project (2)format of the project

7/22/2019 Project (2)format of the project

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1. INTRODUCTION TO THE STUDY

HUMAN RESOURCE DEVELOPMENT:

Human resource development (HRD) deals with creating conditions that enable

people to get best out of themselves and their lives. Development is a never-ending process. As

people develop themselves in new directions, new problems and issues arise, requiring them to

develop new competencies to meet the changing requirements, aspirations and problems.

At the organization level, the goal of HRD is normally to have competent and

motivated people (employees) to ensure higher level of productivity, profitability and growth of

the organization. Organizations normally direct their HRD efforts towards the development of

competencies, culture and commitment among employees individually or in groups.

Organizations use many mechanisms to achieve HRD goals, as without competent and

committed employees, organizations can achieve very little even if they have excellent

technological and other resource bases.

The most important and common objective of human resource development at all

levels is competence- (capacity) building for a healthy and happy living.

The world has progressed in many unique ways and directions in the last three

decades. It has developed technologically, economically and industrially. It is also richer in terms

of human capabilities, facilities and quality of living.

HRD - CONCEPT:

People make things happen. If people have to make things happen, they need a set of

circumstance to make them happen. However, it is the people who create circumstances that

can help them and others in making things happen. HRD is the process of enabling people to

make things happen.


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HRDSTRATEGY:

Management of Human Resources is necessary in every walk of life, industry,

government, public administration and scientific research institutes.

The activities of any management can be broadly classified under,

a) Planning

b) Organization

c) Staffing

d) Directing

e) Controlling

HRD FUNCTIONS:

a) Acquisition

b) Development

c) Motivation

d) Maintenance of the Human Resource

QUALITY OF WORK LIFE:

INTRODUCTION:

Historically, work has occupied an important place in the life of human beings. How

people have thought and felt about the working experience has also been an age old concern for

both workers and managers. The term quality of work life (QWL) was probably coined

originally at the first international conference on QWL at Arden House in 1972 (Davis & Cherns,

1975). Mills (1978) probably coined the term quality of work life and suggested that it had

moved permanently into the vocabulary of unions and management, even if a lot of the people

using it were not exactly sure what territory it covered. During the twentieth century, our social

science conceptualizations regarding work have been labeled scientific management, human


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relations, socio-technical systems theory, and now possibly holistic learning organizations.

Cherns (1978) argued that:

QWL owes its origins to the marriage of the structural, systems perspective of

organizational behavior with the interpersonal, human relations, and supervisory-style

perspective.

FACTORS AFFECTING QUALITY OF WORK LIFE:

Work is an integral part of our everyday life, as it is our livelihood or career or er or

business. On an average we spend around twelve hours daily in the work place, that is one third f our

of entire life; it does influence the overall quality of our life. It should yield job satisfaction, give peace

peace of mind, a fulfillment of having done a task, as it is expected, without any flaw and having spent

spent the time fruitfully, constructively and purposefully. Even if it is a small step towards our

lifetime goal, at the end of the day it gives satisfaction and eagerness to look forward to the nextt day

day.

14 key factors affect the quality of work life. These factors are:

1. Fair and reasonable pay compared to others doing similar work.2. Concern over losing ones job in the next months and years.3. Sexual harassment or discrimination at the workplace.4. Interesting and satisfying work.5. Trust in senior management.6. People at the workplace wish to get on together.7. Recognition of efforts by intermediate manager/supervisor8. Career prospects9. Amount of control over the way in which work is done.10.Health and safety standards at work.11.Balance between the time spent at work and the time spent with family and friends.12.Intermediate manager/supervisors treatment of staff.13.Amount of work to be done.14.Level of stress experienced at work.


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A happy and healthy employee will give better productivity, make good decisions and

positively contribute to the organizational goal. An assured good quality of work life will not only

attract young and new talent but also retain the existing experienced talent.

