industrial relation bunge

COMPANY PROFILEIntroduction:

Bunge India Pvt. Ltd is an enterprise that started out as a modest single product company.

Foresight, planning, and sound business ethics are behind our company’s phenomenal

growth path. Today, we are a multi-product organization with business interests in

diverse geographies and an enviable market penetration. With a wide range Edible Oils

and Fats, distributed through more than 1200 dealers across 800 cities, and a turnover

approximating 900 Crores, we can safely say, ‘our market penetration is unparalleled in

the Industry’.

Bunge is a leading agribusiness and food company with integrated operations that circle

the globe, stretching from the farm field to the retail shelf.

originating oilseeds and grains from the world's primary growing regions and

transporting them to customers worldwide;

crushing oilseeds to make meal for the livestock industry and oil for the food

processing, food service and biofuel industries;

producing bottled oils, mayonnaise, margarines and other food products for

consumers;

crushing sugarcane to make sugar, ethanol and electricity;

milling wheat and corn for food processors, bakeries, brewers and other

commercial customers; and

selling fertilizer to farmers.

HISTORY

HISTORY

Bunge India Pvt Ltd was established in 1969. It all started with the production of

vanaspati (hydrogenated vegetable oils), when the vanaspati unit at Rajpura in Punjab

became operational. We had an initial capacity of 100MT per day, today it has grown to

450MT per day. We have also traveled a long way from the days when we were

manufacturing only vanaspati. Under the umbrella of ‘GINNI refined Oils’, we

manufacture Groundnut, Cottonseed, Rice Bran, Soyabean, Mustard, Sunflower Oil,

amongst others. These Oils were introduced to meet the varied demands of our

consumers. ‘GINNI’ has established itself as a very well known brand in this part of the

country. We have expanded the ‘GAGAN’ Brand too, by adding Kachi Ghani Mustard

Oil, Salt and Rice to it’

BUNGE INDIA LIMITED HISTORY

IN 23 June 2003, US-based agribusiness and food company Bunge has announced that it

has signed a memorandum of understanding with Hindustan Lever to acquire the Indian

consumer goods firm’s edible oils and fats businesses based in Bangalore, India.

In 22 Sep. 2003, US agribusiness giant Bunge has announced that its Indian subsidiary,

Gee Pee Ceval Proteins and Investment, has acquired the India-based assets of Prestige

Foods.

In 15 Oct. 2004, US agribusiness Bunge is to invest between US$100m and $200m in

India over the next five years, its Indian subsidiary has said.

In 21 Dec. 2011, US agribusiness giant Bunge is set to buy the edible oils and fats

business of India's Amrit Banaspati.

http://www.just-food.com/companies/bunge_id18

CORE VALUES

Bunge's five core values reflect who workers are and what they do.

They ensure the effectiveness of integrated and decentralized approach and help us

achieve purpose of improving the global agribusiness and food chain.

Integrity

Honesty and fairness guide every action.

Teamwork

value individual excellence and work as a team for the benefit of Bunge

and stakeholders.

Citizenshipcontribute to the development of individuals and the social and economic

fabric of communities, and act as stewards of the environment.

Entrepreneurship

prize individual initiative to meet opportunities and deliver results.

Openness and Trust

open to other ideas and opinions, and trust its colleagues.

STRATEGY

Company strategy capitalizes on the fundamentals that drive its industry. It is

strengthening its core businesses in key origin and destination markets, expanding into

adjacent growth businesses where it can leverage its strengths, and focusingon

operational excellence.

HEALTH & NUTRITION

BALANCED DIET

BODY MASS INDEX (BMI)

TYPES OF FATS

HEALTHY EATING TIPS

BALANCED DIET

A balanced diet contains carbohydrates, proteins, fat, vitamins, mineral salts and fibre in

the right proportions. A diet that lacks in one or the other of these ingredients creates

imbalances in the body. Sometimes these imbalances can create serious ailments.

Carbohydrates

Proteins

Fats

Vitamins

Minerals

Fibre

Clearly there’s good and bad. Therefore, it’s best to eat cautiously and strike a balance.

According to the National Institute of Nutrition, Hyderabad, the upper limit of fat in the

diet should not exceed 25-30% of your calories.

BODY MASS INDEX (BMI)

Body Mass Index (BMI) is a formula used to express body weight in relation to height.

BMI equals weight in kilograms divided by height in meters squared.

Calculate your BMI

Your Height (In Centimetres) = BMI

Your Weight (In Kilograms)

A body mass index of less than 25 is considered normal and one of over 30 implies

obesity.

Underweight = <18.5

Normal weight = 18.5-24.9

Overweight = 25-29.9

Obesity = BMI of 30 or greater

TYPES OF FATS

What do we understand by fat and what are the various types commonly known?

Fats & Oils Fats and oils belong to a group of substances called lipids, and have common

molecular structure with the same benefits or disadvantages. The only difference is that

fats are solid at room temperature and oils are liquid.

