Welfare Final Project

A STUDY ON EMPLOYEE WELFARE MEASURES
With special reference to
BRANDIX APPAREL INDIA , VISAKHAPATNAM
SUBMITTED BY
JAYANTHI LAKSHMI SAMYUKTHA

(Regd. No: 17551E0033)
In partial fulfilment of the reward of degree of
MASTER OF BUSINESS ADMINISTRATION

Under the Esteem Guidance of
DR.P.R.K.RAJU
Professor
GODAVARI INSTITUTE OF ENGINEERING & TECHNOLOGY
DEPARTMENT OF MANAGEMENT STUDIES

(An autonomous institution, permanently affiliated to JNTUK, KAKINADA)
RAJAHMAHENDRAVAM
(2017-2019)
“A STUDY ON EMPLOYEE WELFARE MEASURES”

With reference to
Visakhapatnam
Project report submitted to GIET (A) in the PARTIAL FULFILLMENT requirement for the
award for the degree of
Masters of Business Administration
(2017-19)
Submitted by
J L SAMYUKTHA
Reg No 17551E0033
Under the Esteem guidance of MR.VIJAY THALARI
DECLARATION
I, JAYANTHI LAKSHMI SAMYUKTHA (Reg.NO:17551E0033) student of MBA
department, GODAVARI INSTITUTE OF ENGINEERING & TECHNOLOGY, under
signed by declare that this project report titled “A STUDY ON WELFARE MEASURES
WITH SPECIAL REFERENCE TO BRANDIX APPAREL LIMITED” submitted to the
JNTUK, KAKINADA in partial fulfilment of the award of degree of MASTER OF
BUSINESS ADMINISTRATION is the record of bonafied research carried out by me under
the guidance DR.P.R.K.RAJU.
Place: Rajahmahendravaram J.L.SAMYUKTHA

Date: (Reg.No:17551E0033)
ACKNOWLEDGEMENT
The project represents the combined effort of large number of individuals and it’s my
pleasure to acknowledgement those concerned.
I express my deep sense of gratitude to D. V. Rama Murthy Principal of GODAVARI
INSTITUTE OF ENGINEERING & TECHNOLOGY, who has given me permission to do
the project work and had given valuable suggestions.
I am extremely grateful to Sri .DR .P. R. K. RAJU, MA, M. Phil, Ph.D. LLB, and PGDSW
Director, GODAVARI INSTITUTE OF ENGINEERING & TECHNOLOGY, for providing
facilities to undertake this project.
I would like to express my sincere thanks to, internal guide for his excellent guidance and
valuable assistance at all stages of the project DR.P.R.K.RAJU.
My sincere thanks to the entire faculty member of GODAVARI INSTITUTE OF
ENGINEERING & TECHNOLOGY, MBA Department for their support towards the
completion of the project.
J L SAMYUKTHA
CONTENTS
Page No.
CHAPTER-I 1-5
INTRODUCTION TO HRM
INTRODUCTION TO EMPLOYEE WELFARE 1-
OBJECTIVES OF THE STUDY 3
NEED OF THE STUDY 4
METHODOLOGY OF THE STUDY
SCOPE OF THE STUDY 5-6
LIMITATIONS OF THE STUDY 7
CHAPTER-II
INDUSTRY PROFILE 8-17
CHAPTER-III
COMPANY PROFILE 18-33
CHAPTER-IV
THEORITICAL FRAME WORK 34-57
CHAPTER-V
DATA ANALYSIS & INTERPRETATION 58-82
CHAPTER-VI
FINDINGS 83-84
SUGGESTIONS 85
SUMMARY 86-87
CONCLUSION 88
QUESTIONNAIRE 89-90
BIBLIOGRAPHY 91
CHAPTER – I
 INTRODUCTION TO HRM
 INTRODUCTION TO EMPLOYEE WELFARE MEASURES
 OBJECTIVES OF THE STUDY
 NEED OF THE STUDY
 METHODOLOGY OF THE STUDY
 SCOPE OF THE STUDY
 LIMITATIONS OF THE STUDY
INTRODUCTION TO
HUMAN RESOURCE MANAGEMENT
Human Resource Management (HRM) is the function within an organization that focuses
on recruitment of, management of, and providing direction for the people who work in the
organization.
Human Resource Management is the organizational function that deals with issues related to
people such as compensation, hiring, performance management, organization development,
safety, wellness, benefits, employee motivation, communication, administration, and training.
A large part of this growth is the Human Resources department of these companies, who
are responsible for hiring the people with the knowledge to bring new technology into a
company. To be successful in the automotive market, these companies needs a highly skilled,
flexible and committed work force, a flexible and innovative management, the ability to retain
developed talent, and a strong partnership between management and labour unions.
The backbone of any successful company is the HR department, and without a talented group of
people to hire, culture, and inform employees, the company is doomed for failure. The human
resource management is a strategic management function. Proper management of personnel’s
enhances their dignity by satisfying their social needs. Professional significance is can be done
by providing healthy working environment it promotes the teamwork in the employees.
“The total knowledge, skills, creative abilities, talents and aptitudes of an organization’s
workforce, as well as the value, attitudes and beliefs of the individuals involved.
“Leon C. Megginson”
“Human resource management is the recruitment, selection, development, utilization of and
accommodation to human resources by organizations. The human resources of an organization
consist of all individuals regardless of their role, who are engaged in any of the organizations
activities.”
“French”
INTRODUCTION TO
EMPLOYEE WELFARE MEASURES
Labour Welfare includes anything that is done for the comfort and improvement of
employees and is provided over and above the wages. Welfare helps in keeping the morale and
motivation of the employees high so as to retain the employees for longer duration. The welfare
measures need not be in monetary terms only but in any kind/forms.
Employee welfare includes monitoring of working conditions, creation of industrial

harmony through infrastructure for health, industrial relations and insurance against disease,
accident and unemployment for the workers and their families. Labour welfare entails all those
activities of employer, which are directed towards providing the employees with certain facilities
and services in addition to wages or salaries.
Labour welfare has the following objectives:

1. To provide better life and health to the workers.
2. To make the workers happy and satisfied.
3. To relieve workers from industrial fatigue and to improve intellectual, cultural and
Material conditions of living of the workers.
The basic features of labour welfare measures are as follows:

1) Labour welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.
2) Welfare measures are in addition to regular wages and other economic benefits available
to workers due to legal provisions and collective bargaining.
3) Labour welfare schemes are flexible and ever-changing. New welfare measures are added
to the existing ones from time to time.
4) Welfare measures may be introduced by the employers, government, employees or by
any social or charitable agency.
5) The purpose of labour welfare is to bring about the development of the whole personality
of the workers to make a better workforce.
The very logic behind providing welfare schemes is to create efficient, healthy, loyal and
satisfied labour force for the organization. The purpose of providing such facilities is to make
their work life better and also to raise their standard of living.
Welfare programmes for workers focus a special significance in a country like India
where Poverty is quite pervasive and where a worker, by himself, is generally not in a position to
create such welfare facilities that can make his life more pleasant. When the facilities are
provided by the employer, it helps in making the workplace more congenial.
It is a well known fact that many of the problems that arise in the field of industrial relations
such as indiscipline, high employee turnover, excessive absenteeism, etc. may be caused by the
maladjustment of the workers to the work environment. Hence, the welfare activities not only
increase the comforts of the workers and improve their standard of living but also help in
boosting the employee morale, in smooth adjustment to the environment, reducing displeasure
and friction.
It is axiomatic that a stable, well integrated and better satisfied workforce will help in
speedier development and better utilization of resources. If the working and living conditions
are of the welfare measures, the workers will be malcontents and will contribute not towards
efficiency but towards problems.
Although the provision of better working and living conditions was earlier conceived on
humanitarian grounds, it was later realized that it leads to increased productivity, better
commitment to work, improved morale and industrial peace. This is the fundamental thesis that
has led to the intervention of the State through legislation on labour welfare.
Employee welfare measures increase the productivity of organization and promote

healthy industrial relations thereby maintaining industrial peace. The social evils prevalent
among the labours such as substance abuse, etc are reduced to a greater extent by the welfare
policies.
OBJECTIVES OF THE STUDY
 To study and understand various welfare provisions provided by Brandix Apparel limited
to its employees.
 To study and measure the levels of awareness and understanding w.r.t non statutory
welfare activities among the employees of Brandix Apparel Ltd.
 To study and analyze the influence and impact of non statutory welfare facilities on
motivation levels and performance of employees at Brandix Apparel Ltd.
 To suggest improvements if any, in the existing welfare provisions and to recommend