Quality of work life: (QWL)

Definitions:

Indeed, it is difficult to best conceptualize the quality of work life elements. Walton

proposed eight major conceptual categories relating to QWL as (1) adequate and fair compensation,

(2) safe and healthy working conditions, (3) immediate opportunity to use and develop human

capacities, (4) opportunity for continued growth and security, (5) social integration in the work

organization, (6) constitutionalism in the work organization, (7) work and total life space and (8)

social relevance of work life. Several published works have addressed the constructs that make up the

QWL domain and key elements of QWL programs. Others such as Pelsma et al. and Hart found thatpsychological distress and morale contributed equally to teachers QWL. They determined that in the

work climate of an occupation, QWL can be assessed by combining the amount and the degree o

stress and the degree of satisfaction experienced by the individual within his/her occupational role.

Winter et al .viewed QWL for academicians as an attitudinal response to the prevailing work

environment and posited five work environment domains that include role stress, job characteristics,

supervisory, structural and sectoral characteristics to directly and indirectly shape academicians

experiences, attitudes and behavior.

Quality of work life is defined as a process by which all members of the organization

through appropriate and open channels of communication, have some say in decisions that affect their

obs in particular and the work environment in general, resulting in greater job involvement and

satisfaction and reduced levels of stress.


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Quality of work life has recently emerged as an important area of the concern. QWL refers to the

relationship between a worker and his environment adding the human dimension to the technical and

economic dimensions within which work is normally viewed and designed.Lawler (1982) defines QWL in terms of job characteristics and work conditions. He highlights that the

core dimension of the entire QWL in the organization is to improve employees well being and

productivity.

Later definition by Beukema (1987) describes QWL as the degree to which employees are able to

shape their jobs actively, in accordance with their options, interests and needs. It is the degree o

power an organization gives to its employees to design their work.

Vein Heskett, Sasser and Schlesinger (1997) define QWL as the feelings that employees have towards

their jobs, colleagues and organizations that ignite a chain leading to the organizations growth and

profitability.

Lau, Wong, Chan and Law (2001) define QWL as the favorable working environment that supports

and promotes satisfaction by providing employees with rewards, job security and career growth

opportunities.

This review on the definitions of QWL indicates that QWL is a multi-dimensional construct, made up

of a number of interrelated factors that need carefulconsideration to conceptualize and measure. It is

associated with job satisfaction, job involvement, motivation, productivity, health, safety and well-

being, job security, competence development and balance between work and non work life.


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1.2 OBJECTIVES OF THE STUDY:

To develop a conceptual framework for quality of work life. To assess the physical environment of the workers.

To assess the job involvement of the workers.

To assess the wages and salary administration of the organization.

To study the health and safety standards provided by the organization to the workers.

To analyze the social security given to the workers.

To assess the welfare measures given to the workers.


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1.1 NEED FOR THE STUDY:The review of literature shows that there are some studies on Quality of work life, but no

sufficient study was conducted at Alagendira exports, Tirupur on relating to Quality of work life. The

researcher was motivated to fill the gap in research on quality of work life in this organization. The

researcher studied Quality of work life here because of her own interest in doing the research in

different area.

In the current scenario Quality of work life seeks to create commitment to the organization

and society at large so as to ensure higher productivity and job involvement of the employees. Quality

of work life is a process of work organization, which enables its members at all levels to participate

actively and efficiently in shaping the organizations environment, methods and outcomes. It is a value

based process, which is aimed towards meeting the twin goals of enhanced effectiveness of the

organization and improved Quality of life at work for the employees.

Quality of work life is the degree to which members of a work organization are able to satisfy

their personal needs through their experience in the organization. Its focus is on the problem o

creating a human work environment where employees work corporately and contribute to the

organization objectives. The major indicators of QWL are involvement, job satisfaction and

productivity.

Quality of work life pays an important role in influencing job involvement of workers

productivity. Hence this study is important. QWL programs emphasis cooperative relationships among

the employees, unions and management. Thus QWL can significantly change the way in which

employee relations are concluded in an organizationconflict being replaced with cooperation.


