Project Report HR Policies

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CHAPTER I

INTERDUCTION

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INTRODUCTION

SUGAR INDUSTRUY IN INDIA

India industry has been undergoing a metamorphosis in the last
one decade, thanks to liberalization, globalization and privatization. It
has been facing much lower regulatory interference and hurdles and
enjoying a far greater autonomy in areas such as capacity and business
about the location of their production units, pricing and product mix,
funding and so on. On the one hand, Indian industry has been blessed
with a host of new areas of business, internationalization, divestment,
consolidation, mergers and acquisitions, accessing funds, technology and
other resources, forming strategic alliance and joint ventures, etc; on the
other hand, it has been subjected to intense pressure of competition from
domestic and foreign competitors and demanding and sophisticated
customers. The juggernaut of economic reforms has brought about an
irreversible and qualitative change, not only in the business
environment, but also in the managerial mindset, frame of reference and
approaches in India. With the diminishing influence of regulatory.

Authorities, the responsibility now lies with strategic managers, to
scan the environment, identify the opportunities and resources, and
understand the demand of customers, are alert to potential threat of
competition, and formulate and implement the right mix of strategies
expeditiously. There are clear indications those proactive companies
duvh sd Reliance, Ranbazy, Dr.Reddys Laboratory, Bharti, Hero Honda
and BPCL, which moved swiftly and acted strategically, have made early
gains and are poised to reap huge benefits in the future. Increasingly
Indian mangers are realizing the importance of world-renowned strategy
gurus such as Tom peter, C.K. Prahalad and Michel porter to address
Indian managers provided the ample testimony that strategy and
strategic management are going to occupy the center stage of corporate
mindset in the coming years.
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The mind-boggling array of strategy pronouncement by companies,
as reported in business press, also signify the growing importance of the
concept. However, we observe that a woeful lack of clarity prevails among
the executives and the commentators alike about the concept of strategy,
its domain and applicability.

The concept of strategy has emerged as one of the broadest and
most complex concepts in management. It is also perhaps the most used
and abused word in the business lexicon. It is now fashionable to use
any business term with a prefix of strategic and a suffix of strategy. To
understand strategy in need to be aware of the basic tenets of strategic
management, a relatively young field of management. Strategy is the core
concept of strategic management deals with the issues, concepts,
theories, approach and action choices related to an organizations
interaction with the external environment through formulation of goals
and strategies, i.e., the means to achieve goals and implementation of the
same by acquiring, deploying, leveraging and stretching different
resources and capabilities.

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NEED FOR THE STUDY
Hr policies define an organizations social responsibility and
attitude towards its people. It also reveals the values about how the
people should be treated. These policies from the basis of principles
which managers use in handling hr issues. They also provide a reference
point for evolving hr practices and making people- related decisions in
consistent ways. This gives rise to equity in people management. Thus hr
policies relate to area like probation policy, data card policy, medical
expenses reimbursement, annual health checkup, family retention,
transfer and relocation, marriage gift, team picnic, child education
assistance, education reimbursement programme, festival bonus, car
lease, personal loan, leave policy, time and attendance management,
talent review, job rotation, learning and development, communication
and co-ordination, grievance management.

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OBJECTIVES OF THE STUDY

Objectives are predetermined goals to which individual or group
activity in an organization is directed. Objectives of personal
management are influenced by organizational objectives and individual
and social goals. Organizations are not just satisfied with this goal.
Further the goal of most of the organizations is growth and/or profits.

Institutions procure and manage various resources including
human to attain the specified objectives. Thus, human resources are
managed to divert and utilize their resources towards and for the
accomplishment of organizational objectives.

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METHODOLOGY

METHODS OF DATA COLLECTION:

PRIMARY DATA
SECONDARY DATA

The report study is related to the all hr policies. The hr policies are
necessary to the secondary data has been the main base of the
report.

The secondary data consists of various forms regarding the policies
adopted in PARRYS INDUSTRIES, SANKILI.

After observing various policies that were adopted in the company
they were discussed with my company and faculty guides. The
discussion helped in interpreting and drawing the conclusions
exactly.

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LIMITATIONS OF THE STUDY

As human resource policy deals with overall development of
employee in certain conditions. The procedure as it was too long because
of which employee gets frustrated and feels boredom. The findings of the
present project work cannot be generalized as they are based purely
limiting to one unit of this singular organization without giving any
comparisons to the practices in similar industry.
Being a company spread all over India, for all practical reasons and
limitations, we may not be able to travel to all sugar industries. Thus,
this project work limits to the parrys sugar industries limited only. This
project work is more of workmen oriented.
Hence, it cannot be constructed to denote and/or to standardize as
a model for this project work. The project work is confined to parrys
sugar industries limited Sankili with specific reference to training and
development programs. In view of time the project work will be for a
shorter period. Information regarding the outcome of training and
development program will be evaluated on general terms but not on
scientific terms.

Sample size collected is not very large.

Subjectivity on this part in interpretation and analysis.

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CHAPTER II

INDUSTRY PROFILE

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WORLD SUGAR PRODUCTION

Country wise sugar production:
Rank country production (100 MT)
1. Brazil 39,400.00
2. India 25,700.00
3. EU-27 14,800.00
4. China 12,670.00
5. United States 7,607.00
6. Thailand 6,870.00
7. Mexico 5,450.00
8. Australia 4,800.00
9. Pakistan 3,270.00
10. Russian Federation 2,850.00
11. Guatemala 2,474.00
12. Turkey 2,400.00
13. Argentina 2,290.00
14. Colombia 2,200.00
15. South Africa 2,140.00

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SUGAR INDUSTRIES IN INDIA

Sugar industry in India is well developed with a consumer base of
more than billions of people. It is also the second largest producer of
sugar in the world.

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INDIAN SUGAR INDUSTRY- ANALYSIS

Indian sugar industry has entered the strongest up cycle (lowest
stock to use ratio) in the history of 50 years after witnessing supply glut
in previous tow sugar seasons in a row (SS 2006-08). In SS2006-07,
sugar production reached all-time high of 28.3 mn tones, registering a
growth of 46.6% on year by year basis and it declined marginally by 7.1%
to 26.3 mn tones in SS2007-08. Sugar production reached an all-time
low of 14.7 mn tones during SS2008-09 due to sharp fall in the
sugarcane acreage. However, sugar consumption continued to grow at a
steady pace.

In SS2008-09, on account of a steep fall in sugar production and
fall in the stock to use ratio, the average wholesale prices incteassed by
almost 50% on year by year basis. This had a positive impact on the
margins of sugar companies in quarterly for the year 2009.
The production of sugar is spread across the county. Maharashtra,
Uttar Pradesh, Karnataka, Tamil Nadu, Gujarat and Andhra Pradesh are
the major sugar producing states in the country. In SS2007-08, the State
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of Maharashtra produced the highest sugar at 9.1 mn tones followed by
UP with 7.3 mn tones. These two states together account for almost 62%
of the total sugar produced in India.
Sugarcane is the primary raw material for the sugar industry. It
accounts for almost 75%-80% the total operating cost of the sugar
industry. UP is the largest sugar-producing state in the country and
accounted for about 37% of the total sugarcane output in SS 2007-08
followed by Maharashtra with 24%. Even though, UP is the largest
sugarcane-producing state in the country it is the second-largest
producer in India as drawl and recovery rates in UP are one of the lowest
in India.
We except sugar deficit situation in India to continue in SS2009-10
and SS2010-11. We believe that India will bridge the gap between
demand and supply through imports. We except that sugar prices will
continue to rise till SS2009-10 on account of tight demand and supply
situation in country.
Indian sugar Industry concept & Terminologies in India:
It is classified under essential commodities which makes it
vulnerable to regulatory policies by the regime the quantum of sugar
produced by a mil is determined by the factors like daily crushing
capacity, duration of crushing season and percentage of sugar recovery.
[Tones Crushed Per Day (TCD), 180 days and 10-12%]. The Sugar
Year (SY) is from October to September At present, sugar mills are
required to provide 10 percent of their total production as levy sugar ( Rs
13/- kg) for the Public Distribution System (PDS) Sugar is a cyclic
industry which follows a three year cycle. SMP is the Govt. determined
price at which sugar manufacturers purchase cane from farmers
whereas SAP is the price at which sugar manufacturers sell sugar in the
free market.

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Indian Sugar Industry An Overview:
India is the second largest producer of sugar cane after Brazil. On
the domestic front, the Indian sugar industry has a turnover of Rs. 700
billion per annum (US $ 14.6 billion). There are 553 installed sugar mills
in the country with a production capacity of 180 lakh MT of sugar.
These mills are located in 18 states of the country, with
Maharashtra contributing over one-third of it. About 60% of these mills
are in the co-operative sector, 35% of the total are in the private sector
and rest in the public sector. Until the mid 50s, the sugar industry was
almost wholly confined to the states of Uttar Pradesh and Bihar. After
late fifties or early sixties the industry dispersed into Southern India,
Western India and other parts of Northern India.
Almost 75% of the sugar available in the open market is consumed
by bulk consumers like bakeries, candy makers, sweet makers and soft
drink manufacturers.
The crushing season in the country stats from October and reaches
its peak in January before finally ending in March or April of the next
year. Mr. Samir S Somaiya is the current President of Indian Sugar Mills
Association (ISMA) and Managing Director of Godavari Sugar Mills Ltd.

Raw Material:
In India, sugarcane is the key raw material, planted once a year
during January to March. It being an agricultural crop is subject to the
unpredictable vagaries of nature, yielding either a bumper crop or a
massive shortfall in its cultivation from year to year.
The sugarcane growing areas may be broadly classified into two
agro-climate regions: Tropical Maharashtra, AP, Tamil Nadu
Subtropical UP, Bihar, Punjab, Haryana, Gujarat, Karnataka,
Maharashtra and UP are the main cane producing states. Sugar cane
prices comprise more than 70% of the total costs of Sugar Production.

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Demand Supply:
Mismatch 30% of the total consumption is used Reduction in
cultivation area by about directly by households, while 70% is used 17%
during SY 2008-09, would result in indirectly. Reduction in production of
sugarcane to Sugar consumption is expected to grow approx, 280.5 MT.
at the rate of 4-4.5% because of Farmers are shifting to alternate crops
Steady growth in population by 1.3-1.4% p.a. like wheat, jowar, sweet
corn, bajra, etc.
Growth of per capita income by 6.5-7.5% p.a. which are more
profitable. Sugar Prices over last 5 years the lack of intervention from
government is having potential to push sugar prices to new high in
Indian markets. The market will remain well above Rs.2000/qtl during
the sugar year 2009-10.