some measures for increasing the employee morale
NEED FOR THE STUDY
The progress of the company depends on the labor. So, labor is responsible for leading the
company successfully. At present scenario, if the labor has job satisfaction, management
neglects welfare of the labor as a pivotal role in the company process. So it is very essential to
study the labor welfare measures. Every man in the world requires basic needs. But Labor is
unable to get basic needs. Labor welfare implies the setting up of minimum desirable standard
and the provision of facilities like health, food, clothing, housing, medical assistance, education,
insurance, job security, recreation, and so on. The organization success or failure depends
basically on the labor.
RESEARCH METHODOLOGY
Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, “research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis”
Sampling Design:
A sample design is a finite plan for obtaining a sample from a given population. Simple random
sampling is used for this study.
Universe:
The universe chooses for the research study is the employees of BRANDIX APPAREL Ltd.
Sample Size:
Number of the sampling units selected from the population is called the size of the sample.
Sample of 112 respondents were obtained from the population of around 2500 employees in an
unit.
Sampling Procedure:
The procedure adopted in the present study is probability sampling, which is also known as
chance sampling. Under this sampling design, every item of the frame has an equal chance of
inclusion in the sample.
Methods of Data Collection:
The data’s were collected through Primary and secondary sources.
Primary Sources:
Primary data are in the form of Questionnaire to which statistical methods are applied for the
purpose of analysis and interpretations.
Secondary Sources:
The secondary data mainly consists of data and information collected from records, company
websites and also discussion with the management of the organization. Secondary data was also
collected from journals, magazines and books.
Nature of Research:
Descriptive research, also known as statistical research, describes data and characteristics about
the population or phenomenon being studied. Descriptive research answers the questions who,
what, where, when and how.
Although the data description is factual, accurate and systematic, the research cannot describe
what caused a situation. Thus, descriptive research cannot be used to create a causal relationship,
where one variable affects another. In other words, descriptive research can be said to have a low
requirement for internal validity.
Questionnaire:
A well defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system. A
defeated questionnaire was carefully prepared and specially numbered. The questions were
arranged in proper order, in accordance with the relevance.
Variables of the Study:
The direct variable of the study is Employee Welfare Measures
Indirect variables are the incentives, performance levels, motivation, employee satisfaction.
Presentation of Data:
The data are presented through pie charts, tables and bar graphs.
SCOPE OF THE STUDY
This study would give an overview of the welfare measures existing at Brandix
Apparel India limited. Since safety and welfare are two important elements essential for
improving the productivity of an organization, a study on the existing welfare measures would
help the organization perform better. This study would throw light on the perception of the
employees regarding safety and welfare. Brandix Apparel limited identifies the areas where it
can improve so as the performance of the employees can also be improved. It helps to maintain
friendly relations among employees in the organization.
LIMITATIONS OF THE STUDY
The following are the limitations, which I have faced while carrying on the survey in regard to
welfare facilities.
 The study is confined to the employees of BRANDIX APPAREL COMPANY only.
 The sample size is restricted to only 112 employees.
 Taking permissions from the concerned heads for administering the questionnaires.
 The HR Manager was very busy during the survey, so the data collected for this study is
very limited.
 Time constraint is the major limitation in this study.
 As the company contains more number of women workers and are uneducated so it has
become difficult to explain and collect the data from them.
 Confidentiality matter restricts for an in depth study.

CHAPTER – II
INDUSTRY PROFILE
INDUSTRY PROFILE
PROFILE OF TEXTILE INDUSTRY:
Textile industry in India is the second largest employment generator after agriculture. It
holds significant status in India as it provides one of the most fundamental necessities of the
people .Textile industry was one of the earliest industries to come into existence in India and it
accounts for more than 30% of the total exports. In fact India textile industry is the second
largest in the world, second only to china.
Textile industry is unique in the terms that it is an independent industry, from the basic
requirement of raw materials to the final products, with huge value –addition at every stage of
processing .textile industry in India has vast potential for creation of employment opportunities
in the agriculture, industrial, organized and decentralized sectors &rural and urban areas,
particularly for women and the disadvantage. Indian textile industry is constitute of the following
segments :ready -made garments ,cotton textiles including handlooms, man-made textiles ,silk
textiles ,woolen textiles ,handicrafts , coir ,and jute.
Till the year 1985, development of textile sector in India took place in terms of general
policies. In 1985, for the first time the importance of textile sector was recognized and separate
policy statement was announced with regard to development of textile sector . In the year 200,
national textile policy was announced .its main objective was to provide cloth of acceptable
quality at reasonable prices for vast majority of the population of the country , to increasingly
contribute to the provision of sustainable employment and the economic growth of the nation :
and to compete with confidence for an increasing share of the global market. The policy also
aimed at achieving the target of textile and apparel exports of US $ 50 billion by 2010 of which
the share of garments will be US $ 25 billion.
STRENGTHS OF THE INDIAN TEXTILE INDUSTRY:

The strengths of the Indian Textile Industries are as follows:
 India has rich resources of raw materials of textile industry. It is one of the largest
producer of cotton in the world and is also rich in resources of fiber like polyester, silk
, viscose
 India is rich in highly trained manpower. The country has huge advantage due to lower
wage rates. Because of low labor rates the manufacturing cost in textile automatically
comes down to very reasonable rates
 India is rich in highly competitive in spinning sector and has presence in almost all
processes of the value chain
 Indian garment industry is very diverse in size manufacturing facility, type of apparel
produced, quantity and quality of out -put , cost, requirement for fabric etc. It
comprises suppliers of ready –made garments for both, domestic or export markets.
WEAKNESSES OF INDIAN TEXTILE INDUSTRY:

 Indian Textile Industry is highly fragmented in industry structure, and is led by
small scale companies. The reservation of production for very small companies
across the country, led substantial fragmentation that distorted the
competitiveness of industry. Smaller companies do not have the fiscal recourses
to enhance technology or invest in the high –end engineering of processes. Hence
they lose in productivity.
 Indian labor laws are relatively unfavorable to the trades and there is an urgent
need for labor reforms in India.
 India seriously lacks in trade pact memberships, which leads to restricted access
to the major markets.
OUT LOOK FOR INDIAN TEXTILE INDUSTRY:

The Outlook for Textile industry in India is very optimistic. It is expected that Indian
textile industry would continue to grow at an impressive rate. Textile industry is being
modernized by an exclusive scheme, which has set aside $5 billion for investment in
improvisation of machinery. India can also grab opportunities in the export market. The
textile industry is anticipated to generate 12 million new jobs in various sectors.
CHAPTER – III
COMPANY PROFILE
COMPANY PROFILE
BRANDIX APPAREL INDIA PROFILE:
Brandix Lanka Ltd
BRANDIX Apparel ltd is one of the leading apparel manufacturing companies

accounting $360 million per annum.
Brandix Lanka is one of the Sri Lanka’s largest apparel exporter with an annual
turnover exceeding USD 360 million. Employing over 40,000 Associates and generating
indirect employment to an equivalent number. Supported by over 38 manufacturing facilities
in Sri Lanka and strategically located international Sourcing Offices. It is providing over
50% of value addition locally, through our backward-linked operations in textiles, thread,
buttons, and hangers. And there was 24% Growth over last year.
BRANDIX APPAREL INDIA CITY (BIAC)
Brandix India Apparel City (BIAC) is conceptualized and managed by Brandix, Sri
Lanka’s largest apparel exporter. It offers a host of attractive financial and operational
incentives for investors and procedural ease for facilitating investment. It’s offering a unique
one-stop shop, with end-to-end apparel solutions; BIAC is a first of its kind in the world. It is
a veritable ‘Paradise’ for the global apparel industry.
It’s based on a breakthrough ‘Fiber-to-Store’ concept; it will house world-class
apparel chain partners, from fashion design to manufacturing all under one roof, offering
seamless integration and unmatched value.
BIAC is spanning across 1000-acres, it’s is located in the bustling city of
Visakhapatnam, in the State of Andhra Pradesh, India. It provides the platform to unlock the
massive synergies that India offer as a textile destination.
BRANDIX APPAREL INDIA
Brandix Apparel India, the Indian manufacturing arm of Brandix Lanka Ltd,
commenced commercial production for export at BIAC in July 2008. It has systematically
increased its local workforce, and today has a combined strength of 4800 associates, majority
women from neighboring villages, with world-class apparel being exported to top customers
in US and Europe
The facility is located in Brandix India Apparel City (BIAC) SEZ being a
revolutionary development in the apparel industry; a unique, integrated apparel supply chain
city, managed by Brandix Lanka Ltd. BIAC spread over 1000 acres in the port city of
Visakhapatnam (or Vizag for short) in the eastern state of Andhra Pradesh, it brings alive an
avant-garde 'Fibber to Store' concept. BIAC will bring together world class apparel chain
partners from the design table to consumer brands in flawless integration. Conceived and
nurtured by Brandix, Sri Lanka's largest apparel exporter, BIAC highlights India's
phenomenal synergies in the world of textiles. To leverage India's immense potential for
economies of scale and other robust business fundamentals in its fast growing economy,
Brandix brings 30 years of industry expertise and invites other world class experts to join its
value chain to enjoy assured mutual benefits of investment.
It is initially located in PENDURTHI -VISAKHAPATNAM on August 2006.In
January 2007 a production centre was opened at DUVVADA,VISAKHAPATNAM
In MARCH 2008 BRANDIX APPAREL INDIA (P) LTD is opened in BRANDIX INDIA
APPAREL CITY, as a manufacturing unit (wholesale) located at APSEZ (ANDHRA
PRADESH SPECIAL ECONOMIC ZONE), Pudimadaka Road, Atchutapuram, and
Visakhapatnam.
BRANDIX VISION:
The vision of the company is to be the inspired solution for branded clothing.
Brandix is supported by over 20 manufacturing facilities in Sri Lanka and strategically
located international sourcing offices.
BRANDIX MISSION:
Our Mission is “To help people and organization do meaningful business with
one another, effectively and efficiently, using the most appropriate (and suitable)
technologies”.
VALUES OF BRANDIX:
 Integrity
 Team work
 Customer service
 Learning and development
 Ownership and commitment
VARIOUS SECTORS IN BRANDIX:
 Apparel
 Fibres & fabrics
 Finance
 Footwear
 Manufacturing
 Retail
 Social and environmental responsibility
 Sourcing
 Technology
COMPETENCIES OF BRANDIX:
Brandix strong competencies in product development, manufacturing and marketing,
are complimented by their most significant advantage in textiles. They make their own fabric,
threads, buttons and hangers.
They also provide customers with R&D, washing, dyeing, finishing, and quality control
services. Their group-wide initiatives is to achieve manufacturing and supply chain excellence,
close collaboration with their suppliers, and sales offices at the customer's doorstep all guarantee
fast and flexible solutions from the source to stores.
The main competencies of Brandix are
 Customer Satisfaction
 Brand Loyalty
 Providing Value-added Services to the customers.
Apparel is Our Business
Backward Support
Integration Apparel Services
Brandix Textiles Marketing
Ocean Lanka Manufacturing Design
Textured Jersey Product Development
Quenby Lanka Prints Brandix Casualwear Logistics
Ocean India Brandix Intimate Technology
Brandix Finishing Apparel Laboratory
American & Efird Brandix Apparel Brandix College
India
T&S Buttons
Comfort wear
Brandix Hangers
MILESTONES
1972- Established Lux Shirts (Pvt.) Ltd.