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Favorable industrial setting and working conditions contributes to work efficiency by

increasing job involvement and job commitment in the current scenario of globalization. Everyone

expects quality in all fields of work. India in order to meet the global market quality plays a significant

role, which can be achieved only when there is good quality of work life for the workers. Thus thepresent study focuses to know the level of Quality of work life and job involvement of the workers at

Alagendira exports, Tirupur.


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1.4 LIMITATIONS OF THE STUDY:

The study is limited to only the paint industry and specifically to Asian paints ltd(pentadivision), Cuddalore and cannot be extended to any other industry.

All the limitations applicable to the questionnaire method are applicable to this survey too. The study confines its scope only to the outcomes relating to the level of quality of work life. Time and cost are limiting factors for the study.


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2. REVIEW OF LITERATURE

Review of literature is essential for every researcher to carry on the investigation

successfully. Review of literature will expose the researcher to previous research conducted,

their area of study etc, which in turn would help to decide upon the area not studied and that

which has to be concentrated on.

A literature review is a body of text that aims to review the critical points of current

knowledge on a particular topic. Literature reviews are secondary sources and as such, do not

report any new or original experimental work. They are common and very important in the

sciences and social sciences.

A good literature review is characterized by a logical flow of ideas; current and

relevant references with consistent, appropriate referencing style, proper use of terminology; and

an unbiased and comprehensive view of the previous research on the topic.

According to Cooper (1988) a literature review uses as its database reports of

primary or original scholarship and does not report new primary scholarship itself. The primary

reports used in the literature may be verbal, but in the vast majority of cases reports are written

documents. The types of scholarship may be empirical, theoretical, critical / analytical or

methodological in nature. Second a literature review seeks to describe, summarize, evaluate,

clarify and / or integrate the content of primary reports.

Mr. V. Raja Narayanan (2001) in his study concluded that working environment in

the organization is satisfactory, and the organization should concentrate on the employees


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welfare and free trips can be arranged once in a three months or six months to increase the job

involvement of the employees.

Mr. Jinto P.C. (2003) in his study concluded that the study gives ample opportunity to

interact with the employees of the company. Employees timely response to the questionnaire

helped immediately to prepare a full fledged report.

Ms. T. Jayshree (2000) has given the following conclusions in her study - the

organization can improve the quality of work life by giving training to improve their job skills

and senior staffs should pay more attention to the grievances of the junior staffs.

Mr. Ravi Rathna Kumar (2005) interviewed 100 respondents and concluded that the

working environment should be more adoptable and the organization should satisfy the general

needs of the employees.

Ms. Mary Veronica (2004) has given the conclusion that the organization should

suggest for a club by which the management can organize a family get together once in three

months which will definitely help to improve the morality of the organization and promote good

coordination and inculcate team spirit, which in turn will help to achieve the organizational goals

and in turn achieve prosperity for the organization.

Chapter references:

1. Mr. V. Raja Narayanan, A Study on quality of work life with reference to human resource

management at NIIT Limited, Coimbatore, Anna University, 2001.

2. Mr. Jinto P.C. A Study on quality on work life in Rubco industry, Kanore, Karpagam

college of engineering, Anna University, 2003.

3. Ms. T. Jayshree, A study on quality of worklife among the employees of Sri Garments (P)

ltd 2000.


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4. Mr. Ravi Rathna Kumar A study on quality of work life among the employees of Santha

spinning & weaving mills (p) ltd. - Saraswathi Thiyagaraja college of arts and science,

Bharathiyar university, 2005.

5. Ms. Mary Veronica A Study on quality of working life amongst employees in life insurance

corporation of India, Coimbatore, Indira Gandhi National Open University, 2004.