Government Policies and Interventions Statutory Minimum Price
(SMP) and State Administrated Price (SAP):
As sugar falls under essential commodities, it is being regulated by
the state government in coordination with the Center.
For the season 2009-10, the regime is under tremendous pressure
for declaring SMP as this crop has fallen from surplus to deficit category.
Subsidies The Govt. has given transportation subsidy to sugar
exporters in order to release excess stocks piled up at millers end, but
this has ended last September.
Huge Capex During 2004-05 (Mulayam Singh) government had
flooded sops for inviting investments in UP which have seen
overwhelming response. The state was able to garner around Rs 30,000
crores in form of various investments. The sugar millers have also
undergone huge debt lead expansion based on the investment slabs
dictated by regime. It is these debts only which the millers are still
tacking. Levy sugar The govt. is planning to increase levy quota (for
BPL under PDS) from current 10% to 20-25% due to concern of
increasing sugar price.
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Integrated Sugar Manufacturing Model:
100 kgs of Sugarcane gives approx.10 kgs of sugar, 5-6 kgs of
Molasses, 33 kgs of Bagasse and around 4 kgs of press mud. 100 kgs of
Molasses gives approx. 22-25 liters of Alcohol. 100 kgs of Bagasse can
generate approx. 35 units of power.

Indian Sugar Industry Five Forces Analysis
a. New entrants:- Medium Incentives given by the Govt. been
withdrawn and new sugar units are required to comply with levy
quota regulations from 1
st
year of operations.
b. Competitors
c. High Bargaining power of Buyers
d. Bargaining power of Suppliers:-
High with around 500 units engaged in production of Govt.
influences distribution, As Govt. announces the purchase sugar,
Industry is highly purchase price of levy sugar price (SMP), it
protects the fragmented and the free sale quota releases interest of
the sugar cane farmers for sugar.
e. Threat of Substitutes:-
Low Alternate sweeteners to sugar are gur and khandsari,
whose use is declining.
Indian Sugar Industry SWOT Analysis
STRENGTH & WEAKNESSES
Higher End Product Prices:-
Sugar is the main product of Fall in derivatives. The fall in prices of
derivatives like sugar mills, which is most likely to fetch record prices
this ethanol, baggase, waste or manure etc. will also have year. The mills
that are able to secure cane supply will be the adverse impact on almost
all the companies, biggest beneficiaries.
In recent past the mills have Currency Risk, most of the companies
which have exposure undergone capacity expansion, which will increase
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their in form of overseas loans, imports etc. will be vulnerable to
processing capacity leading to higher productivity. The forex losses in
advent of rupee depreciation.
Favorable policy:-
Like any other industry, sugar companies too have liquidity crunch
which can be meet through Sugar Development Fund of the Government
of India under special case schemes.

OPPORTUNITITES & THREATS
Seasonality:- Sugar follows 3-5 years cycle.
Low Cane Availability:-
Limited or non-availability of cane function or prices. We have
already witnessed the bearish will eventually lead to early closure of
mills. Phase following excess supply.
Lower Unfavorable Policy:-
The call for change in policy will now production and higher
consumption, which calls for higher be via inflation route only, since for
securing supplies remuneration to the farmers for attracting higher
government has already relaxed norms for imports, which acreage under
sugarcane. Are acceptable at zero duty.
Crude Oil Revival:-
The revival in crude oil prices will throw.
Higher debt:-
The fund was raising capabilities of most of the industry into
limelight again. The derivative products of existing companies in this
sector are under serious threat cane would be in demand and supply
constraints are amid ongoing tight liquidity. Clearly visible to push prices
higher.

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Alternate Crops:-
Alternate crops to sugarcane are more profitable.

SUGAR INDUSTRY CYCLE

Like any other agricultural product, cane production follows a
cycle. This impacts the sugar industry which has a typical of 3-5 year
cycle. Higher sugarcane production results in a fall in sugar prices and
non-payment of dues to framers. This compels the farmers to switch to
other crops causing a shortage, which in turn results in increase in
sugarcane prices and extraordinary profit. Taking into account the
higher prices of cane, the farmers switch back to sugarcane, which
completes the cycle.

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SUGAR PRODUCTIN IN STATES
The following table shows level of sugar production (In Lakh
Tonnes) in Indian states.
State

2007-08 2008-09 2009-10 2010-11 2011-12
Uttar Pradesh

73.20 41.53 51.67 57.58 69.58
Maharashtra

90.75 46.00 70.36 90.65 89.96
Karnataka

28.39 16.75 25.12 36.44 37.57
Tamil Nadu

21.41 15.95 12.69 18.42 17.94
Andhra Pradesh

13.35 5.92 5.10 10.05 11.30
Gujarat

13.66 10.22 11.91 11.91 10.02

The sugar production in the states largely depends upon monsoon.
From 1998-05 good monsoon resulted a larger production of sugar in the
country.
UP
26%
Bihar
2%
Mahrastra
36%
Gujara
5%
A.P
4%
Kar
14%
TN
7%
Others
6%
Sugar production
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Cane Area, Yield, Sugar Production and Sugar Recovery Percent

It can be noted from the above table that through the recovery
percentage has remained stable during the last 5 years, the yield of
sugarcane during the same period has reduced from 70 T/ha in the year
1999-00 to 59.1 T/ha in the year 2003-04. The low yield of sugarcane is
a matter of great concern to the industry. Cane development activity with
specific target is necessary to achieve improvements both in yield and
quality of sugarcane.

MAJOR REASONS FOR LOW PRODUCTIVITY
Recently there has been a major educing in area under sugarcane
cultivation and is yield mainly due to drought in almost the whole of
tropical and sub-tropical regions. The effect of drought, delayed of cane
price and low sugar prices in the recent past have led to fall in sugarcane
production and closure of some sugar mills.
The incidence of woolly aphid as a new PEST on sugarcane to light
in August 2002 in Belgium district and moved swiftly to Bhadra canal
areas and Cauvery basin in southern Karnataka. The incidence and
alarming rate of spread and severity has created panic among the cane

Year
Area
000 ha.
Yield
Kg/ha.
Production of
Sugar cane
(000 ton)

Recovery
%
No. of factories in
Operation
2006-07 5151 69022.2 355520 10.16 501
2007-08 5055 68877.2 348188 10.30 516
2008-09

4415 64553.4 285029 10.05 488
2009-10 4175

70019.2 292302 10.20 490
2010-11 4885

70091.2 342382 10.17 527
2011-12 5087

70310.0 357667 10.17 529
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growers in Cauvery basin who have already suffered substantial losses
due to drought during the previous years.
The Following Interventions on the various issues are required for
the purpose:
1. Sugarcane variety
Various experiments conducted under All India Coordinated
Research Project (AICRP) has shown that the newly developed varieties
are suitable to be grown under specific climatic conditions. Therefore
only the recommended varieties are to be cultivated suitable to the
regions.
Bihar records the lowest sugar recovery % cane as compared to
other major sugar producing States of the country. Against an all India
average recovery of 10.36% in 2002-03, Bihars recovery was only 9%,
some factories have even recorded recovery as low as 7.0-8.23%. This is
against an average recovery of 10.93% which was achieved by the Bihar
factories in 1942-43.
Special attention is therefore required to be given to varietal
composition in regions recording low sugar in cane. It was suggested by
the stake holders that the Sugarcane Research Institute, Pusa which is
the only Research Institute in Bihar should be allocated adequate funds
by the Central and State Government for developing suitable varieties of
sugarcane which are high yielding and have high sugar content. It was
noted that in some regions like Uttar Pradesh a number of low sugared
cane varieties continue to occupy large areas in spite of being rejected by
the State Government. Therefore, there is an urgent need for replacement
of such rejected varieties through extension services.

2. Water Conservation
Out of the total irrigated area in the country, nearly 58% is
irrigated by Tube wells and other wells, 32% by canals, 5% by tanks and
remaining 5% by other sources. For conserving water, all the under well
irrigation in sugarcane needs to be brought under drip irrigation. Drip
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irrigation will facilitate improvements in production and optimize use of
fertilizer and other nutrients.
Lack of sufficient knowledge about the PEST in the ecosystem and
preparation to gear up to situation among the technologies has been a
major concern to suggest effective management practices. The PEST
occurring mostly in tropical Asiatic region, cool and cloudy weather (19-
35 C) in conjunction with high relative humidity (85%) favored faster
infestation of the PEST. Therefore, keeping in view the bio-econlogy of the
PEST some of the agronomic practices to mitigate the spread and ill
effect has to be developed. VSI has extended its services to control the
diseases by developing and providing the natural enemies, viz.
Trichgramma, Chrysopera, Encarsia, Isotima, Dipha etc.

3. Alternate Feed Stocks
Sugarcane has been conventionally used as raw material for
manufacture of sugar in India. The sugarcane yield has remained
stagnant for the past many years and the sugar content also has not
shown any significant increase despite efforts by the industry. The moot
point is whether the sugar industry should remain solely dependent on
one crop, viz. sugarcane or explore the use of various other alternate raw
materials.
Recent studies have shown that it is possible to cultivate sugar
been under tropical conditions and that this can effect economics of the
industry in many ways. Sugar beet can be used as a co-crop to
sugarcane to extend the duration of the crushing and also to enhance
the sugar yields. It can also be used as a standalone crop.
Another crop that can have a good potential in improving the
economics of the sugar industry is Sweet Sorghum. Sweet Sorghum can
be processed alongside sugarcane or sugar beet to produce ethanol.
Therefore a combination of cultivation of sugarcane, sugar beet and
sweet sorghum can facilitate the sugar industry to have a right product
mix and achieve commercial sustainability on a global basis. A
comparison of the features of the three crops clearly indicate that each
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of the three crops have their own merits and demerits and a combination
of these can effectively solve the problems of adequate availability of raw
material for the success of a sugar complex.
The committee recommends that the use of alternate feed stock like
sugar beet and sweet sorghum may be encouraged and projects for seed
development, cultivation and processing of such crops may be provided
loans from SDF.