1981- Acquired Kuruwita Textile Mills Ltd
1986- Acquired LM Apparel (Pvt) Ltd
1990- Thread joint venture forms A&E Lanka (Pvt) Ltd
1991- Acquired Gil Garments (Pvt) Ltd
1992- Acquired Phoenix Fashions (Pvt) Ltd
Established Lux Shirts Kahawatta (Pvt) Ltd
Acquired Kuruwita Manchester Textile Mills Ltd.
1993- Commissioned Kuruwita Textile Plant.
Established LM Collections (Pvt) Ltd
Acquired Eden Fashions (Pvt) Ltd
Formed Mast Lanka (Pvt) Ltd
1996- Established Eden Fashions (Maldives), Pvt. Ltd.
Invested in Ocean Lanka (Pvt) Ltd.
Established Finitex Textile Finishing (Pvt) Ltd
Established Phoenix College of Clothing Technology (Pvt) Ltd
1998- Buttons joint venture forms DTM Buttons (Pvt) Ltd.
1999- Established Phoenix Clothing (Pvt) Ltd
2000- Printing joint venture forms Quenby Lanka Prints (Pvt) Ltd Acquired Lakeside
Garments (Pvt) Ltd
Joint venture forms Comfort wear (Pvt) Ltd
Invested in Textured Jersey Lanka (Pvt) Ltd
2001- Joint venture with Colombia Clothing Co Ltd
2002- Formed Brandix Lanka Ltd; "Brandix" - a new name, a new identity
View Logo Formation Video
2003- Strategic acquisition of Mast Industries' equity interests in our joint-ventures
Merger with the Jewelex Group.
Restructure of Brandix Group into Apparel, Textile and Accessories sectors
2004-Hanger’s joint venture formed A&E Brandix Hangers
2005- Established the Brandix Centre of Inspiration
Established the Automated Denim Plant
Established Brandix Active wear Ltd
MOU signed with Government of India for Brandix Apparel City, India
2006- Brandix India Apparel City: launch of first manufacturing unit.
Garment Dyeing Joint-Venture: Stevenson’s Lanka.
Brandix Green Textile Processing Park, Horana: signed MOU with Government of
Sri Lanka.
2007- Brandix was ranked as the country's largest apparel exporter for 2006-07 by the Export
Development Board, Sri Lanka.
2008- Brandix was once again ranked as the country's largest apparel exporter for 2007-08
by the Export Development Board, Sri Lanka.
The newly converted Brandix Eco Centre in Seeduwa was ceremonially inaugurated in
April.
The Brandix Casual wear plant in Seeduwa achieved a global first in August when it
received the Platinum rating under the Leadership in Energy and Environmental Design
(LEED) Green Building Rating System of the US Green Building Council (USGBC).
2009-Brandix Lanka was rated Platinum in the Corporate Accountability Rating Survey.
The Brandix Green Project was judged as the National Winner for Sri Lanka at the Energy
Globe Awards 2008 presented by the Energy Globe Foundation.
Brandix Lanka Limited won the “Corporate Social Responsibility” Award presented by the
YPO-WPO Social Enterprise Network, USA.
Brandix was commended by the United Nations Global Compact as an example of good CSR
practice and compliance with the principles of the UNGC.
The Ceylon Chamber of Commerce recognized Brandix to be among the Top 10 Best
Corporate Citizens for the year 2009.
2010- The "Brandix Active wear" Company name was transformed to "Brandix Essentials"
in order to reflect the change in product focuses, specialization and future business direction.
Brandix won “National Energy Efficiency Award” in large scale manufacturing category.
2011- Establishes as a joint venture partnership with “comfortwear (pvt) Ltd” becomes a
fully-owned subsidiary of Brandix .
Brandix India Apparel City was conferred the “Best Performance Award” for 2009-10 as a
SEZ developer.
Brandix was recognized as “Asia’s Best Brand” and “Asia’s Best Employer Brand” at the
2011 CMO Asia awards for excellence in Branding and Marketing.
2012- Brandix group won a gold award at the 2012 HRM awards presented by the
association of HR professionals.
Brandix becomes first private company in srilanka to release a sustainability report i.e., with
Global standards recognized as Asia’s Best brand for the second year.
2013- Accenture signs agreement with Brandix to provide Business Process Outsourcing
Services for HR, Finance and Accounting and procurement from Srilanka.
Brandix was also the sector winner for Environmental Sustainability and a category winner
for Environmental Integration at the awards of ceremony.
2014- Brandix became the first corporate entity to be recognized as “Organization committed
to Green”
Received awards in large scale “Manufacturing category” and “Merit Award” in the
commercial building category.
2015- Won “Global Supplier of the year” award across all product category.
2016- Brandix was ranked “Most valuable export Brand” in Brand Finance’s 2016 ranking of
the country’s leading brands.
Brandix won 11 awards including the exporter of the year awards forv2014 and 2015.
Brandix won the “Outstanding Vendor-Overall Excellence” and “Outstanding Vendor
Performance” awards at Global Supply chain’s 2016 vendor summit.
2017- Brandix won the two special awards for excellence in “Talent Management” and
“Learning and Development” at 2015-16 National Human Capital Management awards.
Brandix was ranked Srilanka’s most valuable export brand in brand Finance’s 2017 ranking
of the country’s leading brands.
BOARD OF DIRECTORS
PRIYAN FERNANDO
(CHAIRMAN)
Priyan brings rich experience in global business from a 30+-year career working in leadership
roles for American Express, Boston Consulting Group and Ernst & Young.
Before joining Brandix, he was Executive Vice President – Global Business Services at
American Express, where he lead a 2,000-person team and oversaw financial, procurement, real
estate, HR and business transformation support across the entire American Express enterprise.
He is based in New York.
ASHROFF OMAR
(GROUP CHIEF EXECUTIVE OFFICER)
Ashroff is a prominent figure in Sri Lanka’s apparel industry. He’s Chairman of the Export
Development Board’s garment advisory committee and a founder of the Joint Apparel
Association Forum, the industry’s principal body.
Ashroff also serves as a Non-Executive Director at John Keells Holdings (the largest
conglomerate in Sri Lanka), Board Director for the US-Sri Lanka Fulbright Commission and as
Hon. Consul General of the Republic of Finland.
ASLAM OMAR
(DIRECTOR)
Aslam joined the business in 1984 and has helped grow it within Sri Lanka and through
partnerships with companies worldwide.
He was instrumental in forming alliances with Tyco A&E (USA), American & Efird Inc. (USA)
and T&S Buttons (Hong Kong), leading to successful joint ventures that have become premium
trim suppliers to the apparel industry.
He is a Fellow Member of the Sri Lanka Institute of Chartered Accountants and a Member of the
Institute of Certified Management Accountants of Australia.
FEROZ OMAR
(DIRECTOR)
Feroz is a Director of Brandix Lanka Limited and serves as Director on many of its subsidiary
companies. He’s responsible for all acquisitions, as well as the management of all infrastructure
projects.
Feroz was instrumental in setting up the Brandix India Apparel City, a 1,000-acre manufacturing
park designed to meet the quality and sustainability needs of leading international companies.
It’s one of the largest industry-specific special economic zones in the world, and the only one of
its scale in South Asia.
TREVINE JAYASEKARA
(FINANCE DIRECTOR)
Trevine is responsible for the overall finance function and leads the IT, tax, legal and BOI
divisions.
Prior to joining Brandix, he was Group Finance Director at Aitken Spence & Co. He has a
wealth of international banking experience, including at Arab Bank in Bahrain and Deutsche
Bank in Colombo.
He is a Fellow Member of the Institute of Chartered Accountants of Sri Lanka and an Associate
Member of the Chartered Institute of Management Accountants in the UK. He is also a Non-
Executive Director at the National Development Bank.
AJIT JOHNPILLAI
(DIRECTOR)
Ajit spearheaded Brandix’s sustainability strategy and now oversees central procurement,
importing, exporting and transportation.
He entered the apparel industry in 1990 as an Operations Manager with LWR Casualwear, a
New Zealand public company. Previous experience also includes finance positions at Smiths
DIY Group in New Zealand, Ernst & Young in Bermuda and New Zealand, and Touche Ross in
Jamaica.
He is an Associate Member of the Institute of Chartered Accountants of Sri Lanka and the
Chartered Institute of Management Accountants in the UK.
DAVE RANASINGHE
(DIRECTOR)
Dave is responsible for operations and continuous improvement. He also spearheads our pipeline
of innovative solutions, including process optimisation and automation.
He has an established track record in the industry, having served as a Director at MAS Holdings
and worked actively in a variety of categories before joining us in 2009.
ACHIEVEMENTS
LEED Certification
Brandix is proud to receive the recent global recognition for its Eco Centre in Seeduwa
for Brandix Casual wear. The plant received Platinum rating in August 2008 under the
Leadership in Energy and Environmental Design (LEED) Green Building Rating System of the
US Green Building Council (USGBC).
The rating is a third party certification programme and America's benchmark for design,
construction and operation of high performance green buildings. It encourages and hastens
global adoption of sustainable eco-friendly building and development practices. Brandix Casual
wearSeeduwa is the Group's lead manufacturing plant for Marks & Spencer.
WRAP (Worldwide Responsible Apparel Production)
WRAP (Worldwide Responsible Apparel Production) is the most recognized
compliance standard in the United States for the apparel industry. It is an independent, non-profit
organization that endorses the certification of lawful, humane and ethical manufacturing of
apparel throughout the world.
SA8000 (Social Accountability)
Brandix has been accredited the SA 8000 Social Accountability standards established by
New York based Social Accountability International (SAI). The organization promotes the
global improvement of human rights for workers by collaborating with a range of organizations
including companies, trade unions and governments.
The SAI endorsement is recognized as more stringent and so, more credible, and more
consistent with ILO and UN conventions and declarations. It is a comprehensive and flexible
system providing practical and visionary solutions for ethical workplace conditions in global
supply chain management. The world's top consumer apparel companies e.g. Gap Inc. demand
adherence to exacting vendor compliance criteria. According to this global giant, Brandix
received the fastest SAI certification, with seven certificates in all, covering ethical labor, health
& safety and supplier control. Brandix understands that the compelling case for such practices
makes excellent business sense, and continues to be a leader in social accountability.
FAIR TRADE
Brandix Textiles (BTL) accomplished another national first when its plant in Makandura
received its Fair Trade certification from the Institute for Market ecology (IMO) of Switzerland.
The company is Sri Lanka's largest woven fabric processor and the award is an important
development for it and the country. Another Brandix Group company, Brandix Casual wear,
Giritale, has also received this certification while Quenby Lanka Prints is in the process of
obtaining it.
The Social and Fair Trade certification promotes the socio-economic development of
producers in the global south and to foster long-term relationships and good practices with
traders. It guarantees producers in the developing world in the entire supply chain obtain a more
equitable deal by establishing a Fair Trade Premium which funds social, economic or
environmental improvement projects.
BTL achieved a performance rating of 214, well above the minimum 172 points during
the Fair Trade Audit conducted by the IMO Social and Fair Trade Programme. The areas it
covered included respect for core labour rights, working conditions, administration of the Fair
Trade Premium and accountability as a trade partner.
The award is important for the company to progress to supplying very discerning niche
customers for whom at the retail end; the Fair Trade certified garments will be sold at a higher
price. It is also a valuable independent affirmation of the company's commitment to good social
practices.
OE100 (Organic Exchange)
The OE 100 certification from Organic Exchange (OE) is a set of industry compliance
standards for the global organic cotton textile industry. Within the Brandix Group, seven
companies have received this certificate and one, Quenby Prints Lanka, is in the process of
obtaining this important award. The Organic Exchange is a non-profit organization that promotes
the global organic cotton industry and its members include many top international retailers who
have added organic cotton products into their offerings.
The OE guidelines have been developed in response to increased consumer awareness of
production methods in the cotton industry. Globally, consumers are concerned about the organic
content of goods that they buy, such as food and apparel, and how its growth and processing can
reduce the impact on the environment and society in general. To help the cotton industry foster
comprehensive compliance in a growing market, the Organic Exchange has established these
standards, especially for fiber-only claims. With the OE certification, Brandix maximizes the
advantages it brings for suppliers include market access, with industry leaders demanding it as a
minimum for blended yarn. Although certified organic cotton can cost more to produce, top
customers are already supporting the initiative. As well as improving our marketing position, we
anticipate reduced production costs over time, as we constantly improve operational systems.
Supporting the strategic gains, the production of organic cotton annually has more than doubled
in 2006/7 from the previous year, as a direct result of the consumer industry's interest in
providing products grown or made in the most sustainable manner possible.
GOTS (Global Organic Textile Standard):