Depending on the changing bonds they are categorised as –

Saturated Fats

Mono Unsaturated Fats

Unsaturated Fats

Trans Fats

Polyunsaturated Fats

HEALTHY EATING TIPS

AVOID EXCESSIVE REUSE OF OILS When oils are reused

again and again several times they become carcinogenic. This simply means bidding

farewell to those potato and banana chips which we generally pick up from the corner.

PRODUCTS

LIFESTYLE PRODUCTS

PREMIUM PRODUCTS

CONSUMER PRODUCTS

GINNI MERRILITE MERRIGOLD

NUTRI TABLE

DELIGHT MARGARINE

NUGGETS

REFINED KACHI REFINED GINNI REFINED

GROUNDNUT GHANI RICEBRAN GOLD COTTONSEED

OIL MUSTARD OIL REFINED OIL

OIL SUNFLOWER

OIL

REFINED GAGAN GAGAN

PALM VANASPATI GOLD

OIL VANASPATI

REFINED BANSARI GINNI

SOYABEAN PURE PLUS

OIL MUSTARD REFINED

OIL OIL

Business Overview

Bunge is a leading global agribusiness and food company with operations on six

continents and a diverse portfolio of products ranging from bottled vegetable oils to

electricity. Bunge operates in four business segments: agribusiness, sugar & bioenergy,

food & ingredients and fertilizer.

Agribusiness

In agribusiness, the world is Bunge's market - seven billion people and counting.

Bunge's agribusiness operations:

purchase grains and oilseeds from farmers

store, transport and sell raw commodities to end

customers in domestic and export markets

process oilseeds into protein meals and crude vegetable oil for sale to livestock

producers, feedmillers, food processors, the biofuels industry and other customers

provide financial services, risk management and logistics services to end customers

execute risk management strategies for Bunge

SUGAR & BIOENERGY

Bunge entered the global sugar market as a trader in 2006, and has since built a strong

position as a producer and marketer of sugar and ethanol.

The mills are located close to main domestic markets in Brazil

and have access to export logistics systems, positioning Bunge to capture increasing

demand for sugar and sugarcane ethanol in Brazil and beyond.

Bunge also produces oilseed-based biodiesel at joint venture facilities

in the Americas and Europe, and has investments in a small number of corn ethanol

plants in the United States.

FOOD & INGREDIENTS

Food & Ingredients is comprised of two businesses - edible oils and milling - with

operations in North and South America, Europe and Asia.

The edible oils business produces specialty oils and fats,

margarines, mayonnaise, shortenings and whipped toppings for sale in foodservice, food

processor and retail markets.

The milling business creates milled wheat, corn and rice

products for food processors, bakeries, brewers, snack food producers and other

customers.

Integration is very important to our food products business. By sourcing

oilseeds and grains from our agribusiness unit, and by utilizing the same

logistics systems, we improve efficiency.

FERTILIZER

Fertilizer is a strategic part of our business, with strong commercial and logistics linkages

to our agribusiness operations.

Bunge sells blended NPK (nitrogen, phosphate and potassium) fertilizer formulas, mixed

nutrients and liquid fertilizer products to farmers and distributors in North and South

America.

In Brazil, we operate blending and distribution facilities, as well

as a port terminal. In Argentina, we have phosphate and nitrogen production, as well as

blending and distribution operations. In the U.S., we are developing a wholesale business

that leverages our established agribusiness network and logistics expertise.

In Morocco, one of the world's largest suppliers of phosphates,

we participate in a joint venture that produces intermediate phosphate products for export

to South America.

LOCATIONS: REGIONS OVERVIEW

Bunge serves local markets in a host of different countries and facilitates international

trade by linking areas of agricultural production and consumption.

Through its hundreds of facilities and thousands of dedicated

employees, Bunge is an integral part of agribusiness and food markets on six continents.

LOCATIONS: NORTH AMERICA

North America- North America is a major agricultural exporter and a significant market

for agricultural commodities, food, fertilizer and biofuels products.

In North America, Bunge has agribusiness, food & ingredients and

fertilizer operations, as well as investments in bioenergy.

LOCATIONS: SOUTH AMERICA

South America- Due to its abundant land, rain and skilled agricultural sector, South

America is fast becoming the world's leading agricultural exporter.

In South America, Bunge operates the full spectrum of its businesses: agribusiness,

sugar & bioenergy, food & ingredients and fertilizer.

LOCATIONS: EUROPE

Europe- Europe is a major importer and consumer of oilseeds and related products. It

is also a large and growing market for commercial and consumer food products, as well

as biofuels. Eastern Europe is one of the world's most significant and fastest-growing

exporters of wheat and other grains.

Bunge has built a substantial business in Europe in the past decade. Today

our agribusiness and food & ingredients operations stretch from Portugal to Russia, and

Bulgaria to Finland.