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INDUSTRY PROFILE

PAINT INDUSTRY

The paint industry worldwide is classified into 2 segments viz. decorative and industrial

segment in India. The decorative Segment is dominated by the unorganized sector which now

accounts for 70% of the total paint production as against 75% three to four ago. The unorganized

sector has an advantage over the organized sector since it is fully exempted from the 20% excise

duty and other government levies. In the organized sector Asian is the market share of 31%

followed by Goodlass Nerolac with a share of 16%.

Paint Industry is characterized by low capacity utilization as most of the companies get the

work done on job work basis. This is because of the longer processing time required in the paint

industry when paint is manufactured in smaller batches the production falls. Most of the plant

operates at 50% capacity with the exception of Berger paints which manages a capacity

utilization of around 70%. The main reason for this is that it has strong presence in the premium

enamel and emulsion segment and does not switch between decorative and industrial paint like

the other manufactures.

There is tremendous potential for the paints manufacturers in India because as against an

average percapita consumption of paints in India is very less. Economic liberalization is

attracting international giants like BASF Germany, Curt lauds UK and Jotun Norway. Jotun, has

announced plans to set up a powder coating plant, while International Paints UK, intends to set

up a marine paints plants. Since decorative paints are a consumer product Sales are price elastic

any change in the government policy on the excise duty has a direct bearing on the sales. Over

the last 4 years, the government has reduced the excise duty from a peak of 40% to current 20%.

The entire benefit of the duty reduction has been passed to the consumer which has not only

enabled this segment to come out of the recession but also enabled the organised sector to

increase its market share at the expanse of organised sector. The share of organised sector has

increased from 20% To 25% as a result of reduction in excise duty. Distribution channel plays an

important role in the industry. Awareness and perception of specific brand is more important


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than the corporate brand equity. Asian Paints, the market leader has around 16,000 dealers in its

network which are spread across the country. Goodlass nerolac comes second with around 9,000

dealers.

The paint industry is a raw material - intensive one with over 300 input going into the

manufacturing process. Half of these are petro based. The raw materials for paints may be

classified into 5 segment- pigments, solvents, binders, additives and white cement/urea and

account for roughly 50% of total cost. Hence the industry's profits are sensitive to international

price rises. When the international prices of petrochemical products comes down, the paints

companies benefit and vice versa. With raw material prices and tarrifs expected to come down in

the next few years the organised sector's operating profit and margins should go up substantially.

Most companies are hit by the fact that they do not make the raw material themselves. PANwhich is manufactured from Ortyhoxylene and which goes into the production of paints with

titanium dioxide, is only manufactured by Asian paints. The other paint majors import their

stock. Since PAN prices generally outpace international orthoxylene prices by almost 50% paint

Companies end up paying huge price when the price rise.

MAJOR RAW MATERIALS USED IN THE PAINT INDUSTRY PRODUCTION

Pigments: account for nearly one third of the total cost of paint production. Pigments are finely

ground solids of different shades which are used to give colour, consistency, durability and other

properties to the paint. Titanium di oxide (TiO2) is a vital pigment is available in two grades:

anatase and rutile. Of which the former is used in interiors while the latter is preferred for

exteriors.

Solvents: are volatile organic compounds (VOC) used to dissolve, suspend or change the

physical properties of other materials. They are generally used to bring down the viscosity of

paints to the desired level which also reduces the cost of paint formulation. Solvents constitute

70% to 75% of the paint liquid and ultimately escape into the atmosphere when the fluid dries.

Solvents such as ethylene glycol and alcohols are finding wider use as co-solvents in new water

borne formulations.


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Binders: are generally oils, resins and plasticisers that give painting its protective property. Most

resin manufacturers make alkyds, polyesters, emulsion polymers, epoxy resins, amino resins etc.

Additives: are added in small proportions to the paint to improve its performance characteristics

in various ways. Skinning inhibitors, fungicides, wetting agents, driers etc are included in this

category.

This is a working capital intensive industry. Due to wide range of shades and varying

pack sizes, the finished products tend to have a large inventory. Production of paints require 300

different (mostly petroleum based) raw material costs normally constitutes about 65% of the

sales. The paint industry derives most of its revenue in the second half of the financial as this

half coincide with the festival season in India. Also sales of automobiles in India is more in the

second half in comparison to the first half.