Several of the Brandix Casual wear facilities in Sri Lanka have already received GOTS
(Global Organic Textile Standard) certification during the final quarter of 2007-08. This global
recognition of organic textile authenticity standards covers the production, processing,
manufacturing, packaging, labelling, export, import and distribution of all natural fibers.
The plants include those at Pollonnaruwa, Giritale, Katunayake, Seeduwa, Ekala and
Jaela. Other plants that have also received the certification are the Brandix Apparel at Rhineland
Place, Colombo and Brandix Finishing at Ratmalana. Quenby Lanka Prints is in the process of
being certified. It marks the Group's first phase of initiatives to establish a fully-integrated
organic-certified supply chain that will enable Brandix to produce 100 per cent organic apparel
for leading global brands.
The GOTS objective is to identify the criteria that guarantee the organic status of textiles,
from harvesting of the raw materials through to environmentally and socially responsible
manufacturing up to labeling.
ISO 9001:
The ISO 9001 certification is part of a suite of a system of quality management standards
stipulated by the international Organization for Standardization (ISO). Currently, Brandix
Intimates, Katunayake, is ISO 9001 certified. What this means is that the company is required to
meet the customer's quality and regulatory requirements in order to provide customer satisfaction
and maintain an improved performance to address and maintain quality management.
ISO 14001:
The ISO 9001 certification is part of a family that covers environmental management
standards developed by the International Organization for Standardization (ISO). To comply
with this standard, an organization needs to minimize harmful impact on the environment by its
activities, and to maintain these in keeping with an improved environmental performance.
Currently, Brandix Finishing Ltd plants, The A&E facility and Brandix Textiles Ltd have been
awarded this certification.
OHSAS 18001 (Occupational Health & Safety Assessment Series):
The OHSAS 18000 is an international occupational health and safety management
system specification which seeks to promote various improvements in the working environment.
The accreditation also encourages continuous progress in workplace health and safety by helping
to minimize risk to employees, improve an existing similar system, demonstrate diligence and
gain assurance, etc. Within the Brandix Group, Brandix Casual wear, Seeduwa, has been
accredited with this internationally renowned standard.
Other achievements:
1. Sri Lanka's largest apparel exporter and third largest exporter overall for 2007-08,
by the Export Development Board (EDB)
2. Sri Lanka's largest apparel exporter and second largest exporter overall for 2006-07,
by the Export Development Board (EDB)
3. Presidential Export Awards - Award for Highest Net Foreign Exchange Earner in
2005
4. Presidential Export Awards - Most Outstanding Exporter in the Apparel Sector in
2005
5. Brandix Finishing, the Group's flagship 'Green' company, was recognized by a
Community Leader Silver Award in 2005 for Waste Minimization Practices, a
President's Environment Award in 2005 for Industrial Environmental Excellence and
ISO 14001:2004 certification
6. Brandix Finishing was presented the Gold Award at the International Green Apple
Environmental Awards conferred by the The Green Organization, UK for the
innovative efforts taken to achieve zero disposal of solid waste and sludge to landfill
7. Most Outstanding Exporter Award - National Awards for Export Excellence (NAEE)
in 2003
8. Gold Award in the Apparel Sector - National Awards for Export Excellence (NAEE)
in 2003
9. The Award for Excellence in Social Responsibility in the 'Preservation of the
Environment' category from the American Apparel and Footwear Association
(AAFA) presented to A&E Lanka
10. Selected as a success story in using Cleaner Production Techniques (CPT) in the
textile finishing sector with its case
11. Study being presented at the Directors' meeting of National Cleaner Production
Centre (NCPC) at the United Nations Industrial Development Organization (UNIDO)
in Interlaken, Switzerland.The Brandix Group is a member of its Certification
Program, and has been awarded 12 certificates of compliance, with the distinction of
obtaining the fastest certification worldwide and is among very few companies in the
world to be WRAP certified
BRANDIX ORGANIZATION CULTURE
The Brandix Way of Life is their culture and permeates there whole organization. The Brandix
corporate 'personality' is determined by three overlapping areas: values, work culture and social
responsibility. Their way of working is all about accepting and embracing their values, and
acting with social responsibility. It's also about a young and dynamic entity which supports its
personalities to blossom in a vibrant environment.
“An organization is the sum of the people it employs”.
The Brandix culture not only aligns associates with corporate goals, it moulds their philosophy
of work and therefore life. Changing mindsets positively takes great care and time but its value is
inestimable. As well as encouraging associates to becoming customer-focused, incorporating
speed, flexibility, innovation and passion into their work allows them to think more productively
and perform for results.
Accommodating change and embracing openness and transparency leads to the
appreciation of others and the progressive development of the individual, at work and elsewhere.
Brandix culture of internal appreciation and recognition includes the Kaizen awards for
innovative thinking, merit awards for work and attendance, 'I value you' cards and gifts. The 'Pat
on the back' initiative promotes instant appreciation of behavior and performance among
colleagues. Their new programme GLOW (Great Lift off Work) enables social interaction and
the annual Brandix Nite celebrates outstanding executive team and individual performance.
These practices are designed to infuse their values into the work ethic and motivate and
empower their associates to extend themselves in their work on all planes. With appreciation and
recognition being key elements in developing inspired people Group-wide, we believe it will
nurture innovation at all levels.
“Changing mindsets positively takes great care and time but its value is inestimable”.
They are proud of their social responsibility record and highest compliance standards. It's
about improving lives within the Brandix sphere and those others that it touches in their
neighborhoods. Brandix also believes that such positive changes promotes a better work-life
balance and encourages its people to enjoy their work experience, all in all, making Brandix a
great place to work.
These awards recognize that Brandix products are manufactured under these stipulated
conditions, which cover not only ethical labor, but health and safety, environmental protection
and supply chain secure Our facilities subscribe to and comply with global standards and
practices including those demanded by WRAP and embrace the programmers run by such
organizations. WRAP independently monitors and certifies facility compliance with its
standards, and continues to monitor their adherence to the detailed practices and procedures
implied by The Brandix Green Factory's score of 76 on the LEED scale of 85 points sets a new
global standard for low energy consumption, water conservation, solid waste management and
low carbon emissions. The score exceeds by 12 points the requirement for Platinum status and is
the highest achieved by a Platinum rated manufacturing facility to date, and the first apparel
factory in the world to take the LEED Plat the Brandix Casual wear Green Factory from
inception has amply demonstrated the Group's commitment to this global standard and more.
This Eco Centre has reduced carbon emissions by 80%, an energy saving of 46%, reduced water
consumption by 70% and achieved zero solid waste to landfill; eco-friendly indicators
unmatched by any re-designed Green Plant in the world.
PARTNERS OF BRANDIX
 Mast Industries
 Brandot International
 American &Efird
 Fountain Set
 Pacific Textiles
 Quantum Clothing Group
 Lanka Equities
 Hirdaramani
 CMT
 T&S
 Pioneer Elastics
CUSTOMERS OF BRANDIX
Brandix Apparel city location Connectivity:
The Brandix Apparel City is located near ATCHUTAPURAM Mandal which is 45