LOCATIONS: ASIA PACIFIC

Asia Pacific- With growing economies and expanding per capita income, Asia is a driver

of global growth in demand for agricultural commodities and food products.

Bunge is a major importer of commodities to Asia and trusted partner to

customers and communities on the ground. We are committed to being a productive part

of the dialogue on food security in the region and to providing solutions for customers.

LOCATIONS: AFRICA & MIDDLE EAST

Africa & Middle East- The Middle East and North Africa are two of the fastest

growing regions for grain imports in the world, and Sub-Saharan Africa presents unique

opportunities for growth in agricultural production, exports and domestic consumption.

Bunge has long been a leading supplier of grains, edible oils and other

products to the Middle East and North Africa. In 2011 we signed an agreement to form a

joint venture in South Africa, which will be our first entry into Sub-Saharan Africa's

grain and oilseed trade.

LOCATIONS: CARIBBEAN

Caribbean- The Caribbean is a small but growing market for agricultural

commodities.

Bunge Latin America serves the Caribbean from shipping points in North

and South America, offering customers access to commodities like vegetable oils, corn,

wheat, soybeans and soybean meal year-round.

PERFORMANCE GRAPH

Comparison of 5 Year Cumulative Total Return

Assumes Initial Investment of $100

December 2011

NEWS

Bunge India has announced the acquisition of the edible oils and fats business of

Amrit Banaspati.

The acquisition includes a manufacturing facility in the state of Punjab, rights to

onsumer brands and trademarks – including Amrit, Gagan and Ginni – and a strong

distribution network.

Amrit Banaspati employees engaged in the edible oils and fats business will

move to Bunge once the transaction is complete.

Bunge plans to build on the strong heritage of the brands it is acquiring, and

expand its distribution reach and manufacturing base in India.

VISION AND MISSION

The company aims at successfully meeting the varied needs of the Indian

consumers. The Company has continuously Endeavored to bring new products to the

Indian Consumer the Company stayed close to its roots nature and it has been a platform

for its success for several years.

Mission Statement

The mission statement of Bunge India Pvt Ltd. Rajpura is ‘’To produce and sell

goods and service to achieve the highest return on sales in the Industry to total

satisfaction of customers , employees and Share holders in that order.

Quality

Rajpura ,Branch of Bunge India Pvt Ltd ltd has a good Quality control system

together with Research and Development which is comparable to its best in the Industry.

It is to the Credit of its good Quality Control system and efficient R and D Department,

that Bunge India Pvt Ltd, Rajpura has been honoured and awarded .’’The American

International Quality Certificate And Gold Medal.’’

INTRODUCTION OF INDUSTRIAL RELATION

The relationship between Employer and employee or trade unions is called Industrial

Relation. Harmonious relationship is necessary for both employers and employees to

safeguard the interests of the both the parties of the production. In order to maintain good

relationship with the employees, the main functions of every organization should avoid

any dispute with them or settle it as early as possible so as to ensure industrial peace and

higher productivity. Personnel management is mainly concerned with the human relation

in industry because the main theme of personnel management is to get the work done by

the human power and it fails in its objectives if good industrial relation is maintained. In

other words good Industrial Relation means industrial peace which is necessary for better

and higher productions.

A man working in a healthy atmosphere can produce more. Within an industry there is a

hierarchy among the people. From the very beginning there is always a gap between have

and have-nots. In order to bring harmonious relation between the management, workers

and unions for the sake of industry as well as for the nation, positive relation within an

industry is expected. Therefore the term "INDUSTRIAL RELATION” came into

limelight.

Industrial Relation is a major force which influences the social, political and economic

development of a country .Managing industrial relations is a challenging task because it

deals with a highly complex, fast developing, ever changing and expanding field. There

are certain factors such as composition of working class, work environment, socio-

economic status of the workers and their attitude to work, management's ideology, role of

the state, thinking of the community etc which have a considerable bearing on the state of

relationship between labour and management. Different labour enactments and judicial

decisions playa major role in regulating the employer -employee relationship. It creates

an atmosphere in which the human system will operate harmoniously in a coordinated

way. Keeping in view the different aspects of industrial relations, an attempt has been

made in this project to provide a multi dimensional approach to the subject.

WHAT IS THE MEANING OF INDUSTRIAL RELATIONS?

Industrial relations is defined as the employer-employee relationships covered

specifically under collective bargaining and industrial relation laws. It also encompasses

other organisations such as governments, institutions and organizations that directly or

indirectly regulate the industrial relations system

Industrial relations refer to the relationship between employees and employers. It is often

known as employment relations and is divided in three; ethical, problem solving and

science building. A breach in industrial relations can result to an industrial dispute

whereby one party takes industrial action.

DEFINITION

According to TEAD and METCALFE:-

"Industrial Relation are the composite result of the attitudes approaches of employers and

employees towards each other with regard to planning, supervision, direction and

coordination of the activities of an organization with a minimum of human efforts and

frictions with an animating spirit of cooperation and with proper regard for the genuine

well being of all members of the organization.