RURAL MARKET A NEW SEGMENT FOR THE INDUSTRY

Rural market has emerged as the new segment for the players in the decorative market

and most of the players have identified this segment as a thrust area and are launching new

economy brands to cater to the need of this segment.

Goodlass Nerolac has launched its synthetic distemper "Goody Synthetic" paint to add to

its range of wall finishes. The product has been packaged in a "festive look" polythene bag

containing one kg of synthetic distemper. The product is available across the country and has a

surface drying time of 30 minutes. Company officials claim that a one kg bag has a coverage of

160 square feet per coat. The new product falls in category-III paints and has an emulsion base

which acts as a binder. The company perceives Goody Synthetic Distemper as a mass-base

product. Hence it is being supported by below-the-line-promotion based on retailer margins and

driven by price.


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COMPANY PROFILE

1.1 ASIAN PAINTS LIMITEDIn 1945, the company was incorporated as a private limited company under the name of

Asian oil and Paints. It was converted into a public limited company in 1973. The companies

manufacture a wide range of surface coatings catering to different end-users. It also

manufactures vinyl pyridine latex used in the manufacture of rubber tyers. The company

expanded its products range, developed its own technology, set up a distribution network

penetrating in smaller towns and ploughed back a large part of earnings into creation of new

facilities.

In 1974, a major modernization programme was undertaken to streamline the paints

production facilities by improving the layout of machines, addition to balancing equipment and

replacement of old machinery.. The Bhandup plant of the company is reportedly the largest

single paint factory in the country and one of the most up-to-date with sophisticated machinery

and equipment for manufacturing a wide range of paints and to meet its entire requirements.

In 1985, the company undertook to set up a third paint unit at patancheru, a notified

backward area near Hyderabad, for the manufacture of 15,000 mt of paints and enamels. A letter

of intent was obtained for setting up a fourth paint plant in Uttar Pradesh with a capacity of

23,000 tonnes per annum of synthetic resins (for captive consumption). The company entered

into a collaboration agreement with Nippon paints co. Ltd., Japan, to obtain technical knowledge

about the manufacturing facilities for the powder coating and coil coating with a capacity of 300

mt were installed and commissioned at kasna plant during 1992-93

In 1987, the company commissioned a plant for the manufacture of synthetic rubbers

lattices with a capacity of 1,200 tonnes per annum. The company jointly with Tamil Nadu


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industrial development corporation (TIDCO) promoted a joint sector company under the name

pentasia chemicals ltd. (PCL), for the manufacture of 3,000 TPA of pentaerythritol and 1,800

TPA of sodium formate.

In 1990, Asian paints (south pacific) ltd., in Fiji and Asian paints (Tonga) ltd., are two

joint venture set up aboard with the company supplying the necessary know how. The company

also set up two more joint ventures under the names and styles of Asian paints (Nepal) private

limited., and Asian paints (S.I) ltd., both of which are subsidiaries of the company. The company

had set up a joint venture unit Asian paints (Vanuatu) ltd., for the manufacture of paints and

enamels in the pacific island of Vanuatu. The Vanuatu Company had issued 54,000 ordinary

shares of US each to the company as fully paid-up shares against the plant and machinery

supplied.

In 1991, pentasia chemicals limited., became a subsidiary of the company. Pentasia

investment limited, is a subsidiary of the company. In 1994, the company proposed to expand its

existing capacities for the manufacture of paints and enamels to 50,000 tonnes per annum at each

of its plants in ankleshwar, patancheru and kasna.

In 1996, the company proposed to set up a fifth point manufacturing plant at ratnagiri,

Maharashtra. During 21stFebruary, a fire broke and in the paint manufacturing block of Mumbai

plant extensive damage to the materials stored in the block. A joint venture company viz. Asian

PPG industries private Limited. was set up along with PPG industries, inc. Of USA to market

and / or manufacture automotive paints and certain industrial products as may be decided upon

mutually between the partners.