4. Purchases through Intermediaries
The committee observed that the Uttar Pradesh, the sugarcane is
purchased by the factory through cooperative societies, whereas, the
factories deal directly with the sugarcane growers in all the other major
sugarcane producing States including Maharashtra, Andhra Pradesh,
Tamil Nadu, Karnataka and Punjab. The committee noted that the Lok
Sabha Standing committee on Civil Supplies and Public Distribution
(1995-96) has recommended a direct link between the factories and the
farmers. In U.P. most of the sugar factories have already computerized
the following operation.

Preparation of cane supply calendars.
Issuance of supply tickets to the farmers.
Making can price payment through the banks.
Maintenance of grower-wise records etc.

The above functions were previously being done by the cane
societies. Therefore the Committee observed that the factories in UP
should enter into a direct contract with the growers like in other States
and execute tri-partite agreement with banks and farmers for
procurement of sugarcane to facilitate use of Kisan Credit Cards and
availability of soft loans to farmers.
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5. Taxes on Sugarcane
The stakeholders expressed concern on the impact of the incidence
of various taxes including purchase tax on the profitability of the
industry in the various States. The quantum of taxes on sugarcane
affects the capacity of the sugar mills to pay cane price. It was suggested
that if these taxes could be uniform through the country, level playing
field could be established.
The committee felt that it was not possible to achieve uniformity as
these taxes are in the purview of the respective States.
An alternate suggestion, namely that these taxes might be credited
against VAT, which is to be brought into operation from April 01, 2005
was discussed. It was brought to the notice of the committee that some
States are not agreeable to the crediting of such taxes against VAT and in
any case, matters of this kind are to be finalized by the Empowered
Committee of State Finance Ministers.

6. Infrastructure
The committee after discussions with the representatives of
industry and stake holders of major sugar producing States observed
that infrastructure required for sugarcane cultivation and transportation
is poor in many parts of the country.
Sugar industry in many States need better infrastructure like good
irrigation facilities, availability of power, properly maintained road for
transportation of sugarcane from field to sugar mills etc. The sugarcane
cultivation in many parts of the country suffer from flood and water
logging. The causes for the frequent flooding in Bihar is due to release of
excessive water from Nepal. In states like Maharashtra and Karnataka
sugarcane growers require basic facilities for irrigation, power etc.
Inadequate Infrastructure has adversely affected the yield and quality of
sugarcane.
The Committee therefore felt that the State government
should pay special attention to provide and maintain necessary
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infrastructure like irrigation, power, roads and drainage etc. for
sugarcane cultivation and transportation.

7. Alternate Usages
Vacuum pan sugar factories are bound to produce plantation white
sugar only. Some presentations made before the Committee suggested
that this restriction could be lifted and sugar factories might be left free
to produce other sweeteners like gur and Khandsari, if they wished.
The committee discussed the idea of allowing sugar mills to
manufacture sweeteners other than sugar if required. The Committee
noted that the use of sugarcane for manufacturing products other than
white sugar should be commercially and legally examined.

25

INDIAN GOVERNMETN ON SUGAR INDUSTRY

The following policy initiatives are taken to boost the Sugar Industry:

Government declare the new policy on August 20, 1998 with
regards to licenses for new factories, which shows that there
will be no sugar factory in a radius of 15 Km.

Setting up of Indian Institute of Sugar Technology at Kanpur
is meant for improving efficiency in the industry.

In the year 1982, the sugar development fund was set up with
a view to avail loans for modernization of the industry.

Sugar has historically been classified as an essential commodity
and has been regulated across the value chain. The heavy regulations in
the sector artificially impact the demand-supply forces resulting in
market imbalance.

Sensing this problem, since 1993 the regulations have been
progressively eased. The key regulatory milestones include de-licensing of
the industry in 1998 and the removal of control on storage and
distribution in 2002.

26

SUGAR INDUSTRY IN ANDHRA PRADESH

27

About Andhra Pradesh Sugar Industry:
Andhra Pradesh (AP) abounds in maximum number of private
sector sugar companies in India along with Tamil Nadu and Karnataka.
In the year 1933-34, vacuum process was adopted for sugar
manufacturing in the state. Previously, the state government was
planning to support Cooperative sector as against other sectors.
However, with passing time, a considerable change in the policy was
noticed. Letters of Internet (L.O.I) were given to the deserving
entrepreneurs including 20 LOIs to the private sector companies.
This gradually resulted in major benefits for the state government
as well as for India as a whole. Today, Andhra Pradesh sugar industry
ranks 3
rd
in terms of recovery and 5
th
in terms of cane crushing. As per
production capacity is concerned, Andhra Pradesh stands at the position
5 in India.
The agricultural laborers who do sugarcane harvesting and
cultivation are employed in the sugar industry in Andhra Pradesh.
Today, the unprecedented growth of this industry in the state has led to
the consolidation of village resources and has facilitated communication,
employment and transport system here.

Types of Sugar Industry in Andhra Pradesh
Andhra Pradesh sugar industry can be classified into two parts
such as organized sector including sugar mills and unorganized sector
including manufacturers of gur (jaggery) and khandsari. The unorganized
sector is often referred to as the rural industry. The rural industry plays
major role in the level of population.

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ANDHRA PRADESH TOTAL SUGAR INDUSTRIES

FACTORY NAME

VILLAGE

NEARSET CITY

Empee-Sugar
& chemicals ltd

NAYUDUPET

Ganapati-Sugar
Industries Ltd..

Fasalwadi/
kulbugoor

Sangareddy

Gayatri Sugars Limited

ALDOOR
YELLAREDDY

Kamareddy

PARRY Industries Limited

(PARRYS-SUGAR
INDUSTRIES LTD)

Sankili, Regidi

GSR Sugars Limited

MAAGI

Nizamabad

K.C.P. Sugar & Industries
corporation Ltd

Vuyyuru

K.C.P. Sugar & Industries
corporation Ltd

LAKSHMIPURAM

Kakatiya Cement Sugar &
Industries Ltd

PERUVANCHA

Khammam

KBD Sugars & Distilleries
Ltd

Mudipapanapalli

PUNGANUR
517247

Madhucon sugars Ltd

RAJESWARAPURAM

Navabharat Venture Ltd

SAMARLAKOT

Visakhapatnam

NCS Deccan Sugars Ltd

Latchyyapeta

Nizam Deccan Sugar Ltd

MOMBAJIPALLY

Deccan

Nizam Deccan Sugar Ltd

Muthyampet

Muthyam
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Nizam Deccan Sugars
Ltd

Shakkarnagar

Metpally

Prudentail Sugar
Corporation Ltd

KOPPEDU POST

Sagar Sugar & Allied
Products Ltd

Nelavoy Village

Sarita Sugars Ltd

Prabhagriripatnam

Sree Rayalseema Sugar &
Energy Ltd

Ponnapuram

Nandyal

Sri Sarvaraya Sugars Ltd

CHELLURE

Chelluru

Sri Venkateswara Co-op,
sugar Fct. Ltd

GAJULAMANDYAM

Tirupati

Sri Vijayarama Gajapathi
Co-op, Sugars Ltd

BHIMSINGHI

Vijayarama

Sudalagunta Sugars Ltd
BUCHINAIDU
KANDRIGA

Mayuranagar

The Amadalavalasa Co-op
Sugars Ltd

AMADALAVALASA

Amadalavalasa

The Anakapalli Co-op
Sugars Ltd

Thummapala

Anakapalli

The Andhra Sugars Ltd
Unit- I

TANUKU

Tanuku

The Andhra Sugars Ltd.
Unit- III

BHIMADOLE

Bhemadole

The Andhra Sugars Ltd
Unit- II

TADUVAI

Taduvai

30

The Chittoor Co-Operative
Sugars Ltd

Chittoor

The Chodavaram Co-op
Sugars Ltd

GOVADA

Chodavaram

The Cuddaph Co-op
Sugars Ltd

Doulathapuram

Cuddaph

The Etikoppaka Co-op
Agri & Indi Society Ltd

Etikoppaka

Etikoppaka

The Jeypore Sugar Co. Ltd

CHAGALLU

Chagallu

The Kovur Co-op Sugar
Factory Ltd

POTHIREDDIPURAM

Kovur

The Nannapaneni Venkat
Rao Coop Sugars Ltd

JAMPANI

JAMPANI

The Nizamabad Co-op
Sugar Factory Ltd

SARANGAPUR

Nizamabad

The Thandava Co-op.
Sugars Ltd

PAYAKARAOPETA

Thandava

Trident Sugars Ltd

MADHUNAGAR

Zaheerabad

31

In Andhra Pradesh there are 34 sugar factories of which are under
co operative sector (including the new mills constructed in Tenali,
Gurajala, Kurnool, Hanuman Junction, Kovvur and Nadyala) 8 are under
the public sector and private sector. Presently 39 factories are
participated in sugarcane crushing.

Sugar industry continues to play a dominant role in the economy of
other states as sugarcane is one the important commercial crops. The
installed capacity of the 42 sugar factories in the state is 54000 tones of
cane crushing per day (TCD). During 1986-87 season the sugar factories
in the state crushed 56 lakh tones of sugarcane with an average recovery
of 9.43% about 5028 lakh tones sugar was produced by these factories.

Directorate of Sugar and Commissionerate of Cane Andhra Pradesh
Belonging to Industries and Commerce Department, the Directorate
of Sugar and Commissionerate of Cane has been vested with the power
to guide and deal with the sugar factories in Andhra Pradesh. It is the
responsibility of the department to encourage sugarcane farmers and to
help this developing industry contribute effectively towards Gross State
Domestic Product (GSDP). The department also takes care of the
technological advancement of the industry.