kms from the Visakhapatnam Airport and from the city it is located at a distance of 47 kms,
which is 50 kms away from the Visakhapatnam Port. This apparel city is very near to Bay of
Bengal which makes the transportation process convenient through sea.
CORPORATE OFFICE:
The Corporate office means the Administrative office is located at COLOMBO, SRI
LANKA.
REGISTERED OFFICE:
It is located in India at ULSOOR ROAD, BANGALORE, KARNATAKA.
The BAI has the capacity of producing 1, 92, 00,000 garments per Annam.
CHAPTER – IV
THEORETICAL FRAME WORK
EMPLOYEE WELFARE MEASURES –CONCEPT
“Welfare is a broad concept referring to a state of living of an individual or a group, in a

desirable relationship with the total environment, ecological, economic, and social welfare
includes both the social and economic contents.
Labour welfare activities in our country were mainly a product of the stresses and strains during
the First World War (1914-1919). Before this period there were only isolated instances of labour
welfare work, mostly by outside agencies on humanitarian ground. In the post war period, the
industrial expansion and the process of large scale production led to the rise of the working class
as a source of power.
During the Second World War (1939-45) the movement of labour welfare received further
impetus. The Factories Act was enacted in 1934. It was for the first time that provision of certain
welfare amenities inside the factory was made statutory. After the Second World War, both the
Central and the Provincial Governments showed a keen interest in undertaking welfare measures
for the workers. But the employers were not interested in providing such facilities. The
Government also appointed Welfare Officers to persuade the employers to improve the welfare
schemes. However, there was no significant change in their attitude. Therefore, in 1946, the
programme for labour suggested a through overhauling of legislative measures to promote labour
welfare.
In 1947 the Factories Act was amended in an extensive manner. After independence the First
Plan laid more emphasis on effective implementation of various statutory provisions. The same
policy was continued during the Second Plan Period also. A committee was also appointed by
the Central Government to draw up a code of efficiency and welfare.
IMPORTANCE:
The industrial progress depends on a satisfied labor force, and the importance of employee
welfare measures. After the placement of the employees, they should be given proper training
and programmers’ to develop their efficiency so as to serve the organizations better. Welfare
facilities are designed to take care of the well – being of the employees.
They do not generally result only in monetary benefit. These welfare measures are provided
by government Non – Government agencies and the employers .
AIMS OF EMPLOYEE WELFARE WORK
Labor welfare work aims at providing, such service facilities and amenities which enable the
employees employed in industries / factories to perform their work in a healthy, congenial
surrounding conducive to good health and morale.
Employee welfare aspects can be considered into negative and positive aspects. IN the negative
side, employee welfare is concerned with counteracting the harmful effects of the large scale
industrialization on the personal, family and social life of the worker. In its positive side, it
deals with the provision of opportunities for the worker and his family for a socially and
personally good life.
FEATURES OF EMPLOYEE WELFARE
 Employee welfare includes various facilities services and amenities provided to employees
for improving their health, efficiency, economics betterment and social status.
 Welfare measures are in addition to regular wages and other economic benefits available to
employees due to legal provisions and collective bargaining.
 Lab our welfare measures are flexible and ever – changing new welfare measures are added to
the existing ones form time to time.
 Welfare measures may be introduced by the Employers, Government, and Employees or by
any Social or charitable agency.
 The purpose of lab welfare is to bring about the development of the whole personality of the
worker to make him a good worker and a good citizen.
Types of employee Welfare Service
Employee welfare services can be classified into two
a) Intra – Mural
b) Extra – Mural
INTRA - MURAL
Activities consists of such welfare schemes provided within the factories as medical facilities,
compensation for accidents, provision of crèches and canteens, supply of drinking water,
washing and bathing facilities, provision of safety measures such as fencing and covering of
machines, good layout of the machinery and plant, sufficient lighting, first aid appliances, fire
extinguishers; activities relating to improving conditions of employment, discipline and
provision of provident fund, pension and gratuity, and maternity benefits etc.
EXTRA – MURAL
Activities cover the services and facilities provided outside the organization such as, housing
accommodation, indoor and outdoor recreation facilities, amusement and sports, educational
facilities for adults and children, provision for libraries and reading rooms.
 STATUTORY AND NON-STATUTORY WELFARE SCHEMES:
Organizations provide welfare facilities to their employees to keep their motivation levels high.
The employee welfare schemes can be classified into two categories viz. statutory and non-
statutory welfare schemes. The statutory schemes are those schemes that are compulsory to
provide by an organization as compliance to the laws governing employee health and safety.
These include provisions provided in industrial acts like Factories Act 1948, Dock Workers Act
(safety, health and welfare) 1986, Mines Act 1962. The non statutory schemes differ from
organization to organization and from industry to industry.
STATUTORY WELFARE SCHEMES:

The statutory welfare schemes include the following provisions:
1. Drinking Water: At all the working places safe hygienic drinking water should be provided.
2. Facilities for sitting: In every organization, especially factories, suitable seating arrangements
are to be provided.
3. First aid appliances: First aid appliances are to be provided and should be readily assessable so
that in case of any minor accident initial medication can be provided to the needed employee.
4. Latrines and Urinals: A sufficient number of latrines and urinals are to be provided in the
office and factory premises and are also to be maintained in a neat and clean condition.
5. Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to provide
hygienic and nutritious food to the employees.
6. Spittoons: In every work place, such as ware houses, store places, in the dock area and office
premises spittoons are to be provided in convenient places and same are to be maintained in a
hygienic condition.
7. Lighting:
Proper and sufficient lights are to be provided for employees so that they can work safely during
the night shifts.
8. Washing places: Adequate washing places such as bathrooms, wash basins with tap and tap on
the stand pipe are provided in the port area in the vicinity of the work places.
9. Changing rooms: Adequate changing rooms are to be provided for workers to change their cloth
in the factory area and office premises. Adequate lockers are also provided to the workers to
keep their clothes and belongings.
10. Rest rooms: Adequate numbers of restrooms are provided to the workers with provisions of
water supply, wash basins, toilets, bathrooms, etc.
NON STATUTORY SCHEMES

Many non statutory welfare schemes may include the following schemes:
1. Personal Health Care (Regular medical check-ups): Some of the companies provide the
facility for extensive health check-up
2. Flexi-time: The main objective of the flextime policy is to provide opportunity to employees to
work with flexible working schedules. Flexible work schedules are initiated by employees and
approved by management to meet business commitments while supporting employee personal
life needs
3. Employee Assistance Programs: Various assistant programs are arranged like external
counseling service so that employees or members of their immediate family can get counseling
on various matters.
4. Harassment Policy: To protect an employee from harassments of any kind, guidelines are
provided for proper action and also for protecting the aggrieved employee.
5. Maternity & Adoption Leave –
Employees can avail maternity or adoption leaves. Paternity leave policies have also been
introduced by various companies.
6. Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance coverage
of employees for expenses related to hospitalization due to illness, disease or injury or
pregnancy.
7. Employee Referral Scheme: In several companies employee referral scheme is implemented to
encourage employees to refer friends and relatives for employment in the organization.
BENEFITS OF WELFARE SERVICES

 Services like housing schemes, medical benefits and education and recreation facilities for
the worker’s family’s help to create better good will. This will help them devote mind
towards their work to gain in terms of productivity and quality of work.
 Welfare facilities provide better physical better physical and mental health to the employees.
 Employee’s services serve to maintain some degree of peace with the employee union.
 Employees secure the benefits of high efficiency, cordial industrial relations and low lab our
absenteeism and turnover.
 Employee welfare measures rate lab our productivity and bring industrial peace and cordial
lab our absenteeism relation.
 An employee is able to abstract talented works from the employee market by providing
attractive welfare facilities.
It is felt that if they are properly looked after they will be loyal to the company.
SOCIAL SECURITY
International employee organization has defined the social security as “That security that society
furnishes, through appropriate organizations, against certain risks to which its members are
exposed”. These risks are ignorance, want, disease, squalor and unemployment.
The man requires freedom from these contingencies and the provisions against these risks can be
labeled as social security measures
According to B.P. ADARKAR ‘Social security is the security that society furnishes through
appropriate organization against certain risks to which its members are exposed”. Social security
is that security which the society furnishes through appropri9ate organization against certain
risks or contingencies to its members to which are exposed.
Some of the social security measures introduced in the company are;
a) Compensation in case of industrial accidents and injury
b) Protection against illness
c) Maternity benefits to women employees.
d) Provident funds
e) Old age pension and gratuit
f) Health insurance
The connotation of the term ‘Social Security” varies from country to country with different
political ideologies. In socialist countries, the avowed goal is complete protection to every
citizen from the cradle to the grave. In other nations it is a measure of protection offered to all
needy citizens by means of schemes evolved by democratic process consistent with resources of
the state.
According to the social security convention adopted by the ILO in 1952, following are the
components of social security.
 ESI
 PF
 Gratuity
 Bonus
 Casual Leaves
 Sickness / Medical leaves
 Family security schemes
 Insurance schemes
 Accident Benefits
 Unemployment benefit
 Maternity benefit
Social security schemes may be of two types:
 Social Assistance, under which the state finances the entire cost of the facilities and benefits
provided. Here benefits are paid after testing the financial position of the beneficiary.
 Social Insurance, under which the state organizes the facilities financed by contributions
from the both the employees and employers with or without a subsidy from the state. Here,
benefits are paid on the basis of the contribution record of the beneficiary without testing his
means.
NON-STATUTORY WELFARE MEASURES PROVIDED BY BAI