According to DALE YODER:-

"Industrial Relation is a whole field of relationship that exists because of the necessary

collaboration of employees in the employment process of an industry."

According to ALLAN FLANDER:-

"The subject of industrial relations deals with certain regulated or institutionalized

relationships in industry ."

According to Professor CLEGG:-

"Industrial Relations are the rules governing employment together with the ways in

which the rules are made and changed and their interpretation and administration."

2. ―Industrial relations is that part of management which is concerned with the man

power of the enterprise- whether machine operator, skilled worker or manager‖. - ethel,

From the above definitions we find Industrial Relations as:-

i) The term stood for manpower of the enterprise i.e. the employee – employer

relationship in an industry.

ii) Later on the relations get created at different levels of the organization by the

diverse, complex composite needs, aspirations, attitudes and approaches among

the participants.

iii) The parties actively associated with any industrial relation are the workers, the

management, the organizations of workers and managements, and the State.

iv) It denotes all types of inter - group and intra -group relations within industry, both

formal as well as informal.

COMPONENTS OF INDUSTRIAL SYSTEM:-

I) PARTICIPANTS: The participants in the industrial relations sphere are composed

of duly recognized representatives of the parties interacting in several roles within

the system. It includes -

a. Employee Relation - It includes the complex relationship among the

employees.

b. Labour Relation - It includes the relationship between management and

Trade Union.

c. Public Relation - It includes the relationship of industry with the entire

community as a whole.

2) ISSUES: The power interactions of the participants in a workplace create

industrial relation issues. These issues and the consequences of power interactions

find their expression in a web of rules governing the behaviour of the parties at a

workplace. :

3) STRUCTURE: The structure consists of all forms of institutionalized behaviour

in a system. The structure may include collective procedures, grievance settlement

practices etc. legal enactments relevant to power interactions may also be

considered to be a part of the structure.

4) BOUNDARIES: In systems analysis, it is possible to find an issue which one

participant is totally indifferent to resolving while, at the same time, the other

participant is highly concerned about resolution of the same. These issues may

serve to delimit systems boundaries.

FEATURES OF INDUSTRIAL RELATION

A few notable features pertaining to Industrial Relations are as under:

1. CAN NOT EMERGE IN VACUUM: - Industrial Relation do not emerge in

vacuum they are born of employment relationship in an industrial setting.

Without the existence of the two parties, i.e. labor and management, this

relationship cannot exist. It is the industry, which provides the environment

for industrial relations.

2. INCLUDE BOTH CONFLICT AND COOPERATION: - Industrial Relation

are characterized by both conflict and co-operations. This is the basis of adverse

relationship. So the focus of Industrial Relations in on the study of the attitudes,

relationships, practices and procedure developed by the contending parties to

resolve or at least minimize conflicts.

3. CAN NOT OPERATE IN ISOLATION: -As the labor and management do not

operate in isolations but are parts of large system, so the study of Industrial

Relation also includes vital environment issues like technology of the workplace,

country's socio-economic and political environment, nation's labor policy, attitude

of trade unions workers and employers.

4. COLLECTIVE BARGAINING: - Industrial Relation also involve the study of

conditions conductive to the labor, managements co-operations as well as the

practices and procedures required to elicit the desired co-operation from both the

parties.

5. BASED ON RULES & REGULATION: - Industrial Relations also study the

laws, rules regulations agreements, awards of courts, customs and traditions, as

well as policy framework laid down by the governments for eliciting co-

operations between labor and management. Besides this, it makes an in-depth

analysis of the interference patterns of the executive and judiciary in the

regulations of labor-managements relations.

INDUSTRIAL RELATION SYSTEMAn industrial relations system consists of the whole gamut of relationships between

employers and employees and employers which are managed by the means of conflict and

cooperation.

A sound industrial relations system is one in which relationships between

management and employees (and their representatives) on the one hand, and between

them and the State on the other, are more harmonious and cooperative than conflictual

and creates an environment conducive to economic efficiency and the motivation,

productivity and development of the employee and generates employee loyalty and

mutual trust.

Actors in the Industrial Relation system:

Three main parties are directly involved in industrial relations:

Employers: Employers possess certain rights vis-à-vis labors. They have the right to

hire and fire them. Management can also affect workers’ interests by exercising their

right to relocate, close or merge the factory or to introduce technological changes.

Employees: Workers seek to improve the terms and conditions of their employment.

They exchange views with management and voice their grievances. They also want to

share decision making powers of management. Workers generally unite to form

unions against the management and get support from these unions.

Government: The central and state government influences and regulates industrial

relations through laws, rules, agreements, awards of court and the like. It also includes

third parties and labor and tribunal courts.