32

CHAPTER III

COMPANY PROFILE

33

PROFILE OF PARRYS INDUSTRIES

INTRODUCTION:
EID Parry (India) Ltd is one of the largest business groups in the
country. The company is engaged in the manufacture and marketing of
a wide-range of products than includes Sugar, Bio-Pesticides and
Nutraceuticals. The company made their presence felt across the globe
by developing and nurturing tie-ups with various organizations such as
Sugarcane Research Institute in Australia, Sugar Processing Research
Institute in Louisiana, Tate and Lyle International in UK and Mitr Phol
Sugar Corporation Ltd in Thailand.
EID Parry (India) Ltd is a pioneer in the manufacture of plantation
white sugar from sugarcane. The British trader, Thomas Parry
established the House of Parry in the year 1788. Parry set up the first
Sugar Factory in 1842 at Nellikuppam in Tamilnadu. In the year 1952,
the company factory at Ranipet launched Parry ware, their gleaming
vitreous sanitary ware collection that makes bathrooms decorative. In
the year 1975, the company was converted into an Indian company.
The company became the member of the Murugappa group in the
year 1981. In November 1992, the company acquired the sugar unit at
Pugalur in Tamilnadu. The electronics divisions of Murugappa
Electronics merged with the company with effect from April 1991. In
December 1995, they acquired the pesticides business of Bharat
Pulverising Mills and in March 1996, the wall tiles project of the
company at Karaikal commenced their production.
During the year 1988-99, the seeds division of the company was
sold as an undertaking to Parry Monsanto Seeds Pvt Ltd, in which
Monsanto India Ltd holds 51% and the company holds 49% of the
equity. The company along with Santhanalakshmi Investments Ltd
95.96% of the paid up capital of Cauvery Sugars and Chemicals Ltd.
In April 1999, the magnetic Media Unit at Mysore has been sold as
a going concern to Meltrack India Pvt Ltd. During the year 1999-2000,
the company acquired Johnson Pedder Ltd with sanitary ware unit at
34

Dewas in Madhya Pradesh. Thus, the company became a wholly owned
subsidiary company. The company increased their capacity at Pugaur
plant to 4000 TCD. In March 2000, they commissioned 2500 TCD green
field plant at Pudukottai.
Coromandel fertilizers Ltd and Santhanalakshmi Investment Pvt
Ltd became the subsidiary of the company with effect from December
14, 2001 and January 31, 2002. Also, Parry America Inc commerced
their operation form January 2002. The farm inputs Division of the
company was de-merged and transferred to Coromandel Fertilizers Ltd
with effect from April 1, 2003.
Also, Parry & Company Ltd and The Mofussil Warehouse & Trading
Company Ltd amalgamated with the company. During the financial year
2003-04, the company acquired 95% stake in East India Sugars Pvt
LTd, Chennai that is engaged in sugar trading. During the year 2005-
06, the company incorporated Parrys Sugar Ltd with an initaial capital
of Rs.1.50 crore.
Parrys Investment Ltd became a wholly owned subsidiary of
company during the year, Santhalakshmi Investments Pvt Ltd was
amalgamated with the company with effect from May 1, 2005 and
subsequently Coromandel Bathware Ltd became a subsidiary. In March
2006, the company transferred their Parryware division on a going
concern basis by way of slump sale to Parryware Glamourooms Pvt Ltd,
a wholly owned subsidiary of the company for Rs. 16.66crore. Also, they
commissioned 18 MW co-generation plant at Pudukottai. The company
transferred 432580 equity share of Rs. 10 each held by the company in
Parry ware Glamourooms Pvt Ltd in favour of Roca Sanitario SA of Spain
for the consideration of about Rs. 118.55 crore. Consequent to this,
PGPL ceased to be a subsidiary of EID with effect from June 1, 2006 and
became a joint venture company.
In December 8, 2006 the company entered into a joint venture
agreement with Cargil Asia Pacific Holding Pvt Ltd, a wholly owned
subsidiary of Cargill International. In March 2007, the company
commissioned 22 MW co-generation power plants at Pugalur. During
the year 2007-08, the company invested Rs. 45.92 crore in the equity of
35

the Joint Venture entity, Silkroad Sugar Private Ltd. In February 2008,
the company acquired 51% stake in Phytoremedies Bio-labs Private Ltd,
a company engaged in the business of Nutraceuticals the said company
became a subsidiary company.
The company approved to sale 47% equity holding in Parryware
Roca Private Ltd to Roca Bathroom Investments SP, an affiliate of Roca
Sanitario SA, Spain for a consideration of Euro 11,11,49,111. In
November 2008, the company acquired 48% stake in a leading US
Nutraceuticals company. The company proposes to set up Green Field
Distilleries at Pudukottai and Sivaganga entailing an overall investment
of about Rs. 165 crores. Also there are in the process of setting up a
Sugar refinery in Food Processing Special Economic Zone of Parry
Infrastructure Company Pvt Ltd at Vakalapudi, Kakinada rural mandal,
Kakinada.

SUGAR DIVISION:
Nellikuppam has been recognized as a Zero-waste plant with a
strict adherence to quality and high productivity. They have been the
recipients of several awards and certifications with the course of time.
Some of the most significant achievements by the company are:
ISO 14001 certification in Pudukottai & Nellikuppam.

The recipients of the Green Tech Award on Safety.

Instrumental in organizing SHE events at the
Murugappa Group level.

EID Parry has 5 plants in the country situated at Nellikuppam in
Cuddalore district, Pugalur in Karur district, Pudukottai in Pudukottai
district, Pettavaithallai in Trichy district and Puducherry. The combined
crushing capacity of all the five plants is 15800 (TCD) Metric Tons of
cane per day.
36

The Pudukottai unit of EID, Parry bears testimony to the
phenomenal instinct, the company has, of honing onto potential
possibilities and turning them into resounding successes. The
Pudukottai site had continuously been rejected as a prospective site for
building a factory. After several futile attempts to lure companies into
building their units, the Government of India approached Parrys
requesting them to start a venture at Pudukottai.
Although there was a lot of speculation and skepticism about the
venture, Parrys took on the project with their usual indomitable will and
enthusiasm determined to achieve at least a modicum of success.
Currently, the Pudukottai factory is one of the largest revenue generators
of the organization clearly accentuating the determination and hard work
invested in it by the employees and management of Parrys.

NEW PLANTS IN ANDHRA PRADESH:
Indian sugar producer EID Parry is renaming GMR Industries Ltd
as Parrys Sugar Industries Ltd after acquiring a majority stake in the
company. Early this year, EID Parry struck a deal to acquire 51% in
GMR Holdings that marked the exit of GMR group from the sugar
business. Rothschild was the sole financial advisor to GMR Group on the
transaction.
Thereafter E.I.D made an open offer and as of end September owns
65% stake. GMR Holdings continues to hold 22% in the loss-making
small-sized sugar firm.
The deal was in fine with GMR groups overall strategy to divest
non-core assets and focus on infrastructure and energy business in the
future.
GMR Industries, with reported a net loss of Rs 30 crore for the
quarter ended September 30, currently operators there fully-integrated
sugar complexes in Andhra Pradesh and Karnataka with a combined
installed crushing capacity of 11,000 TCD (Tonne crushing capacity per
day), 46 MW of co-generation and 95 KLPD (kilo liter per day) of
distillery.
37

Net loss of the company was Rs 30 crore for the July-September
quarter as against a loss of Rs 18.3 crore during the same period of
2009-10, the filing added.
Net sale of the company during the second quarter jumped to Rs
19.89 crore, slightly up from Rs 16.65 crore reported last year for the
same quarter.
Share of the company were traded today at Rs 147 apiece on the
BSE, up 0.38% from the previous close.
The company also holds a license to set up and operate an
integrated sugar complex of 3,500 TCD sugar mill at Raibagh in
Karnataka. It also owns land and license to set up another plant in
Andhra Pradesh.
Sugar is a cyclical industry and is one of the heavily regulated. The
industry that follows a four year business cycle saw prices peaking out in
January this year and has retracted sharply since then with almost a
third decline in price.

EID PARRY Launches Branded Sugar
18 November 2004 marks yet another milestone in the 216 year old
history of EID Parry. The day marks the first-ever launch of branded
refined sugar by a South Indian company. The day marks the launch of
Parrys pure refined sugar.
Sugar making E.I.D Parrys history dates back to 1842. It was then
that the company pioneered the production of sugar by establishing the
countrys first sugar factory at Nellikuppam. This factory also holds the
distinction of being the first ever integrated sugar complex in India.
Today, like in the past, the company continues to set standards in
the sugar industry. Parrys sugar has been initially launched in Tamil
Nadu in one-kg refill packs and pet bottles. Every grain of Parrys pure
refined sugar is a product of a superior refining process and is processed
hygienically from first grade cane.
38

In addition, Parrys pure refined sugar has a longer shelf life of over
18 months and is absolutely pure and free of all impurities.
Over the last to months since its launch, the brand has received
good response. Not just from consumers but also from the channel
members. Over the next few months the company also plans to expand
its availability across the country. The success of Parrys pure refined
sugar marks just the first step in EID Parrys foray into this business.
The companys ambitious plans for the future include sugar variants
such as, brown sugar, a range of flavored sugar apart from sachets,
cubes, etc.

PARRYS SUGAR INDUSTRY SANKILI DIVISION
PARRYS Industry ISO 9001:2000 accredited Sugar division started
production in 1997. It has a cane crushing capacity of 5000 tones per
day, Co-generation capacity of 16 Megawatt (MW) and a Distillery unit
capacity of 45 Kilo Liters per day (KLPD). More significantly, this plant
has brought rapid economic development to Srikakulam district, a
remote area in Andhra Pradesh. Livelihood generated through it has
helped to improve the economic & social standard of living of the
farmers.
The company uses the most advanced technology to produce two
grades of superior quality sugar, namely M 30 and S 30. It is the first
fully fledged co-generation plant in Andhra Pradesh with an installed
capacity of 16 MW. The molasses produced from sugar is utilized as a
feed stock in the distillery and the Bagasse produced from cane is used
as fuel for the boilers.
The Sugar Plant has adopted several cost-effective and steam-
conservative technologies such as Falling Film Evaporator, Vertical
Continuous Pans and Short Retention Time Clarifier; through these
measures it has been able to reduce the existing steam consumption
from 35%, thereby earning the distinction of being the lowest steam
consuming plant in the sugar industry.

39

Financial Structure:
The original cost of the project was Rs. 75 crores. The project was
appraised by industrial finance corporation of India (IFCI) for evaluating
and the availability.
The project founding was as given below:-
Authorized capital : 75 crores.

Issued and subscribed : 60,46,00,00.