1. MARRIAGE GIFT SCHEME:
Marriage is being a most memorable occasion in everyone's life, all employees’(non-executives)
of BAI will be rendered a one-time financial assistance for their marriage. The amount of
financial assistance may vary subject to their length of uninterrupted service in BAI as given
below.
Benefits:
Financial benefits:
 More than year and less than 2 years - INR 10,000 .
 More than 2 years and less than 3 years - INR 12,500
 More than 3 years and less than 4 years (*H A/Gift) - INR 15,000
 More than 4 years and less than 5 years (*H A/Gift) - INR 17,500
 Above 5 years CH A/Gift) - INR 20,000
Other benefits:
Wedding car with driver- A vehicle will be given subject to the following conditions:
Maximum of 60 km distance Et 6 hrs duration subjected from the place of reporting. This is only
for associates who complete their one year of uninterrupted service are entitled.
*H A (Hotel Accommodation) /Rs.3500/-Worth of Gift Hamper:
 The employee who had completed 3 years and above, is eligible for H A (Hotel
Accommodation) or Rs.3500/-Worth of Gift Hamper, according to their choice.
2. FIRST BABY GIFT SCHEME:
Birth of first baby:
Benefit:
Gift hamper worth INR 500/- to 1500/- (based on the job tenure) will be gifted to all female
employees (non-executives) on delivery of first baby. This Scheme is eligible to those who have
completed one year of service.
Procedure to follow for first baby gift hampers:
Benefits:
This is only entitled for first marriage first baby.
The respective Gift hamper will be released within 10 days after the confinement through home
visit.
Acknowledgement will be taken from employee at the time of gift handover.
Benefits
 More than1 year and less than 2 years -500/- worth gift
 More than 2 years and less than 3 years -750/- worth gift
 More than 3 years and less than 4 years - 1000/- wroth gift
 More than 4 years and less than 5 years - 1250/- wroth gift
 Above 5 years - 1500/- worth gift
3. SCHOLARSHIP SCHEME:
Scholarship (Life Line for Future Generation):
Brandix is providing two types of scholarships to the children of employees.
 Junior Scholarship
 Senior Scholarship
 Junior Scholarship Scheme:
In this Scheme, Scholarships are providing to the children of employees studying from 1st grade
to 10th grade. The beneficiaries in this Scheme are:
o Text Books
o Note Books
o Uniform (2 sets)
o Stationary
o School bag
 Senior Scholarship Scheme:
This Scheme is avail to the children of employees who are studying Intermediate/Degree/Post
Graduation.
1) For the Intermediate students, our organization will pay Examination/Course fees limited to
2000/- per annum
2) For the Degree/Post Graduation students our organization will pay Examination/Course fees
limited to Rs.8000/- per annum
4. INSURANCE:
Any person who is employed and working in BAI other than contract employees is entitled from
the date of joining. The insurance policy & benefits are applicable till the implementation of the
Government insurance schemes.
MEDI CLAIM POLICY:
This policy covers the employee and up to 5 dependents nominated by her/him at starting of the
Policy. Under marriage or pre-revision circumstances, the employees can change the names of
the dependents.
 The dependents of unmarried persons will be their parents.
 The dependents of the married persons will be his/her spouse and their children and
his/her parents or Mother-in-Law or Father-in-Law.
Every year the medi claim policy and the names of dependents will be reviewed.
Benefits:
Maximum of INR 25,000 up wards (based on designation) coverage per employee and any
nominated dependents of the respective family towards hospitalization charges (pregnancy
hospitalization is also covered)
1. Claims processing through a Third Party Administrator (TPA) can be of the following two
types:
(a) Cashless settlement Effective for all Network hospitals of the TPA
(b) Settlement by Reimbursement - Effective for Non-Network hospitals
2. Claims procedure through settlement by CASHLESS SETTLEMENT:
(a) Each associate will be given a separate card by Liberty Videocon
(b) The associate should be hospitalized in nominated hospitals by Liberty Videocon for being
entitled for the cashless service
(c) If the associate needs the service of some other hospital which is not covered :the above
mentioned list, the same should be brought to the notice of HR dept. for the prior approval-
Reirnbursement facility will be available for associates who have the prior approval.
Claims procedure through settlement by REIMBURSEMENT:
(a) Select hospital
(b) Undergo treatment
(c) Collect all bills, reports and discharge voucher and send across to TPA for settlement.
(d) TPA analyses documents, settles claim and sends across reimbursement Cheque within 10
working days (TAT varies slightly across TPA's), if all documents found to be in order.
(e) In case of deficiency in documentation, TPA sends intimation within 3 working days about
the same.
(f) Claim Documentation: Duly filled & signed claim form, Discharge summary, Original bills &
receipts, Investigation reports and Doctor Prescriptions. Accidental Insurance policy of
Death/Full disablement/Partial disablement]
Benefits:
1. INR 1,00,000 cover per person for the death by an accident.
2. Proportionate payment for full or partial disablement.
Procedure to follow to claim accidental Insurance policy (Personal accident)
1. Claim to be filled by a family member
2. Police report
3. Post mortem report
4. Family members are not covered
5. BONUS:
Five year Appreciation in Brandix (yearly):
 Select the eligible employees who completed five years in Brandix. They were awarded
with the gold coins.
Four months Appreciation in Brandix:
 Select the employees who were not absent for four months. They are awarded with the
certain gifts.
Apart from these every year during the month of June they were given bonus based on
their performance and they were awarded with special gifts and they offer promotion to the
further levels.
6. MATERNITY LEAVE:
 Only female workers are eligible for maternity leaves.
 According to Maternity Benefit act, 1961 our company giving maternity leave for the
pregnant women for a maximum period of 16 weeks (8 weeks before delivery and 8
weeks after delivery)
7. WORK SCHEDULES:
Brandix is providing alternative work schedules to the employees as it enables
them to work in schedules that help in balancing the work and personal responsibilities.
The non executives work schedule is they must work in core hours based on the
alternative shifts.
Work schedules of Brandix for non- executives are as follows:
o A Shift : 6AM to 2PM
o B Shift : 2PM to 10PM
o General Shift : 8AM to 5PM
 The top management works on alternative hours based on their tasks and work process.
 Overtime hours: Overtime work means all hours of work in excess of 8 hours in a day
or 40 hours in a week which are officially ordered in advance.
Extra salary is given to the workers for the overtime duty. Either they might be given
money or holiday based on the need of the worker.
CHAPTER-5
DATA ANALYSIS & INTERPRETATION
DATA ANALYSIS & INTERPRETATION
1. TABLE FOR THE TENURE OF EMPLOYEES WORKING IN BRANDIX

APPAREL LIMITED
S.NO NO. OF NO. OF RESPONDENTS PERCENTAGE

YEARS
1. 0-2 years 40 36
2. 2-4 years 17 15
3. 4-6 years 20 18
4. more than 6 35 31
years
Total 112 100
INTERPRETATION:
From the above table it is inferred that

36% employees working tenure in Brandix is 0-2 years.
15% employees working tenure working in Brandix is 2-4 years.
18% employees working tenure in Brandix is 4-6 years.
31% employees working tenure in Brandix is more than 6 years.
 GRAPH REPRESENTNG THE TENURE OF EMPLOYEES WORKING IN
BRANDIX APPAREL LIMITED
45
40
35
30
25
NO. OF RESPONDANTS
20
PERCENTAGE
15
10
0
0-2 years 2-4 years 4-6 years more than 6
years
2. TABLE FOR THE AWARENESS LEVEL WITH RESPECT TO THE WELFARE
MEASURE PROVIDED BY BRANDIX APPAREL LTD.
S.NO RATE OF NO. OF PERCENTAGE

AWARENESS RESPONDANTS
1. Highly aware 31 28
2. Aware 47 42
3. Moderately aware 29 26
4. unaware 5 4
Total 112 100
INTERPRETATION:
From the table it is understood that

28% employees are highly aware of welfare measures provided by Brandix Apparel Ltd.
42% employees are aware of welfare measures provided by Brandix Apparel Ltd.
26% employees are moderately aware of welfare measures provided by Brandix Apparel Ltd.
4% employees are unaware of welfare measures provided by Brandix Apparel Ltd.
 DIAGRAM FOR THE AWARENESS LEVELS WITH RESPECT TO THE

WELFARE MEASURE PROVIDED BY BRANDIX APPAREL LTD.
Awareness Levels
4%
4%
28%
26% 28%
26% Highly aware
Aware
Moderately aware
unaware
42%
42%
3. TABLE FOR THE SATSFACTION LEVEL TOWARDS WORK SCHEDULES IN