FACTORS INFLUENCING INDUSTRIAL RELATION :

The concepts of Industrial Relations are very broad-based, drawing heavily from a

variety of discipline like social sciences, humanities, behavioral sciences, laws etc. In

fact, Industrial Relation encompasses all such factors that influence behavior of people at

work. A few such important factors are details below:

1. Work Climate

You can set up the most research-based HR policies in your firm, but employees will still

judge the company by how it feels to work there. Look at how your leadership style

affects employees and how your managers manage employees. If there are problems with

worker performance among many workers or other indicators such as high turnover or

absenteeism, you need to study what's causing those conditions. Start by introducing a

new HR goal, such as introducing flexibility and participation into your management

model; give managers and workers more authority to decide how to accomplish their

goals.

2. Employee Attitudes

You can use an employee survey to study the sources of conflict or dissatisfaction in

employees. They will have a wide range of attitudes about working for you. It's important

to determine if they respect you as a leader and care about the company. These are signs

of good employee relations and will usually produce better performance. Employees who

love the company can often perform well even when faced with tough economic

conditions, which may give them a bigger workload and fewer pay increases.

3. Communication

Communication acts as a key factor in industrial relations. Two-way communication

between labor and capital allows workers to stay fully informed of workplace

expectations as well as changes that affect them. Management becomes aware of

problems as they arise, rather than learning about things after they have reached the point

of crisis. They can thus address issues in a timely fashion and keep rumor, innuendo and

misinformation to a minimum.

4. Unions

Unions can affect industrial relations in a number of complex ways. When a union comes

to a workplace, individuals no longer bargain on their own. Rather, they are represented

collectively by a third party. This can make employees feel like they have more of a

voice. It can also provide a means to collectively arbitrate labor disputes. Employees also

have a means to register discontent with parts of their job through the grievance

procedure. Unions can also complicate matters by bringing the concerns of a third party--

i.e. the union--into the negotiation process

5. Wages and Benefits

Wages and benefits are perhaps the most obvious factor affecting industrial relations.

While wages and benefits don't make industrial relations run smoother all by themselves,

they can help employees to feel more appreciated. Few things are more frustrating than

working for less than what you feel you are worth.

6. Institution

It includes government, employers, trade unions, unions federations or associations,

government bodies, labor courts, tribunals and other organizations which have direct or

indirect impact on the industrial relations systems.

7. Methods

Focus on collective bargaining, workers' participation in the Industrial Relation schemes,

discipline procedure, grievance re-dressal machinery, dispute settlements machinery

working of closed shops, union reorganization, organizations of protests through methods

like revisions of existing rules, regulations, policies, procedures, hearing of labor courts,

tribunals etc.

8. Contents

Includes matter pertaining to employment conditions like pay, hours of works, leave

with wages, health, and safety disciplinary actions, lay-off, dismissals retirements etc.,

laws relating to such activities, regulations governing labor welfare, social security,

industrial relations, issues concerning with workers' participation in management,

collective bargaining, etc.

9. Economic satisfaction of workers

Psychologists recognize that human needs have a certain priority. Need number one is the

basic survival need. Much of men conducted are dominated by this need. Man works

because he wants to survive. This is all the more for underdeveloped countries where

workers are still living under subsistence conditions. Hence economic satisfaction of

workers is another important prerequisite for good industrial relations.

10. Social and Psychological satisfaction

Identifying the social and psychological urges of workers is a very important steps in the

direction of building good industrial relations. A man does not live by bread alone. He

has several other needs besides his physical needs which should also be given due

attention by the employer. An organization is a joint venture involving a climate of

human and social relationships wherein each participant feels that he is fulfilling his

needs and contributing to the needs of other. This supportive climate requires economic

rewards as well as social and psychological rewards such as workers' participation in

management, job enrichment, suggestion schemes, re-dressal of grievances etc.

11. Nature of industry

In those industries where the costs constitute a major proportion of the total cast,

lowering down the labor costs become important when the product is not a necessity and

therefore, there is a little possibility to pass additional costs on to consumer. Such

periods, level of employment and wages rise in decline in employment and wages. This

makes workers unhappy and destroys good industrial relations.

1.

Importance Of Industrial Relation

The healthy industrial relations are key to the progress and success. Their significance

may be discussed as under –

2. Uninterrupted production

The most important benefit of industrial relations is that this ensures continuity of

production. This means, continuous employment for all from manager to workers.

The resources are fully utilized, resulting in the maximum possible production. There

is uninterrupted flow of income for all. Smooth running of an industry is of vital

importance for several other industries; to other industries if the products are

intermediaries or inputs; to exporters if these are export goods; to consumers and

workers, if these are goods of mass consumption.

3. Reduction in Industrial Disputes

Good industrial relations reduce the industrial disputes. Disputes are reflections of the

failure of basic human urges or motivations to secure adequate satisfaction or

expression which are fully cured by good industrial relations. Strikes, lockouts, go-

slow tactics, gherao and grievances are some of the reflections of industrial unrest

which do not spring up in an atmosphere of industrial peace. It helps promoting co-

operation and increasing production.