In 1998, the new initiative to install 350 colour worlds received encouraging response

and made significant contribution to performance. Three new products, NC range of wood


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finishes, ACE exterior emulsion and Asian wall putty were launched. Asian paints, Indias No.1

paint company recently, launched their latest offering Asian paints colour world. Credit rating

information services of India ltd (crisil) has assigned a AAA rating to the proposed non -

convertible debenture (NCD) obligation of Asian paints pentasia chemicals and pentasia

investments have been merged with the parent company following the approval of the board of

industrial & financial reconstruction (BIFR). Asian paints limited, the largest paint company in

India, launched its first exclusive showroom in Mumbai. Asian paints ltd has acquired a 76

percent equity stake in Sri Lankabased Delmege Forsyth & co (paints) ltd.

In 2000, Asian paints have launched two variants in polyurethane (PU) wood finish under

the brand name opal. An Asian paint has acquired the entire paints business of pacific paints

company based in Australia for over Rs. 1 crore. An Asian paint has lifted the lockout at its

factory in Uttar Pradesh. In 2001, Asian paints have introduced Utsav Enamel for the festive

season.

In 2002, approves voluntary delisting of shares from the following stock exchanges.

The Ludhiana stock exchange Association ltd. The Calcutta stock exchange Association ltd. The stock exchange, Ahmadabad. Madras stock exchange ltd. Delhi stock exchange Association ltd. Hyderabad stock exchange Association ltd. Vodorara stock exchange Association ltd.

In 2004, 10th

Asian paints star screen weekly awards aura of mystery. Asian paints

launches paints solutions for kids .

Today :

Asian paints becomes the 10thlargest decorative paint company in the world Asian paints is more than twice the size of its nearest competitor


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It is one of the most admired companies in India Present in 22 countries with manufacturing locations, over 2500 SKUs, integrated

SAPERP & i2SCM solution

Rated best employer by BT-Hewitt survey, 2000 Bluest of the blue chips by Hindubusiness line; most admired company to work for by ET-BT survey, 2000

On the recommendations of because, Allen and Hamilton, Asian paints restructured itself

into growth, decorative and international business units and adopted SCM and ERP

technology

Asian paints aims to become the 5 thlargest decorative paint company in the world

MISSION

To be the largest decorative paint company worldwide and the fifth largest paint

manufacturing company.

VISION

Asian paints aims to become one of the top five Decorative coatings companies world-

wide by leveraging its expertise in the higher growth emerging markets. Simultaneously, the

company intends to build long term value in the industrial coatings business through alliances

with established global partners.

BOARD OF DIRECTORS

Mr. Ashwin Choksi Chairman Mr. Ashwin Dani Vice Chairman Mr .P.M. Murty Managing Director & CEO Mr. Mahindra Choksi Director


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Mr. Amar Vakil Director Mr. Tarjani Vakil Director Mr. Dipankar Basu Director Mr. Mahindra Shah Director Mr. Deepak Satwalekar Director Dr. S. Sivaram Director Mr. S.R. Anaporai Director

ABOUT PENTA DIVISION

Penta division is situated at the SIPCOT industrial complex, Cuddalore. Here a chemical

by name Pentareythritol is manufactured in four different grades. During the process of

manufacturing Pentaerythritol another chemical by name Sodium Formate is obtained as by

product. 70% of the Penaterythritol manufactured in this division is captively consumed in the

Paint plants situated in four different states.

Pentasia Chemical Ltd., earlier a subsidiary of Asian Paints (I) Ltd was promoted in the

year 1984 as a joint sector company of TIDCO and Asian Paints (I) Limited. The company was

set up with an investment of Rs. 22 Crores and it manufactures Pentaerythritol and Sodium

Formate. The process technology at the plant, the first of its kind in India, is based on the

technology of Hercules Inc; the second largest manufacturer of penterythritol in the USA. The

trial runs in the plant were commenced in the year 1987.