S.NO SATISFACTION NO. OF PERCENTAGE
LEVELS RESPONDENTS
1. Highly Satisfied 17 15
2. Satisfied 37 33
3. Neither satisfied 48 43
nor dissatisfied
4. Dissatisfied 10 9
5. Highly 0 0
Dissatisfied
Total 112 100
INTERPRETATION:
From the above table it is understood that

15% employees are highly satisfied with the work schedules in Brandix Apparel Ltd
33% employees are satisfied with the work schedules in Brandix Apparel Ltd
43% employees are neither satisfied nor dissatisfied with the work schedules in Brandix Apparel
Ltd
9% employees are dissatisfied with the work schedules in Brandix Apparel Ltd
No employees are highly dissatisfied with the work schedules in Brandix Apparel Ltd
 GRAPH FOR THE SATSFACTION LEVEL TOWARDS WORK SCHEDULES IN

60
50
40
30
NO. OF RESPONDENTS
20 PERCENTAGE
10
0
Highly Satisfied Neither Dissatisfied Highly
Satisfied satisfied nor Dissatisfied
dissatisfied
4. TABLE FOR THE SATSFACTION LEVEL TOWARDS BONUS IN BRANDIX

APPAREL LIMITED
LEVELS RESPONDENTS
2. Satisfied 15 13
nor dissatisfied
5. Highly 35 31
Dissatisfied
Total 112 100
INTERPRETATION:

No employees are highly satisfied with the bonus in Brandix apparel Ltd.
13% employees are satisfied with the bonus in Brandix apparel Ltd.
11% employees are neither satisfied nor dissatisfied with the bonus in Brandix apparel Ltd.
45% employees are dissatisfied with the bonus in Brandix apparel Ltd.
31% employees are highly dissatisfied with the bonus in Brandix apparel Ltd.
 GRAPH FOR THE SATSFACTION LEVEL TOWARDS BONUS IN BRANDIX

APPAREL LIMITED
60
50
40
30
NO. OF RESPONDENTS
20 PERCENTAGE
10
0
dissatisfied
5. TABLE FOR THE SATSFACTION LEVEL TOWARDS EMPLOYEE

ASSISTANCE PROGRAMS IN BRANDIX APPAREL LIMITED

LEVELS RESPONDENTS
2. Satisfied 41 37
nor dissatisfied
5. Highly 10 8
Dissatisfied
Total 112 100
INTERPRETATION:
From the above table it is observed that

18% employees are highly satisfied with employee assistance programs in Brandix apparel Ltd.
37% employees are satisfied with employee assistance programs in Brandix apparel Ltd.
25% employees are neither satisfied nor dissatisfied with employee assistance programs in
Brandix apparel Ltd.
12% employees are dissatisfied with employee assistance programs in Brandix apparel Ltd.
8% employees are highly dissatisfied with employee assistance programs in Brandix apparel Ltd.
 GRAPH FOR THE SATSFACTION LEVEL TOWARDS EMPLOYEE

ASSISTANCE PROGRAMS IN BRANDIX APPAREL LIMITED
45
40
35
30
25
20 NO. OF RESPONDENTS
15 PERCENTAGE
10
0
dissatisfied
6. TABLE FOR THE SATSFACTION LEVEL TOWARDS MEDI-CLAIM

INSURANCE SCHEME IN BRANDIX APPAREL LIMITED

LEVELS RESPONDENTS
2. Satisfied 26 23
nor dissatisfied
5. Highly 10 9
Dissatisfied
Total 112 100
INTERPRETATION:

32% employees are highly satisfied with the medi-claim insurance scheme in Brandix
apparel Ltd
23% employees are satisfied with the medi-claim insurance scheme in Brandix apparel Ltd
27% of the respondents are neither satisfied nor dissatisfied with the medi-claim insurance
scheme in Brandix apparel Ltd
9% employees are dissatisfied with the medi-claim insurance scheme in Brandix apparel Ltd
9% employees are highly dissatisfied with the medi-claim insurance scheme in Brandix
apparel Ltd
 GRAPH FOR THE SATSFACTION LEVEL TOWARDS MEDI-CLAIM

INSURANCE SCHEME IN BRANDIX APPAREL LIMITED
40
35
30
25
20
NO. OF RESPONDENTS
15 PERCENTAGE
10
0
dissatisfied
7. TABLE FOR THE SATSFACTION LEVEL TOWARDS MARRIAGE GIFT

SCHEME IN BRANDIX APPAREL LIMITED

LEVELS RESPONDENTS
2. Satisfied 52 46
nor dissatisfied
4. Dissatisfied 0 0
5. Highly 0 0
Dissatisfied
Total 112 100
INTERPRETATION:

38% employees are highly satisfied with the Marriage gift scheme provided by Brandix apparel
Ltd.
Ltd
Ltd
No employees are either dissatisfied or highly dissatisfied with the Marriage gift scheme
provided by Brandix apparel Ltd
 GRAPH FOR THE SATSFACTION LEVEL TOWARDS MARRIAGE GIFT

SCHEME IN BRANDIX APPAREL LIMITED
60
50
40
30
NO. OF RESPONDENTS
20 PERCENTAGE
10
0
dissatisfied
8. TABLE FOR THE SATSFACTION LEVEL TOWARDS MATERNITY LEAVE

FACILITY PROVIDED BY BRANDIX APPAREL LIMITED

LEVELS RESPONDENTS
2. Satisfied 45 40
nor dissatisfied
5. Highly 0 0
Dissatisfied
Total 112 100
INTERPRETATION:

30% employees are highly satisfied with the Maternity leave facility provided by brandix apparel
Ltd
40% employees are satisfied with the Maternity leave facility provided by brandix apparel Ltd
18% employees are neither satisfied nor dissatisfied with the Maternity leave facility provided by
brandix apparel Ltd
12% employees are dissatisfied with the Maternity leave facility provided by brandix apparel Ltd
No employees are highly dissatisfied with the Maternity leave facility provided by brandix
apparel Ltd
 GRAPH FOR THE SATSFACTION LEVEL TOWARDS MATERNITY LEAVE

FACILITY PROVIDED BY BRANDIX APPAREL LIMITED
50
45
40
35
30
25
NO. OF RESPONDENTS
20
PERCENTAGE
15
10
5
0
dissatisfied
9. TABLE FOR THE SATSFACTION LEVEL TOWARDS FIRST BABY GIFT

SCHEME PROVIDED BY BRANDIX APPAREL LIMITED

LEVELS RESPONDENTS
2. Satisfied 52 47
nor dissatisfied
4. Dissatisfied 8 7
5. Highly 6 5
Dissatisfied
Total 112 100
INTERPRETATION:

9% employees are highly satisfied with first baby gift scheme provided by Brandix apparel Ltd.
47% employees are satisfied with first baby gift scheme provided by Brandix apparel Ltd.
32% employees are neither satisfied nor dissatisfied with first baby gift scheme provided by
7% employees are dissatisfied with first baby gift scheme provided by Brandix apparel Ltd.
5% employees are highly dissatisfied with first baby gift scheme provided by Brandix apparel
Ltd.
 GRAPH FOR THE SATSFACTION LEVEL TOWARDS FIRST BABY GIFT

60
50
40
30
NO. OF RESPONDENTS
20 PERCENTAGE
10
0
dissatisfied
10. TABLE FOR THE SATSFACTION LEVEL TOWARDS SCHOLARSHIP


LEVELS RESPONDENTS
2. Satisfied 60 54
nor dissatisfied
5. Highly 0 0
Dissatisfied
Total 112 100
INTERPRETATION:

7% employees are highly satisfied with the scholarship scheme provided by Brandix apparel Ltd.
54% employees are satisfied with the scholarship scheme provided by Brandix apparel Ltd.
29% employees are neither satisfied nor dissatisfied with the scholarship scheme provided by
10% employees are dissatisfied with the scholarship scheme provided by Brandix apparel Ltd.
No employees are highly dissatisfied with the scholarship scheme provided by Brandix apparel
Ltd.
 GRAPH FOR THE SATSFACTION LEVEL TOWARDS SCHOLARSHIP

70
60
50
40
PERCENTAGE
20
10
0
dissatisfied
11. TABLE FOR THE SATSFACTION LEVEL TOWARDS EMPLOYEE

REFFERAL SCHEME PROVIDED BY BRANDIX APPAREL LIMITED

LEVELS RESPONDENTS
2. Satisfied 21 18
nor dissatisfied
5. Highly 19 17
Dissatisfied
Total 112 100
INTERPRETATION:

8% employees are highly satisfied with the Employee referral scheme provided by Brandix
Apparel Ltd.
18% employees are satisfied with the Employee referral scheme provided by Brandix
Apparel Ltd.
36% employees are neither satisfied nor dissatisfied with the Employee referral scheme
provided by Brandix Apparel Ltd.
21% employees are dissatisfied with the Employee referral scheme provided by Brandix
Apparel Ltd.
17% employees are highly dissatisfied with the Employee referral scheme provided by
Brandix Apparel Ltd.
 GRAPH FOR THE SATSFACTION LEVEL TOWARDS EMPLOYEE

REFFERAL SCHEME PROVIDED BY BRANDIX APPAREL LIMITED
45
40
35
30
25
15 PERCENTAGE
10
0
dissatisfied
12. TABLE FOR THE SATSFACTION LEVEL TOWARDS HARRASMENT

POLICY PROVIDED BY BRANDIX APPAREL LIMITED

LEVELS RESPONDENTS
2. Satisfied 26 23
nor dissatisfied
5. Highly 6 5
Dissatisfied
Total 112 100
INTERPRETATION:

