeds you used? How much yield you get?

10. How Mahyco Company is better than other company seeds?

11. Are Distributors/ Dealers providing quality seeds or not?

12. Are you satisfied with Mahyco seeds? If yes why? If no why?

13.Any suggestion to increase the demand of the Mahyco Seeds?

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14. What is the output price to the farmer?

15. Any quality difference comparing Mahyco seeds with other

products?

16. How much quality do you export for the year and what are the major
markets?

17. For what purpose these seeds used in various market?

18. Rate the quality of the Mahyco Seeds products?

 Very Good
 Good
 Average
 Bad

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Questionnaire for Traders

 Name of the firm: ---------------------

 Name of the Proprietor: -----------------------
 Address: --------------------------------
 Contact no.: -------------------------------
 District: ---------------------------------

1. How much quality of product do you purchase/ year?

2. How much quality you will be traded in a year?

3. What are the specific characteristics required to buying the seeds

product?

4. What is the output price to the farmer? Range

5. Any quality difference comparing Mahyco seeds with other

seeds products?

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6. How much quantity do you export for the year and what are the
major markets?

7. For what purpose these seeds used in various markets?

8. Rate the quality of the Teja chili

 Very good
 Good
 Average
 Bad

9. Any suggestions?

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Questionnaire for Dealers/ Distributors:
Name of the Firm: -----------------------------
Name of the proprietor: --------------------------------
Address of the shop: ------------------------------
Contact no.: -----------------------

1. Business type

 Distributor
 Dealer

2. How long you have been in this business?

 1 year
 1-6 year
 6-10 year
 >10 years

3. What company seeds do you sell ?

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 4. What are the main factors you look before buying?
 Price
 Quality
 Demand from farmers
 Company brand
 Others (specify)

5. How do you rate the quality of the Mahyco Seeds?

 Very good
 Good
 Average
 Bad

6.What kind of services do you expect from the suppliers?

7.How easy to contact Support issues?

8. Which are the two things that the influence your loyalty
towards the seeds?

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6.2 BBLIOGRAPHY

Collected this information for this project from various sources

like:
Magzines,
Newspaper

And the official website of Mahyco Private Limited:

https://www.mahyco.com
https://en.wikipedia.org
https://www.indiamart.com
https://www.bighaat.com

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