Opening Capital : 59,29,00,000.
1997
Commissioning of the sugar factory installed capacity of 2500
TCD

1997
Launching of the intensive Cane Development Programme
resulting in increased availability of sugarcane from 70,000 Metric
Tonnes to 600,000 Metric Tonnes by 2004.

1999
Additional co-generation plant added to the existing facility.

2001
Full-fledged 16 MW co-generation facilities installed.

2002
Enhanced crushing capacity to 3125 TCD.

2005
Installed distillery plant to produce Ethanol and Rectified Spirit
attained status of full-fledged integrated sugar complex.

2006
Increased total crushing capacity to 5000 TCD, highest by Sugar
industry standards.

Fully automated, the plant uses Bagasse during season and other
biomass products such as jute sticks, cotton stems, cane trash,
groundnut shells etc. as feel in off season.

40

Fact sheet:
Product Electricity.
Date Of Commencement August 2001.
Capacity 16 MW.
Fuel Bagasse, cane trash and other biomass
fuels.
Location Sugar complex, Sankili.
Distillery Modern distillery with zero pollution
discharge and reverse osmosis to
reduce effluent generation by 50%.
An ISO 9001 certified Sugar Factory with latest state of the art
technology including provision for carbon-di-oxide recovery and zero
pollution discharge. Uses advanced technology like Falling Film
Evaporator, Vertical Continuous Pans and Short Retention Time Clarifier
to reduce steam consumption from 35% to 32%.

Fact Sheet
Location Sankili, Srikakulam District, close to
Visakhapatnam Port, Andhra Pradesh
Crushing Capacity 5000 TCD
Number of surrounding villagers
Supported 500
Accreditation 9001:2000 American Quality Assessors

41

BOARD OF DIRECTORS:
The board of directors of the company has an optimum
combination of executives and non executive directors. The board
consists of eight members, of whom 4 directors are independent and 5
directors are non - executive, Mr. K.V.K. Seshavataram is non - executive
chairman.

NAEM OF THE
DIRECTOR

DESIGNATION

CATEGORY

Mr. S. Sndilya

Chairman

Independent & Non-
Executive

Mr. D. Kumaraswamy

Managing Director

Promoter &
Executive

Mr. V. Ravi chandran

Director

Promoter &
Non - Executive

Mr. N. Srinivasan

Director

Promoter &
Non - Executive

Mr.K. Balasubramanyan

Director

Promoter &
Non - Executive

Mr. K. Ramadoss

Director

Promoter &
Non - Executive

BOARD MEETINGS
Normally, the board meetings are held at least once in a quarter to
review and discuss the operating results and other items of the agenda.
In addition, the Board Meetings are held whenever required. The
maximum time gap between any two meetings is not more than three
42

calendar months. Generally, the Board Meetings are held at the
Corporate Office of the company at Hyderabad. During the financial year
the board met 27 times.

PARRYS (GMR) Products and Technological Achievements
The company mainly producing two grades of superior quality
sugar, namely M 30 and S 30 through the adoption of the
latest technology.

Several innovative Energy Conservation Measures have been
adopted to bring down the energy consumption levels. Steam
consumption has been reduced from 32% to 35%, the lowest
steam consumption figure in the Sugar industry.

As a part of Total Quality Management, the Group has
introduced Quality Circle concept for the first time in the
Sugar Industry of Andhra Pradesh through voluntary
participation of the employees.

The plant is the first Sugar industry of Andhra Pradesh to
receive the ISO 9001-2000 certificate.

The Sankili plant is the first fully fledged co-generation plant
in Andhra Pradesh, with an installed capacity of 16 MW.

The plant has 100% DCS controls generating power for both -
in house consumption and export to the grid.

The plant is the first in Andhra Pradesh to undertake full
fledged cane trash procurement and utilization as fuel in the
boilers.

43

The plant also has the most modern distillery of 45 KLPD
capacity with Molecular Sieve Dehydration system to produce
best quality Ethanol and Rectified Spirit.

Managements commitment towards environmental protection
is exhibited through a massive investment of Rs. 6.50 crores
on Effluent Treatment Unit, incorporating Reverse Osmosis
Technology for the first time in Andhra Pradesh.
The plant has also installed an Anaerobic Digester and RCC
bio compost yards to achieve zero discharge of effluents.

The plant has been recognized by the Pollution Control
Authorities as being a model Effluent Treatment Factory. The
pollution Control Board has also rated it is a benchmark
plant for other distilleries to emulate.

Major Awards
Received SISTA Awards for The Best Cane Development Factory
for the year 2002-03.

Received the S.V. Pathasarathy Memorial Award from SISTA for The
Best Performance Sugar Factory for the year 2003-04.

PARRYS (GMR) Sankili Sugar plants, Sr. Manager (Cane) was
awarded the Best Cane Development Officer by the Regional
Agriculture Research Station, Anakapalli for the year 2002.

Best Organization Award for supporting Quality Circles received
Excellent Awards at Regional and National Level Competitions.

First Sugar Factory in Andhra Pradesh to be accredited with ISO
9001:200 in the year 2003.

44

Future Plans
Addition of Extra Neutral Alcohol (E.N.A) facility in the distillery to
produce 45 KLPD ENA.

Additional facility for production of Refined Sugar.

Full Plant Automation.

Milk Chilling Plant for the benefit of the farmers.

Bio-fertilizer Plant.

Implementation of Total Quality Management through various
initiatives in the next few years for achieving Business Excellence. Some
initiatives include International Organization for Standardization (ISO)
14000, Safety, Health, Environment (SHE) and Occupational Health &
Safety Assessment Series (OHSAS), 5 S and KAIZEN.

45

Sugar Extraction Process

s
Sugar- A Sweet Business

46

Raw Sugarcane Process


47

Raw Sugarcane Process


48

CHAPTER IV

HR POLICIES ADPTOED IN
PARRYS SUGAR INDUSTRIES

49

PARRYS SUGAR INDUSTRIES
HUMAN RESOURCE POLICIES
SANKILI SUGAR FACTORY SRIKAKULAM

PARRYS VALUES & BELIEFS:
HUMILITY: We value intellectual modesty and dislike false pride and
arrogance.
ENTREPRENERUSHIP: We seek opportunities they are every where
TEAMWORK AND RELETAIONSHIPS: Going beyond the individual
encourage boundary less behavior.
DELIVER THE PROMISE: We value a deep sense of responsibility and
self discipline, to meet and surpass on commitments made.
LEARNING: Nurturing active curiosity to a question, share, and improve.
SOCIAL RESPOSIBILITY: Anticipating and meeting relevant and
emerging needs of society.
RESPECT FOR INDIVIDUAL: We will treat others with dignity,
sensitivity and honor.

PROBATION POLICY
PURPOSE:
To provide a detailed procedure for conformation after completion
of your Probation period & also to provide joint learning to you as well as
the Organization by sharing ideas, suggestions and observations.
ELIGIBILITY & APPLICABILITY:
Probation is applicable, if you are in the level of M5 S10 & below
(i.e. AGMs & below).
50

REVIEW:
You will be on probation for a period of 6 months. Induction
program will be organized to make you familiar with the Organization
culture. On successful completion of the probation period you will be
confirmed in the services of the organization as per the offer letter given
at the time of Appointment.
Your probation can be extended for a period of 3 months, in case of
unsatisfactory performance and if there is a mismatch between roles and
required skills etc.
Note:
Performance of employees in the job Responsibility Level of GM &
Above will be reviewed at the end of 6 months from the date of joining
and based on the performance review; there will be a formal written re-
affirmation of your appointment.

DATA CARD POLICY
PURPOSE:
To provide wireless internet access to you for official purpose while
travelling on a business trip or on leave, to provide guidelines for the
usage of the data card provided for official purpose.
If you are on regular rolls of the company & in the JRL of M5-S10
& above you are eligible for policy.
POLICY & PROCEDURE
You should submit the form, in a prescribed format, to FMS with
the approval of HOD and inform the BHR. If you are in the JRL of M6-
S11 and below you can avail this facility subject to the approval of
CEO/GCXO through HOD.
51

All the bills will be paid directly by you and reimbursement can be
claimed based on the eligibility.
Upper limits of reimbursement for Data Card expenses for India in
different JRL are given below.

Cost incurred on the replacement of data card in case of
loss/broken will be borne by you and there shall be no
reimbursement for the same.

Head of the department (Not below the level of GM) can improve an
excess amount up to 25% of the eligibility. Any amount exceeding
25% of the eligibility shall require the approval of the respective
CEOs/GCXOs.

If you are travelling on an overseas trip you should apply for
temporary Global data card in a prescribed format with approval of
HOD at least 3 working days prior to the date of journey. FMS
department will be responsible for providing the Global data card
within 2 working days from the receipt of the request.

You should submit the Global data card back to FMS after
returning from overseas trip. Domestic data card cannot be used
abroad; using domestic data card international roaming will not be
reimbursed.

You have to submit the data card to FMS on separation from the
company and take clearance on the NOC provided by HR
department without which full & final settlement process will not
be completed.

Lead time for procuring & issuing new domestic data card is 10
working days. Lead time for issuing new global data card is 2
working days from the date of receipt of request LEARNING &
DEVELOPMENT.

52

INTRODUCTION
GMR Group believes that the employees are the most valuable
resource and will invest significant money, time and attention on
Learning and self-development for all employees to maintain and develop
the high standard of service that employees must deliver.
PURPOSE:
. The purpose of the Learning policy is to:
. Ensure organizational growth through continuous development of its
people.
. Ensure that you have the knowledge & skills to perform in their jobs
effectively now and in the future.
. Enable and encourage you to work to their full potential to support the
organization.
. Encourage each one of you to develop yourselves, to achieve full.
. Potential and to meet the needs of the organization.
. Support you in a time of External and Internal change.

APPLICABILITY:
This policy is applicable to you (including advisors, consultants and
expatriates wherever necessary).
PROCESS OWNER & RASCI:
The process owner for Learning and development policy is Head
CHR Development Group.
THE RANGE OF LEARNING AND DEVELOPMENT OPPORTUNITIES
The range of opportunities is mainly classified into Learning and
Development.