4. High morale

Good industrial relations improve the morale of the employees. Employees work with

great zeal with the feeling in mind that the interest of employer and employees is one and

the same, i.e. to increase production. Every worker feels that he is a co-owner of the gains

of industry. The employer in his turn must realize that the gains of industry are not for

him along but they should be shared equally and generously with his workers. In other

words, complete unity of thought and action is the main achievement of industrial peace.

It increases the place of workers in the society and their ego is satisfied. It naturally

affects production because mighty co-operative efforts alone can produce great results.

5. Mental Revolution

The main object of industrial relation is a complete mental revolution of workers and

employees. The industrial peace lies ultimately in a transformed outlook on the part of

both. It is the business of leadership in the ranks of workers, employees and Government

to work out a new relationship in consonance with a spirit of true democracy. Both

should think themselves as partners of the industry and the role of workers in such a

partnership should be recognized. On the other hand, workers must recognize employer’s

authority. It will naturally have impact on production because they recognize the interest

of each other.

6. Reduced Wastage

Good industrial relations are maintained on the basis of cooperation and recognition of

each other. It will help increase production. Wastages of man, material and machines are

reduced to the minimum and thus national interest is protected.

7. New Programmes

New programmes for workers development are introduced in an atmosphere of peace

such as training facilities, labor welfare facilities etc. It increases the efficiency of

workers resulting in higher and better production at lower costs.

Thus, it is evident that good industrial relation is the basis of higher production with

minimum cost and higher profits.

http://industrialrelations.naukrihub.com/

OBJECTIVES OF INDUSTRIAL RELATIONS:

The main objectives of industrial relations system are:-

1. To safeguard the interest of labor and management

To safeguard the interest of labor and management by securing the highest level

of mutual understanding and good-will among all those sections in the industry

which participate in the process of production.

2. To avoid industrial conflict or strike

To avoid industrial conflict or strike and develop harmonious relations, which are

an essential factor in the productivity of workers and the industrial progress of a

country.

3. To raise productivity

To raise productivity to a higher level in an era of full employment by lessening

the tendency to high turnover and frequency absenteeism.

4. To Maintain Good Relations

A key objective of industrial relations is to avoid and manage disputes. Disputes

between labor and management cause damage to both business and workers, so

industrial relations practitioners aim to develop practices to reduce friction and

resolve workplace issues. Practices include developing guidelines on

communication, consultation, collective bargaining and clear grievance

procedures. They can also include government involvement in union negotiations

and in developing national policies on handling disputes.

5. Increased Productivity

Increased productivity not only helps business but it can also lead to a growing

economy, which benefits labor and, ultimately, the entire population. Poor

industrial relations can lead to strikes and walkouts, which lead in turn to low

productivity and high costs to employer, employee and consumers.

http://industrialrelations.naukrihub.com/

6. Social Objectives

Industrial relations practitioners aim to improve working conditions and to

improve aspects of social protection such as better wages, safer working

conditions, elimination of child labor and improvements to employee health and

social security. By improving working conditions, frictions between labor and

management lessen and society as a whole benefits. On the governmental level,

industrial relations workers aim to shape the ways that businesses respond to

challenges such as technological advances and economic changes.

7. To establish and promote the growth

To establish and promote the growth of an industrial democracy based on labor

partnership in the sharing of profits and of managerial decisions, so that ban

individuals personality may grow its full stature for the benefit of the industry and

of the country as well.

8. To eliminate or minimize the number of strikes,

To eliminate or minimize the number of strikes lockouts and gheraos by providing

reasonable wages, improved living and working conditions, said fringe benefits.

9. To improve the economic conditions of workers in the existing state of

industrial managements and political government.

10. Collective Bargaining

Collective bargaining is the negotiating process to reach a labor union contract, or

a collective bargaining agreement. Aside from a union organizing campaign,

contract negotiations often are contentious. Labor union representatives and

management representatives engage in a two-way exchange of proposals and

concessions to reach an agreement. While it's not a requirement of law to reach a

mutually agreed upon labor union contract, it doesn't serve either party's interest

to purposely stall negotiations or refuse to bargain in good faith. Respect for the

collective bargaining process is fundamental to achieving an agreement that

satisfies the union, the employer and the employees.

11. Grievance Handling

Employers must have HR staff with the expertise to handle employee grievances

and interact with on-site union stewards and labor representatives. For matters

that are unresolved through the typical three-step grievance process, employers

generally hire legal counsel to handle arbitration. Lawyers with expertise in labor

law and who are genuine advocates for alternative dispute resolution can

effectively represent employers. They also can lend their expertise to HR staff by

teaching them how to resolve future workplace issues within the three-step

process.