PHILOSOPHY

Institution building is the cornerstone of the companys business philosophy. The

company believes in finding innovative solutions to problems and this is reflected in open

mindedness, willingness to initiate new ideas and a willingness to take the risks.

ORGANIZATION STRUCTURE


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General Works Manager heads this division and is assisted by Production, Maintenance,

Quality Assurance, Utilities, Environmental Management, Personnel and Administration

departments. Each department is headed either by a Manager or by an Executive. Departmental

heads are assisted by Executives / Engineers. Apart from them, process operators, Mechanical

fitters, Electrical & Instrument Technicians, Chemists and Boiler attendants work in the shop

floor.

NATURE OF THE PLANT

The plant runs continuously for all 24 hours a day and 365 day a year except for the dayswhen shut down is taken for routine maintenance. People work in 3 shifts in shop floor and are

supervised by an Assistant Engineer. This is a process plant comprises of almost all unit

operations. Consistency in quality plays a vital role in meeting the customer requirement in this

field.

SPECIAL AWARDS AND CERTIFICATES

The division had been awarded ISO: 14001 Certificate for its Environmental

management system in the year 1999 and re-certified in the year 2008. In order to improve the

upkeep of the plant and eliminate wastage of material 5 S Japanese concept is implemented in

shop floor. Further the division has been awarded with OHSAS 18001 (Occupational Health and

Safety Administration System)

PRODUCT

The company manufactures the following:


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Technical Grade Pentaerythritol used in the manufacture of Alkyd Resins which are usedin the paint industry, printing industry, etc.,

Mono Pentaerythritol (Nitration Grade) is used in the paint and explosives industries. Pentaerythritol tetranitrate is used in the manufacture of Detonator and Detonator fuses. Di Pentaerythritol is used as synthetic lubricants and plasticisers and the same is also

exported.

Sodium Formate is a by product and is used in the production by leather tanningindustries and in the manufacture of hydrosuphite.

FACILITIES CREATED

1. Penta Plant

2. Fromaldehyde Plant

3. Boiler / Coal Storage Yard

4. Oil Fired Boiler 1 x 8 TPH

5. Coal + Leco Fines + LigniteMixed Fuel Firing

6. Water Treatment Plant 40 M3 / hour of treated water.

7. Cooling Tower1660 M3 / hour (circulation rate)

8. Laboratory Quality Assurance Analysis of Raw Materials, In process and finished

goods.

9. Effluent Treatment Plant

10. HTTransformer yardHT Breaker

LT SubstationDG Sets

Instrument air Compressors and Instrument air drier


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Power Sanctioned - 3047 KVA

Transformer - 2 x 1500 KVA

DG Sets 2 x 365 KVA

- 1 x 500 KVAOur Maximum Demand Registered 1100 KVA

11. Methanol Storage tank yard 4 x 200 M3 Capacity each

12. Formaldehyde Storage tank yard 2 x 200 M3

3 x 50 M3

13. Caustic Soda lye 1 x 200 M3

14. Acetaldehyde tank yard 2 x 75 M3

15. Furnace Oil Storage Tank.

16. Diesel Storage Tank.

17. A very weigh bridge 20 Tonnes capacity.

18. Hydrocholoric acid tank 1 x 20 M3

Caustic Soda lye tank 1 x 20 M3 dedicated to Water Treatment

19. Engineering Stores & Workshop.

20. Canteen & Administration office and rest room.


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INDUSTRIAL RELATIONS

The company has three Unions namely Pentasia Pattali Thozhilalar Sangam, Pentasia

Anna Thozhilalar Sangam and Pentasia Employees Union.