53

Learning:
It is a process that focuses on the acquisition of knowledge,
sharpening of skills, concepts, rules or changing of attitudes and
behaviors to enhance your performance in the current role.
Development:
Focus of development is long term; it is about preparing people for
future roles. It is linked to career path and succession planning.
. Regular Learning Programs In house and External Programs
. Behavioral Learning
. Business (function related) Learning.
. Technical Learning.
. Development Programs.
. Leadership Development Programme (LDP) for M3/M4.
. Management Development Programme (MDP) for GMs.
. Other Categories.
. Business Driven Programs.
. Mandatory Programs like Values and Beliefs, Emotional Intelligence.
. Certification Programs like HR Operational Excellence.
. Technology of Participation, Train the Trainer.
. E - Learning courses through PARRY Virtual University.

PARTICIPATION
In Learning:
. Each one of you has to undergo a minimum of five days of Learning in
year as per the Learning needs identified for you.
54

. Each manday to be covered will include CRTs, E Learning and other
mode of program which would be circulated for the calendar year.
. Engaging in E Learning courses offered by the GMR virtual University
will also be treated as participation in learning programs.
. 3 completed courses will be equivalent to 1 man day of Learning.

PERFORMANCE MANAGEMENT PROCESS (PMP)
PURPOSE:
. Continuously monitor and evaluate your performance as a
feedback mechanism.
. Develop your skills through Training & Development programs
. Reward you at different levels based on your performance.
ELIGIBILITY AND APPLICABILITY:
If you have joined on or before 30
th
September, then you are
eligible for annual PMP.
If you have joined after 30
th
Sept but before 31
st
March, you will be
given annual increment on pro-rata basis considering your performance
as MET EXPECTATIONS.
POLICY & PROCEDURE:
. You will make your goal sheet in line with the AOP through a formal
dialogue with your superior.
. You will be given Training for the goal setting process.
. You shall formalize your goal-sheet duly signed-off by your supervisor
within 45 days from the date of your joining the Organization.
. The performance will be reviewed twice a year, i.e., half yearly &
annual.
55

. Half yearly dialogue is a pre-requisite to become eligible for a rating at
EE or FEE in the annual appraisal.
. You will be provided with opportunity to address your performance gaps
which would be identified during PMP. Your performance will be
assessed on a four level rating as shown below.
Rating Scale
FEE- Far Exceeds Expectations.
EE- Exceeds Expectations.
ME- Meets Expectations.
BE*- Below Expectations.
*Individuals rated BE will be on 6 months Performance Improvement
Plan (PIP).

WORK ENVIRONMENT POLICY
PURPOSE:
To create a healthy and secure work environment for you at all
times in accordance with the technical and social advancement of the
society.
You are covered under this policy (excludes workman at
manufacturing unit).
POLICY & PROCEDURE:
. You will be provided with Workstation, PC, Access Card, ID card,
Stationary, extension, etc. based on your Job Responsibility Level (JRL).
. Facilities are provided to you as per set Time Lines and Availability,
depending on JRL.
. You will be having 24/7 network connectivity.
56

. You can avail first aid and ambulance facility, in case on any medical
problem.
. Lunch room and cafeteria is there for you, where you can have your
lunch and snacks.

COMMUNICATION AND COORDINATION
PURPOSE:
To establish a process for you to effectively communicate and
coordinate across the group.
You are covered under the communication & process under this
policy.
POLICY & PROCEDURE:
. You will be communicated on business matters for your better
understanding of the organization performance related to business,
competition, business strategies and future plans.
. You will get the communication regarding new policies, OD initiatives,
training initiatives, etc.
. You will receive communication about the financial performance of the
company.
. You will be provided with the procedure for grievance resolution.
. Your interpersonal conflicts will be resolved by your HOD, provided you
communicate your problems to him/her.
. You will have different intradepartmental and interdepartmental
meetings.

57

GRIEVANCE MANAGEMENT POLICY
PURPOSE:
The objectives of the grievances process will be to settle:

Your grievances in the shortest possible time.

At the lowest possible management level.

With appellate stages so that it is fair, transparent and
reasonable.
SCOPE AND COVERAGE:
. You are covered under this policy if you are in the JRL of M4 & below
including full time advisors and consultants (applicable to all the
business excluding RAXA & Aviation)
. Vice President (M3) & above can take their grievances directly to their
reporting manager.
. Grievance, for the purpose of this policy will mean dissatisfaction
arising out of the decision of the Management concerning the employee.
. Grievance for the purpose of this procedure will only cover individual
grievance such as:
. Payment of Salary.
. Recovery of dues etc.
. Increment/promotion/Performance management Process (PMP).
. Compensation & Benefits*
. Working conditions/Health & Safety.
. Leave/LTA.
. Medical Insurance / facilities/Insurance Premium.
. Non-extension of benefits under rules.
58

. Transfer.
. FMS related issues (telephone, mobile, transport, food etc).
. HR Policy administration.
. Income Tax deduction at source.
. Loan administration.
. Reimbursements.
. Interpersonal Conflicts/Issues with the Superior or team members.
. Productivity, work load imbalances and engagement.
. Role fit.
. Separation/Retention.
Note:
. Grievance can be raised within 2 weeks from the date of issue of
an increment/promotion letter.
. The grievance arising out of the following will not be come under
the purview of the grievance procedure.
. Terms of appointment settled prior to joining.
. Matters relating to disciplinary enquiry/action.
. Where the grievance does not relate to an individual employee.

MEDICAL EXPENSE REIMBURSMENT
PURPOSE:
To take care of your health and to assist you regularly to meet
unforeseen expenses that may arise due to medical emergency.

59

You are eligible under this policy, if you are not covered under
Employee State Insurance Scheme (Including Probationers).
This policy is also applicable to your family Family members
include spouse, dependent children as well as dependent parents,
unmarried or widowed sisters.
POLICY & PROCEDURE:
Annual entitlement of medical expense reimbursement will be as
per your offer letter.
. If you have joined/resigned during the year, the medical reimbursement
will be paid on pro-rata basis.
. Medical bills submitted by you should be of current fiscal year.
. You can consult any registered medical practitioner.
. This scheme covers all medical expenses include the following:
. Medical insurance premium (domestic & overseas). IT Exemption can be
claimed either under Medical Reimbursement or Med claim Insurance
but cannot be claimed under both.
. Medicines, including tonics.
. Dental treatment.
. Ophthalmic treatment, including spectacles & contact lenses.
. Orthopedic appliances.
. Physiotherapy.
. Diagnostic tests.
. Nutritional supplements for adults & children.
. Doctors consultancy charges.
. Homeopathy treatment charges.
60

. Ayurvedic treatment charges.

ANNUAL HEALTH CHECKUP
PURPOSE:
To ensure preventive health care for you.
. You are eligible for the annual health checkup at PARRYs specified
hospital as per the age given below:
. Below 45 years: Once in two years @ JRL M5 & above.
. Above 45 years: Once in a year.
. Employees spouse above 50 years of age is also covered under annual
health checkup.
. Medical check-up twice in a year for Drivers, Security Guards, Cooks
and Office Boys.
POLICY & PROCEDURE:
You should contact your business HR department for finalizing
date and time who will in turn arrange the same with hospital Bills for
the above will be settled directly by the Company with the hospital.

FAMILY PENSION THROUGH GROUP INSURANCE SCHEME
PURPOSE:
To extend financial aid to your family in case of natural death
through Insurance Coverage.
You are covered under this scheme from the date of your joining
(includes full time Advisors/Consultants, probationers and trainees).
61

This Insurance Coverage is an add-on to the existing Group Personal,
Accident Insurance Coverage. All claims will be settled as per the Life
Insurance Corporation (LIC) regulations.
POLICY & PROCEDURE:
In case of death for any reasons, the nominee will be paid the
monthly pension LIC of India will pay the monthly pension to the
nominee directly.
Note:
1. Nominee will get the pension till her/is life time and the corpus
will be returned back to the nominees nominee.

2. If a Consultant / Advisor who is above 60 years of age expires
during her/is contract with the company, then the nominee can
Claim the total Sum Insured.

TRANSFER AND RELOCATION
PURPOSE:
To provide you guidelines on transfer and relocation.
ELIGIBILITY AND APPLICABILITY
You are covered under this policy.
POLICY & PROCEDURE:
. Transfer policy is applicable to you on relocation to a different location.
Your transfer/relocation will be affected on the mutual agreement
between transferor and transferee companies.
. You will be given one month time to plan for your relocation when the
transfer involves moving from one city/town to another, but may not be
applicable when the re-location is on account of project / business
exigencies.
. You are eligible for 7 working days special leave on relocation.
62

The Relocation benefits are as under:
. Policy
. Eligibility
. Procedure
. Coordinator
. Temporary stay @ new location
Employees on regular rolls Accommodation will be provided in Co.
guest house for 15 days. In case of non availability of guest house,
accommodation in hotel will be provided as per the eligibility under the
domestic travel policy.
Employees on regular rolls Interest free advance up to a max. of 10
months* actual or 10 months. Her/is actual HRA whichever is lower.
In case of employee opting for tented house on lease basis, where
monthly rent is not payable, maximum of One Lakh Rupees can be
availed as House Deposit Advance.
Employees to produce a proof of the management.

MARRIAGE GIFT
OBJECTIVE:
To congratulate and greet you on your marriage and in turn instill
a feeling of belonging to the company.

You are eligible under this policy.

63

POLICY & PROCEDURE:
Gift cheque of Rs. 10000/- (subject to deduction of tax at source) is
given you only if you marrying for the first time.
HR will coordinate with the Accounts Department to arrange for the
gift cheque.

HR representative along with HOD will present the gift cheque to
you preferably on the day of marriage.

In the absence of HOD, HR will present the gift to you.

TEAM PICNIC
OBJECTIVE:
To encourage team spirit among the group and create a sense of
belongingness.
You and your family members (Spouse and Children), including
employees on contractual assignments.
POLICY & PROCEDURE:
The Team Picnic will be permitted once in a financial year & there
will be no carry forward or accumulation on this account. The word
Team for the purpose of this policy is defined as follows:
a) Business Teams Location wise

b) Plant Teams Location wise

c) Functional Teams Sector wise and Corporate office

For the outing to be classified as a Picnic a Quorum of at least
90% of the team members (eligible employees) should be involved.
64

The company will contribute Rs. 2,500 per employee
(including the family members), attending the Picnic and the
total expenses towards the Team Picnic is to be met from this
allocation depending on the number of people in the Team.
Expenditure over and above the limit will be shared by the
team, in any manner decided by them collectively.