An ultimate objective of good industrial relations is therefore to provide efficient

production of goods and services. Efficiency requires meeting the needs of

both employer and employee. Industrial relations practitioners can achieve this

objective by setting terms and conditions of employment in such a way that both

employer and employee benefit. They can negotiate disputes before they erupt

into strikes.

EFFECTS OF POOR INDUSTRIAL RELATIONS

Poor Industrial Relation produces highly disquieting effects on the economic life of the

country. We may enumerate the ill-effects of poor Industrial Relations as under:

1. Multiplier effects:

Modern industry and for that matter modern economy are interdependent. Hence

although the direct loss caused due to industrial conflict in any one plant may not be very

great, the total loss caused due to its multipliers effect on the total economy is always

very great.

2. Fall in normal tempo

Poor Industrial Relations adversely effect the normal tempo of work so that work far

below the optimum level. Costs build up. Absenteeism and labor turnover increase.

Plants discipline breaks down and both the quality and quality of production suffer.

3. Resistance of change

Dynamic industrial situation calls for change more or less continuously. Methods have to

be improved. Economics have to be introduced. New products have to be designed,

produced and put in the market. Each of these tasks involves a whole chain of changes

and this is resisted bitterly if these are industrial conflict.

4. Frustration and social cost

Every man comes to the work place not only to earn a living. He wants to satisfy his

social and egoistic needs also. When he finds difficulty in satisfying these needs he feels

frustrated. Poor Industrial Relations take a heavy toll in terms of human frustration.

SUGGESTIONS IMPROVE INDUSTRIAL RELATION

A) Both management and unions should develop constructive attitudes towards each

other

B) All basic policies and procedures relating to Industrial Relation should be clear to

everybody in the organization and to the union leader. The personnel manager

must make certain that line people will understand and agree with these policies.

C) The personnel manager should remove any distrust by convincing the union of

the company’s integrity and his own sincerity and honesty. Suspicious, rumors

and doubts should all be put to rest.

D) The personnel manager should not vie with the union to gain workers‘loyal to

both the organization. Several research studies also confirm the idea of dual

allegiance. There is strong evidence to discard the belief that one can owe

allegiance to one group only.

E) Management should encourage right kind of union leadership. While it is not for

the management to interfere with union activities, or choose the union leadership,

its action and attitude will go a long way towards developing the right kind of

union leadership. “Management gets the union it deserves” is not just an empty

phrase.

OBJECTIVES OF THE STUDY

To observe the industrial relation operation and satisfaction level of the

employees in the Bunge India Pvt Ltd

To observe the working conditions inside the Bunge India Pvt Ltd

To observe the different welfare schemes provided by the Bunge India Pvt. Ltd

To observe the grievance handling procedure inside the Bunge India Pvt. Ltd

RESEARCH METHODOLOGY1. Focus and Objectives of project

Focus of my study is to highlight the significance of human Resource with

following objectives:-

(a) Human beings are complex in nature with potential to grow This resource is

creative and has the ability to contribute in further in the cause of human lives.

(b) The organization require to demonstrate due concern to Recruit & select required

talent for the organizational progress.

Research DesignThe Research design is the blue print for the fulfillment of objectives and

answering questions. It is frame-work which determines the course of action towards the

collection and analysis of required data. It is a master plan specifying the method and

procedures for collecting and analyzing the method information. Descriptive Research is

used in this study, as the main aim is to describe characteristics of the phenomenon or a

situation

Data Collection The Sources of data includes :-

1. Primary Data Sources.

2. Secondary Data Sources.

Primary Data Sources: - Primary Data has been Collect directly from sample

respondents through questionnaires with the help of interview.

Secondary Data Sources:- Secondary data sources are those which has already been

used and kept as records like website of company, manuals reports etc.

Sample Design:- Sample design is definite plan determines before any data is actually

obtained for a sample from a given population.

Target Population : Employers

Sample Unit : Individual

Sampling Technique : Convenient sampling

Sample size : 50 respondent

LIMITATIONS OF THE STUDY

Various limitations of the study are:-

(A) Various Parameters used in the project may not be 100% realistic.

(B) The sample size taken over a limited period may have a margin of error.

(C) Time constraint in the project.

(D) The sample collected is very small compared to the population of the company. Thus

it may not bring out the exact analysis.

(E) Some of the respondents do not react favorably to the questionnaires.

(F) It is possible that respondents might have tried to maintain consistency in terms of

their responses.

(G) Time of 4-6 weeks are also very less for the study.

DATA ANALYSIS AND INTERPERTATION

TOTAL NO OF RESPONDENTS =40

1) Are you satisfied with the Working Condition in Bunge India Pvt Ltd?

I. R. Rating Total Respondents % of Respondents

SATISFIED 15 37.5

DISSATISFIED 25 62.5

2) Are you aware of all the Welfare schemes provided by Bunge India Pvt Ltd.?


YES 35 87.5

NO 5 12.5

3) Are you satisfied with the wages and incentives provided by Bunge India Pvt Ltd.?