CANTEEN

The Canteen is manage by an independent Contractor and is subsidized whereby every

employee has to pay Rs. 3.00 per meal. The Canteen coupons and free tea coupons are available

at Time Office


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ANALYSIS AND INTERPRETATION

TABLE1.1

TABLE SHOWING THE AGE CLASSIFICATION OF THE

RESPONDENTS

S.NO AGE GROUP NO. OF RESPONTENDS PERCENTAGE

1 18-25 14 14%

2. 26-40 34 34%

3. 41-50 43 43%

4. 51-58 09 09%

TOTAL 100 100%

INTERPRETATION:

It can be inferred from the above table that 14% of respondents are in the age group of18-25 years, 34% of respondents are in the age group of 26-40 years, 43% are in the age group of

41-50 years and 09% of the respondents are in the age group of 51-58 years.


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CHART2.1

CHART SHOWING THE AGE CLASSIFICATION OF THE

RESPONDENTS


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TABLE1.2

TABLE SHOWING THE GENDER CLASSIFICATION OF THE

RESPONDENTS

S.NO GENDER NO. OF RESPONDENTS PERCENTAGE

1. MALE 96 96%

2. FEMALE 04 04%

TOTAL 100 100%

INTERPRETATION:

It can be inferred from the above table that 96% of the respondents are male and 04% are

female.


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CHART2.2

CHART SHOWING THE GENDER CLASSIFICATION OF THE

RESPONDENTS


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TABLE1.3

TABLE SHOWING THE EDUCATIONAL QUALIFICATIONS OF THE

RESPONDENTS

S.NO EDUCATIONAL

QUALIFICATIONS

NO. OF RESPONDENTS PERCENTAGE

1. SSLC 17 17%

2. HSC 56 56%

3. UG 24 24%4. PG 03 03%

TOTAL 100 100%

INTERPRETATION:

It can be inferred from the above table that 17% of the respondents are SSLC, 56%

have HSC qualifications, 24% are Under Graduates, and 3% are Post Graduates.


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CHART2.3

CHART SHOWING THE EDUCATIONAL QUALIFICATIONS OF THE

RESPONDENTS


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TABLE1.4

TABLE SHOWING THE EXPERIENCE OF THE RESPONDENTS IN THE

PRESENT ORGANISATION

S.NO EXPERIENCE IN YEARS NO. OF PESPONDENTS PERCENTAGE

1. 0-3 23 23%

2. 4-6 15 15%

3. 7-10 15 15%

4. Above 10 47 47%TOTAL 100 100%

INTERPRETATION:

It can be inferred from the above table that 23% of the respondents have an experience

of between 03 years, 15% have between 4 6 years of experience, 15% have 7 10 years of

experience and 47% have above 10 years of experience in the present organization.


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CHART2.4

CHART SHOWING THE EXPERIENCE OF THE RESPONDENTS IN THE

PRESENT ORGANISATION


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TABLE1.5

TABLE SHOWING THE MARITAL STATUS OF THE

RESPONDENTS

S.NO MARITAL STATUS NO. OF RESPONDENTS PERCENTAGE

1. Single 22 22%

2. Married 78 78%

TOTAL 100 100%

INTERPRETATION:

It can be inferred from the above table that 22% of respondents are single and 78% of the

respondents are married.


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CHART2.5

CHART SHOWING THE MARITAL STATUS OF THE RESPONDENTS


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TABLE1.6

TABLE SHOWING THE MONTHLY INCOME OF THE RESPONDENTS

S.NO MONTHLY INCOME IN

RUPEES

NO. OF RESPONDENTS PERCENTAGE

1. 10,000-150,00 16 16%

2. 16,000-20,000 60 60%

3. 21,000-25,000 13 13%

4. Above 25,000 11 11%

TOTAL 100 100%

INTERPRETATION:

It can be inferred from the above table that 16% of the respondents are earning 10,000-

15,000 per month, 60% are earning 16,000-20,000 per month, 13% are earning 21,000-25,000

per month and 11% of the respondents are earning above Rs.25, 000 per month.


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CHART2.6

CHART SHOWING THE MONTHLY INCOME OF THE RESPONDENTS


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project (2)format of the project

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