The responsibility for all arrangements lies with the Team.
The Team Picnic should be planned in such a way the days
coincide with holidays or weekly offs. Picnic organized with
leave or absence from duty shall not be permitted.

CHILD EDUCATIONAL ASSISTANCE POLICY
PURPOSE:
To provide monetary incentive to you (only JRL A1 and below)
based on the eligibility factor.
If you are on the regular rolls of the company & your take home
salary is below Rs. 10,000/-, (Rupees Ten thousand only) per month i.e,
net of all taxes and statutory deductions excluding any recovery towards
loans and advances. The assistance will be given to any two children only
and the support will be extended up-to X in case of syllabus and up-to
class XII in case of central syllabus.
The educational assistance will be given to the children studying
anywhere in India.
POLICY & PROCEDURE:
The company shall reimburse the expenses incurred towards
School Fee, Hostel Fee, Uniform (Maximum three sets), cost of Text
Books, Note Books, Computer learning conducted by the school, if any
each eligible child. A maximum amount of Rs. 6000/- per annum per
65

child will be reimbursed towards the above-mentioned expenses and the
same is applicable to not more than TWO children per employee.

EDUCATION REIMBURSEMENT PROGRAM
PURPOSE:
To encourage you to acquire educational qualification for your self-
development.
You are eligible for this policy (A4 & above), on completion of one
year regular service in the company.
POLICY & PROCEDURE:
Eligible Course:
. You can pursue Degree/Master degree/PG diploma/PhD
programs conducted by recognized universities.
. You can enroll yourself in Correspondence Course conducted by
Universities, recognized institutes, including AICTE approved institutes
and all India recognized bodies such as NPC, ICA, ICWA, AIMA, NIPM,
ISTD, NITIE, and/or other courses recommended by the business.
Limits of Eligible Expenses:
. On successful completion of the authorized course in first
attempt, you will be reimbursed 90% of enrolment/tuition/examination
fees on production of relevant degree/diploma certificates etc. together
with the fee receipts subject to a maximum of Rs. 50,000 per course.
. Costs of books/regarding material will not be reimbursed except
where it forms a part of the course fee, as in the case of some
correspondence courses.

66

Rules & Restrictions:
. Only one course you can enroll at a time under this scheme.
. After enrolling for a recognized educational course, you should submit
the educational reimbursement declaration from to the Business HR with
the approval of HOD. The Educational Expense Declaration Form can be
obtained from your Business HR.
. In case an employee is transferred at the companys instance and
cannot the course due to the transfer, he will be reimbursed 100% of the
expenses incurred by him prior to the date of transfer, on production of
relevant fee receipts subject to the ceiling limit mentioned above. On
cessation of your relationship with the Company within 2 years of
completion of course, the Company will recover the entire amount
reimbursed to you.
. On successful completion of the course, you need to submit original fee
receipts and copies of marks sheet along with the claim form to your
Business HR.
. You must ensure that the course timings, including any project work,
etc, should not conflict with your working hours/work requirement.
. You will not get any relaxation on leave rules for the purpose of
preparation appearing for the examination.
. Completion of the course under the scheme does not make you eligible
for any increment, promotion, etc, merely on the strength of the
additional qualification.

67

FESTIVAL BONUS / EX-GRATIA
OBJECTIVE:
To provide guidelines to employees on payment of Ex-gratia/Bonus.
All employees on regular rolls of the company.
POLICY & PROCEDURE:
. All employees will be given Ex-gratia / bonus @ 10% of annual
basic salary and will be paid every year in line with the Payment of
Bonus Act i.e. in the month of November.
. An employee who has left the Company voluntarily during the
course of the year will be paid Ex-gratia / bonus on pro-rata. However,
the same will not be paid to an employee who has left the Company
including employees who were asked to leave the Company on issues of
non-performance.

PERSONAL LOAN
PURPOSE:
To assist you to meet unforeseen personal expenditure towards
purchase of household goods, emergency medical expenses, children
education and marriage.
You are eligible for personal loan, but only after completion of one
year of regular service in the organization.
POLICY & PROCEDURE:
. Personal loan is sanctioned to you as per the following.
. Employees in Grade M5 & above: 1 month Gross Salary.
. Employees in Grade M6 & below: 2 months Gross Salary.
68

Interest rates for the above loan are as follows:
. Employees in Grade M5 & above: 8% per annum (on reducing balance)
recoverable in 18 equated monthly installments.
. Employees in Grade M6 & below: 0% (Interest free) recoverable in 12
equated monthly installments.
. You can avail of only one loan, at any time, during the year with the
approval of your HOD.

LEAVE POLICY
PURPOSE:
To provide guidelines to you on leave including Privilege Leave,
Casual Leave, Sick Leave, Maternity Leave, Paternity Leave,
Extraordinary Leave, Leave Without Pay & Compensatory off.
You are covered under this policy (Excludes those covered or
governed by other agreements or settlements).
POLICY & PROCEDURE:
Type of Leave:
. Casual Leave
. Employees on regular rolls. 12 days per year; will lapse at the end of the
year Trainees are only eligible for CL.
. Sick Leave
Employees on regular rolls. 6 days per year; Medical Proof of leave
exceeding 2 days to be submitted by the employees; No limit on
accumulation; Cannot be en-cashed.

69

. Privilege Leave
Employees on regular rolls. 24 days per year; Maximum Accumulation is
up to 90 days. (Probationers are not eligible to avail PL during Probation
Period).
. Maternity Leave
Female Employees on regular rolls. 6 weeks before confinement and 6
weeks after confinement Eligibility subject to a minimum of 80 days of
working in 12 months immediately preceding the date of confinement.
. Paternity Leave
Male Employees on regular rolls. 3days on 2 occasions during the
confinement of spouse.
. Extraordinary Leave
Regular Employees Up to 180 days of leave with pay in the entire service,
if there is no other leave in credit, applicable only in case of
extraordinary circumstances like accident while coming to office, Critical
illness, operations etc, which takes time for recovery.
. Leave without pay
. Regular Employees
. A maximum of 90 days leave without pay in a year, in case all types of
leave is exhausted.
. Compensatory Off (C- Off) Employees in JRL A1toA4 Eligible for C-Off, if
you work on weekly off national holiday.
. C-Off shall have to be availed within 2 months following the month in
which it accrued. Else it will lapse.
Note:
Un-availed PL leave will be reimbursed on Basic Salary only at the
time of separation.

70

TIME & ATTENDANCE MANAGEMENT POLICY
PURPOSE:
Set guidelines for time and attendance recording in the Group.
APPLICABILITY:
If you are on the regular rolls of the company/subsidiaries/joint
ventures, etc., then you are covered under this policy. The policy will be
implemented progressively at each location depending on installation of
time attendance system.
PROCESS OWNER (S)
CHR/BHR/HOD/IT dept
POLICY & PROCEDURE
. BHR will issue Access card to you (regular employee only) at the
time of their joining.
. In case you lose your Access Card you should intimate BHR & get
a duplicate Access card.
. Grace Period:
Up to 15 minutes after the designated starting time is considered
as grace period. The marking of attendance beyond grace period is
permissible only 4 times in a month and on the fifth instance, half day
casual leave will be debited from your leave account. If there is no causal
leave in your credit, half day of any other type of leave to the credit will
be debited. In case there is no leave available at credit, then your half
day salary will be debited from the monthly salary.
. Recording of Out Station duties:
You are expected to register out station duty like tours, training
etc, either in advance or immediately after resuming the work through
Employee Self Service (ESS) in the PARRYS Portal.

71

. Regularization of absence:
If you have not recorded the attendance in the system, it will be
shown as absent. It is your responsibility to regularize the absence with
your HOD.
. Operating/working away from designated place of work:
Head of the Department may permit you (from JRL of M4 and
above) to work from home/away from the designated place of work,
depending upon the circumstances. Such employees can regularize their
attendance through ESS facility in PARRYS portal.
. Working beyond designated time/hours:
In the event of working beyond two hours of the designated closing
working time or when called for duty two hours in advance of the
designated working time, Sub staff/Supporting staff, up to the Job
Responsibility Level (JRL) A1, may be reimbursed the following with the
approval of the immediate supervisor/manager.
. Expenditure incurred by three wheeler to reach office, from the normal
place of residence.
. Expenditure incurred by three wheeler to reach home, from the work
place.
. The reasonable expenditure incurred on refreshments/snacks.
. Facilities for women employees working beyond the normal working
hours:
Women employees, working beyond 2 hrs of closing time, will be
provided with conveyance, with security escort, to the declared place of
residence subject to the approval of immediate supervisor/manager.
This Policy is subject to additions/modifications from time to time
depending on the Business Requirement.

72

TALENT REVIEW POLICY
PURPOSE:
. Deliverables of Talent Review.
. The outcome of Talent Review will enable the Group to understand the
. Talent requirement in terms of:
. What it has Develop and Retain
. What it does not have Acquire and/or Develop
. What it does not need Coach/Performance Improvement/ Weed out
Eligibility:
Levels of Talent Review:
The TR will be carried out at the following levels once in a year:
Group Level (GHB)
Business Level (BSC)
M 1 & M 3
M 4 & M 5(GMs)
*To summarize the recommendations and present to GHB for
information;
**To summarize the recommendations and present to GHB/BSC.
POLICY & PROCEDURE:
. Constitution of Talent Review Management Teams: At the Group
and Business level will comprise of following members:
. Group Level
. Business Level
. GHB Members
73

. Head Talent Management-CHR
. Head LDP
. Concerned Business Chairman
. CEO/GCXO
. Head of the Department
. CHR-Talent Management
. BHR
The TR Management Team will discuss the available and emerging
talent in the context of retaining them and developing them. The need to
hire specialized talent will also be discussed.