SATISFIED 30 75

DISSATISFIED 10 25

4) Are you satisfied with the provision of canteen at your workplace provided by Bunge

India Pvt Ltd.?


SATISFIED 25 62.5


5) Are you satisfied the Drinking Water facility in Bunge India Pvt Ltd?


SATISFIED 32 80

DISSATISFIED 8 20

6) Are you satisfied with compensation provided by Bunge India Pvt Ltd.?


SATISFIED 17 42.5


7) Are you satisfied with the medical benefits provided by Bunge India Pvt Ltd.?


SATISFIED 18 45

DISSATISFIED 22 55

8) Are you satisfied retirement benefits provided by Bunge India Pvt Ltd.?


SATISFIED 8 20

DISSATISFIED 32 80

9) Are you satisfied with the recreation facilities?


SATISFIED 5 12.5


10) Are you satisfied with the transport facilities provided in Bunge India Pvt Ltd.?


SATISFIED 24 60

DISSATISFIED 16 40

11) Is there any kind of grievance handling procedure in Bunge India Pvt Ltd.?


YES 40 100%

NO 0 0%

12) Are you satisfied with the grievance handling process of the company?


SATISFIED 24 60

DISSATISFIED 16 40

FINDINGS

1) 37.5% Employees are satisfied, and 62.5% dissatisfied with the working condition

provided by the Bunge India Pvt Ltd.

2) Majority of Employees are aware about the welfare schemes provided by the

Bunge India Pvt Ltd

3) Majority of Employees are satisfied with the salary and incentives provided by

the Bunge India Pvt Ltd.

4) 62.5% Employees are satisfied, with the rest room facility provided by the Bunge

India Pvt Ltd

5) Majority of Employees are satisfied with the drinking water facility provided by


6) Majority of Employees are satisfied with their job profile.

7) 42.5% of Employees are satisfied, 57.5% are dissatisfied with the compensation

provided by the Bunge India Pvt Ltd.

8) Majority of Employees are dissatisfied with the medical benefits provided by the

Bunge India Pvt Ltd.

9) Majority of employees are dissatisfied with the retirement benefits provided by


10) Majority of employees are dissatisfied with the recreation facilities provided by the

Bunge India Pvt Ltd.

CONCLUSION

Bunge India Pvt Ltd is growing at a very good place .As from graphs it is clear

that the industrial relation operation in Bunge India Pvt Ltd. is effective one. There are

different kind of welfare schemes like weekly rest ,medical allowance, death relief fund

are provided by the company to the employees to maintain the industrial relation better

one . Instead of all that there is also a effective grievance handling machinery for

maintaning it.

SUGGESTIONS

If the employees are in good condition then it drives their capability to give maximum

output to the company. Bunge India Pvt Ltd. had successfully accomplished their target

to uplift the standards of the people but somewhere they lag behind to give proper insight

into the true benefits availed to the people. In this context I want to suggest some points

that are more or less based on my findings.

1)Implementation of the Code of Discipline.

2) I also found that there is no medical Officer. This is needed to provide quick action in

case of any accident.

3)there should be need of improvement in recreation facilities provided by the Bunge

India Pvt Ltd.

4)there should need to increase the retirement benefits provided by the Bunge India Pvt

Ltd.

BIBLIOGRAPHY

Manual and books:

Personnel Manual by Bunge India Pvt Ltd..

Industrial Relations & Labour laws (fourth edition) by S C Srivastava

Personnel Management by S.K. Gupta

Human Resource Management (second edition) by V.S.P. Rao

Search Engine:

http://www.google.com

http://www.ask.com

ANNEXURE

Employee Name: _______________ Designation: ___________

1) Are you satisfied with the Working Condition in Bunge India Pvt Ltd?

a)Yes b)No

2) Are you aware of all the Welfare Activities in Bunge India Pvt Ltd??

a)Yes b)No

3) Are you satisfied with the wages and incentives provided by Bunge India Pvt Ltd.?

a)Yes b) No

4) Are you satisfied with the provision of toilets at your workplace?

a)Yes b)No

5) Are you satisfied the Drinking Water facility in Bunge India Pvt Ltd?

a)Yes b) No

6) Are you satisfied with the compensation provided by Bunge India Pvt Ltd?

a)Yes b)No

7) Are you satisfied with the medical benefits provided by Bunge India Pvt Ltd?

a)Yes b)No

8) Are you satisfied retirement benefits provided by Bunge India Pvt Ltd?

a)Yes b)No

9) Are you satisfied with the recreation facilities provided by the company?

a)Yes b)No

10)Are you satisfied with the transport facility provided to you by the Bunge India Pvt

Ltd?

a)yes b)No

11)Is there any kind of grievance handling procedure provided to you by the Bunge India

Pvt Ltd?

a)yes b)No

12)Are you satisfied with the grievance handling procedure provided to you by the

company?

a)yes c)No

industrial relation bunge

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