JOB ROTATION
PURPOSE:
To enable complementary building for you (identified employees) as
part of professional development program through an experiential
process. Job Rotation as a Policy is Management initiated process for
building organizational capability.
You are eligible under this policy (JRL M7-S14 & above, excluding
Advisors/Consultants).
POLICY & PROCEDURE
PROGRAM CLASSIFICATION:
Job Rotation may occur within business/function and across
business/functions for you (identified employees) in the Talent Review
discussion. It may also be specifically used to reboot and energize
motivation levels of selected individuals.
74

Job Rotation must also follow a principle that at senior levels
(M3/M1) individuals must rotate at least through one geography, one
business and one function to be eligible for BCM/CCM/GCXO/CEO
roles.
PROGRAM STRUCTURE:
. Job rotations can vary depending on Individual and business
needs.
. Job rotation will normally occur every 3-5 years as per business
& individual development plans expecting that at least 30% of employees
at GM and above level will have gone through 3 job rotations in their
career of about 10 years span.
. All the job rotation requests from business such as cross
functional and cross business needs will be deliberated and announced
twice a year. If you are selected for job rotation you will be eligible to
apply for a regular position through IJP, provided they quality; else they
will be reintegrated in their business/function.
NB: The policy will be progressively be implemented based on the
Business requirement.

75

CHAPTER V

ANALYSIS
&
INTERPRETATION

STRESS AT WORK PLACE DATA ANALYSIS
PARRYS SUGAR FACRTORY SANKILI SRIKAKULAM

76

1Q. I am overwhelmed with work in my present role

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
1 Completely disagree 0 0
2 Disagree 4 10
3 Partially agree 24 60
4 Agree 12 30
5 Completely agree 0 0

DATA INTERPRETATION:
From the above diagram we can find that 60% of the employees are
partially agreed that they are over-whelmed with the work in their
present role and 30% of the employees are agreed that they are over
whelmed and only 10% of the employees disagreed with this.
Any the above analysis basis we can say that most of them are
over-whelmed with their work.

0
10
20
30
40
50
60
70
Completely
disagree
Disagree Patially
agree
Agree Completely
agree
ROLE OVER LOAD
NO.OF RESPONDANCE PERCENTAGE Column1
77

2Q. I like and enjoy my role

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 0 0
4 Agree 32 80

From the above diagram we can find that 80% of people are agreed
that they like and enjoy the present role and 20% of the employees are
partially agreed that they like and enjoy the present role.
By the above analysis basis we can say that most of them are
enjoying their work in this company.

0 0
8
32
0 0 0
20
80
0
Completely
disagree
Disagree Patially agree Agree Completely
agree
MY ROLE
NO.OF RESPONDANCE PERCENTAGE
78

3Q. I have been gaining technical/work competence while working
in my Role

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 4 10
4 Agree 24 60

From the above diagram we can find that 60% of the employees
agreed that they are learning competency and technical knowledge with
the work in their present role and 20% of the employees are partially
agreed and only 10% of the employees disagreed with this.
gaining competency and technical skills with their role.

0
20
40
60
80
Completely
disagree
Disagree Patially
agree
Agree Completely
agree
Axis Title
COMPETANCY
79

4Q. Too many people expect too much from me

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 12 30
4 Agree 12 30

partially agreed that they have too much expectation from others with
the work in their present role and 30% of the employees are agreed and
only 30% of the employees disagreed with this.
By the above analysis basis we can say that most of them agreed
that others expect too much from them.

0
5
10
15
20
25
30
35
40
45
EXPECTATION
NO.OF RESPONDANCE
PERCENTAGE
80

5Q. Myself image matches the image of the organizational role

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 0 0
4 Agree 32 80

From the above diagram we can find that 80% of the employees
are agreed that their image matches with the organizational role and 10%
of the employees are partially agreed and only 10% of the employees
disagreed with this.
that their image matches the image of my organizational role.

4
0
4
32
0
10
0
10
80
0
Completely
disagree
agree
SATISFACTION
81

6Q. In many departments, not enough attention is paid to preparing
persons for their roles

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 8 20
4 Agree 8 20

partially agreed that their department, not enough attention is paid to
preparing persons for their roles and 20% of the employees are agreed
and 20% of the employees disagreed and 20% are completely disagreed
with this.
By the above basis we can say that most of them partially agreed
that their department, not enough attention is paid to preparing persons
for roles and also an equal controversy for this with disagree.
0
10
20
30
40
50
Completely
disagree
agree
DEPARTMENTAL ROLE
82

7Q. I have such a wide range of things to do that I find it difficult to
cope up with them

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 16 40
4 Agree 4 10

disagreed that they find difficulty to cope with their work and 30% of the
employees are partially agreed and 20% of the employees are completely
disagreed and 10% are agreed with this.
By the above analysis basis we can say that most of them disagreed
that they find difficulty to cope up with the work. So the employees are
comfortable with work in this company.
8
16
12
4
0
20
40
30
10
0
Completely
disagree
agree
ROLE DIFFICULTY
83

8Q. I would like to change over to another role if I had the
opportunity to do so

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 8 20
4 Agree 24 60

agreed that they want opportunity to change their role and 20% of the
employees are disagreed and 10% of the employees disagreed and
another 10% completely disagree with this.
that they need opportunity for changing their role.

0 10 20 30 40 50 60 70
Completely disagree
Disagree
Patially agree
Agree
Completely agree
OPPORTUNITY
84

9Q.I feel I have only been repeating myself in what I do

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 12 30
4 Agree 12 30

partially agreed that they have only been repeating themselves in what
they do and 30% disagreed and 30% of the employees are agreed.
agreed that they have only been repeating themselves in what they do.

0
10
20
30
40
50
Completely
disagree
agree
BOREDOM
85

10Q. I am required to take the final responsibility of too many tasks

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 4 10
4 Agree 12 30

partially agreed that they are required to take the final responsibility of
too many tasks and 30% of the employees are agreed and 10% are
disagree and 10% completely disagree.
required to take the final responsibility of too many tasks.

0
10
20
30
40
50
60
Completely
disagree
agree
RESPONSABILITY
86

11Q. The role I have in the organization suits me

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 4 10
4 Agree 32 80

From the above diagram we can find that 80% of employees are
agreed that organizational role suits them and 10% of the employees are
partially agreed and 10% are disagree.
that organizational role suits them.

0
10
20
30
40
50
60
Completely
disagree
agree
SUITABILITY
87

12Q. In my department / organization I regret that not much is
done in giving the needed time and training to people prior to their
promotion

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 16 40
4 Agree 12 30

From the above diagram we can find that40% of employees are
disagreed that not much is done in giving the needed time and training
to people prior to their promotion and 30% of the employees are agreed
and 20% are partially agree and 10% completely agree.
By the above analysis basis we can say that most of the employees
are agreed that not much is done in giving the needed time and training
to people prior to their promotion.
0
10
20
30
40
50
Completely
disagree
agree
PROPER TRAINING
88

13Q. I am asked to do several tasks when some new work comes to
our section / department

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 4 10
4 Agree 32 80

agreed that they need to do several tasks when some new work comes to
their section/department and 10% of the employees are completely
agreed and 10% are disagree.
that they need to do several tasks when some new work comes to their
section/department.
0
10
20
30
40
50
Completely
disagree
agree
HEAVY WORK
89

14Q. I have not experienced any career planning system in my
department

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 24 60
4 Agree 0 0

disagree that they have not experienced any career planning system in
my department and 20% of the employees are completely agreed and
10% are partially agree and 10% completely disagree.
By the above analysis basis we can say that most of the employees
are disagreed that have not experienced any career planning system in
my department that means they are satisfied.
0
10
20
30
40
50
60
70
Completely
disagree
agree
CARRER PLANNING SYSTEM
90

15Q. I have so much work to do that I cannot keep up the high
quality that I would like to maintain

S.NO

RESPONSE

NO.OF RESPONDANCE

PERCENTAGE
2 Disagree 16 40
4 Agree 8 20

disagreed that they cannot keep up the high quality that they would like
to maintain and 30% of the employees are partially agreed and 20% of
the employees are agreed and 10% are completely disagreed with this.
By the above analysis basis we can say that most of them disagreed
that they cannot keep up the quality that they would like to maintain.

0
10
20
30
40
50
Completely
disagree
agree
QUALITY OF WORK
MAINTAINANCE
91

CHAPTER VI

SUMMARY
AND
SUGGRESTIONS

92

FINDINGS
Successfully certified with ISO 9001, 14001, 18001, NABCB certificates
after completing the audits.
Conducted fire drill.
Closed 5 major unsafe conditions.
Issuing & ensuring work permit for break down workers.
Arranging platforms and coupling guards for rotating parts.
Effective & optimum utilization of resources.
Efficient waste management & utilization.
Promote and sustain the culture of good work.
Inculcate a sense a pride and ownership in work area practices.
Creating awareness at levels and building commitment to 5S.
Adopting & sustain 5S in day-to-day.
Continuously delivering on our premises thereby establishing credibility,
reliability, capability in the organization.
Awareness programs conducted to the team members for all four teams.
Root cause analysis is done.
Corrective & preventive action.
There is Rest Room facility in the organization.
Sufficient Manpower in the organization.
Management is more of quality oriented rather than people oriented.
Majority of respondents have given positive response regarding the HR
Policies.
Majority of respondents of the employees have said that they are
providing HR Policies.
93

SUGGESTIONS
Studying the error and effect analysis by the team members.
There is a proposal for Meditation hall in Parrys sugar Ltd it has to be
initiated as soon as possible.
Some considerable number of employees has no clear cut awareness of
the stress management system. Hence suitable steps may be initiated by
the management by giving Stress management training.
By the basis of the data and interpretation many of the employees are
not able to manage their personal time so, it will be helpful for the
employees to give time management training for better management.
Already, Parrys Sugar Industries Ltd has earned high reputation in
public for its employee oriented management activities so keep that good
will.
Create system for a place for everything and anything in its place.
Action plan done for project trail implementation.
Introducing more knowledge sharing programs and Behavioral training
programs at area specific zones will help the workmen to know more
about the company and the working process and other details and will
also bring some attitudinal changes which might bring in a change in the
work culture.
It may be suggested that the controlling officers should interact with
their subordinates and identify their specific needs.
It is necessary to satisfy the basic & common needs of the employees.

94

BIBLIOGRAPHY

Robbins, Stephen, & Shanghi.S
Organization Behaviour Pearson Education 2009

Uday Pareek,
Human Resource Development And Interventions

Stephan Iundin, Harry Paul & John Chirstensen
Management Of Human Resources

WEB SITES:
www.google.com
www.gmrgroup.com
www.hrmguide.com
www.indinansugarmillsassociation.com
www.indian sugar statics.com
www.parrysugar.in
www.indiansugar.com

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