11% employees are highly satisfied with the harassment policy provided by Brandix apparel
Ltd.
23% employees are satisfied with the harassment policy provided by Brandix apparel Ltd.
32% employees are neither satisfied nor dissatisfied with the harassment policy provided by
29% employees are dissatisfied with the harassment policy provided by Brandix apparel Ltd.
5% employees are highly dissatisfied with the harassment policy provided by Brandix
apparel Ltd.
 GRAPH FOR THE SATSFACTION LEVEL TOWARDS HARRASMENT

POLICY PROVIDED BY BRANDIX APPAREL LIMITED
40
35
30
25
20
NO. OF RESPONDENTS
15 PERCENTAGE
10
0
dissatisfied
4.1. EMPLOYEE RESPONSE TOWARDS WORK SCHEDULES INFLUENCING

THEIR MOTIVATION LEVELS

MOTIVATION RESPONDENTS
LEVELS
1. 5-Highest 30 28
2. 4-Second highest 36 32
3. 3-Moderate 22 20
4. 2-Second lowest 13 12
5. 1-Lowest 11 10
Total 112 100
INTERPRETATION:
The above table reflects the employee motivation level being influenced by changing
work schedules. 28% employees opined that work schedules effect their motivation level
to the highest, where as a majority of 32% felt that their levels would be influenced to the
second highest. About 20% expressed that work schedules would effects their motivation
to just a moderate level. And about 12% and 10% of employees view that these
schedules would have not much effect on their motivation.
WORK SCHEDULES
10%
27%
11% 5-Highest
4-Second highest
3-Moderate
2-Second lowest
20%
1-Lowest
32%
4.2. EMPLOYEE RESPONSE TOWARDS PROVIDING BONUS INFLUENCING
THEIR MOTIVATION LEVELS
LEVELS
1. 5-Highest 43 38
3. 3-Moderate 23 21
5. 1-Lowest 2 1
Total 112 100
INTERPRETATION:
The above table observed the employee motivation level being influenced by providing
Bonus. Majority of 38% employees opined that providing Bonus effect their motivation
level to the highest, where as 27% felt that their levels would be influenced to the second
highest. About 21% expressed that providing bonus would effects their motivation to just
a moderate level. And about 13% and 1% of employees view that these Bonus would
have not much effect on their motivation.
NO. OF RESPONDENTS
2%
12%
38% 5-Highest
4-Second highest
21% 3-Moderate
2-Second lowest
1-Lowest
27%
4.3. EMPLOYEE RESPONSE TOWARDS EMPLOYEE ASSISTANCE

PROGRAMS INFLUENCING THEIR MOTIVATION LEVELS
LEVELS
1. 5-Highest 31 28
3. 3-Moderate 36 32
5. 1-Lowest 0 0
Total 112 100
INTERPRETATION:
The above table determine the employee motivation level being influenced by Employee
assistance programs. 28% employees opined that employee assistance programs effect
their motivation level to the highest, where as a majority of 40% felt that their levels
would be influenced to the second highest. About 32% expressed that Employee
assistance programs would effects their motivation to just a moderate level. And no
employee opined that employee assistance programs does not effect on employee
motivation.
EMPLOYEE ASSISTANCE PROGRAMS

0% 0%
28%
32%
5-Highest
4-Second highest
3-Moderate
2-Second lowest
1-Lowest
40%
4.4. EMPLOYEE RESPONSE TOWARDS MEDI-CLAIM INSURANCE SCHEME
INFLUENCING THEIR MOTIVATION SKILLS
LEVELS
1. 5-Highest 49 44
3. 3-Moderate 17 15
5. 1-Lowest 0 0
Total 112 100
INTERPRETATION:
The above table inferred the employee motivation level being influenced by Medi-claim
insurance scheme. Majority of 44% employees opined that Medi-claim insurance scheme
effect their motivation level to the highest, where as 32% felt that their levels would be
influenced to the second highest. About 15% expressed that Medi-claim insurance
scheme would effects their motivation to just a moderate level. And 9% employees
opined that Medi-claim insurance scheme does not effect on employee motivation.
MEDI-CLAIM INSURANCE SCHEME
0%
9%
5-Highest
15%
44% 4-Second highest
3-Moderate
2-Second lowest
1-Lowest
32%
4.5. EMPLOYEE RESPONSE TOWARDS MARRIAGE GIFT SCHEME

INFLUENCING THEIR MOTIVATION LEVELS
LEVELS
1. 5-Highest 21 19
3. 3-Moderate 37 33
5. 1-Lowest 10 9
Total 112 100
INTERPRETATION:
The above table observed the employee motivation level being influenced by Marriage
gift scheme. 19% employees opined that Marriage gift scheme effect their motivation
level to the highest, where as 17% felt that their levels would be influenced to the second
highest. About a majority of 33% expressed that Marriage gift scheme would effects
their motivation to just a moderate level. And 22% and 9% employees opined that
Mariage gift scheme does not effect on employee motivation.
MARRIAGE GIFT SCHEME
9%
19%
5-Highest
22%
4-Second highest
3-Moderate
17%
2-Second lowest
1-Lowest
33%
4.6. EMPLOYEE RESPONSE TOWARDS MATERNITY LEAVE FACILITY

LEVELS
1. 5-Highest 32 29
3. 3-Moderate 25 22
5. 1-Lowest 10 9
Total 112 100
INTERPRETATION:
The above table shows the employee motivation level being influenced by Maternity
leave facility. 29% employees opined that Maternity leave facility effect their motivation
level to the highest, where as the majority of 32% felt that their levels would be
influenced to the second highest. About 22% expressed that Maternity leave facility
would effects their motivation to just a moderate level. And 8% and 9% employees
opined that Maternity leave facility does not effect on employee motivation.
MATERNITY LEAVE FACILITY
9%
8%
29% 5-Highest
4-Second highest
3-Moderate
22% 2-Second lowest
1-Lowest
32%
4.7. EMPLOYEE RESPONSE TOWARDS FIRST BABY GIFT SCHEME

LEVELS
1. 5-Highest 46 41
3. 3-Moderate 30 27
5. 1-Lowest 0 0
Total 112 100
INTERPRETATION:
The above table shows the employee motivation level being influenced by First baby gift
scheme. Majority of 41% employees opined that First baby gift scheme effect their
motivation level to the highest, where as 32% felt that their levels would be influenced to
the second highest. About 27% expressed that First baby scheme would effects their
motivation to just a moderate level. And no employees opined that First baby gift scheme
does not effect on employee motivation.
FIRST BABY GIFT SCHEME

0% 0%
27%
5-Highest
41% 4-Second highest
3-Moderate
2-Second lowest
1-Lowest
32%
4.8. EMPLOYEE RESPONSE TOWARDS SCHOLARSHIP SCHEME

LEVELS
1. 5-Highest 40 36
3. 3-Moderate 10 9
5. 1-Lowest 5 4
Total 112 100
INTERPRETATION:
The above table shows the employee motivation level being influenced by Scholarship
scheme. 36% employees opined that Scholarship scheme effect their motivation level to
the highest, where as majority of 45% felt that their levels would be influenced to the
second highest. About 9% expressed that Scholarship scheme would effects their
motivation to just a moderate level. And 6% and 4% employees opined that Scholarship
scheme does not effect on employee motivation.
SCHOLARSHIP SCHEME
4%
6%
9% 5-Highest
36%
4-Second highest
3-Moderate
2-Second lowest
1-Lowest
45%
4.9. EMPLOYEE RESPONSE TOWARDS EMPLOYEE REFFERAL SCHEME

LEVELS
1. 5-Highest 20 18
3. 3-Moderate 18 16
5. 1-Lowest 36 32
Total 112 100
INTERPRETATION:
The above table shows the employee motivation level being influenced by Employee
referral scheme. 18% employees opined that Employee referral scheme effect their
motivation level to the highest, where as 14% felt that their levels would be influenced to
the second highest. About 16% expressed that Employee referral scheme would effects
their motivation to just a moderate level. And majority of 20% and 32% employees
opined that Employee referral scheme does not effect on employee motivation.
EMPLOYEE REFFERAL SCHEME
18%
32% 5-Highest
4-Second highest
14% 3-Moderate
2-Second lowest
1-Lowest
20% 16%
4.10. EMPLOYEE RESPONSE TOWARDS HARASSEMENT POLICY
LEVELS
1. 5-Highest 10 9
3. 3-Moderate 20 18
5. 1-Lowest 32 28
Total 112 100
INTERPRETATION:
The above table shows the employee motivation level being influenced by Harassment
policy. 9% employees opined that Harassment policy effect their motivation level to the
highest, where as 10% felt that their levels would be influenced to the second highest.
About 18% expressed that Harassment policy would effects their motivation to just a
moderate level. And majority of 35% and 28% employees opined that Harassment policy
does not effect on employee motivation.
HARRASEMENT POLICY
9%
28% 10%
5-Highest
4-Second highest
3-Moderate
18%
2-Second lowest
1-Lowest
35%
. 5. EMPLOYEE OPINION WHETHER ANY WELFARE PROVISIONS HAVE BEEN

GIVEN TO THE TRAINEES
S.NO OPINION NO. OF RESPONDENTS PERCENTAGE
1. YES 36 32
2. NO 76 68
TOTAL 112 100
INTERPRETATION:
From the above table it is inferred that 36% employees opined that the
welfare provisions have been given to the trainees.
And 68% employees felt that no such welfare provisions were given to the trainees.
80
70
60
50
PERCENTAGE
30
20
10
0
YES NO
6. Do you like to suggest any other welfare activity (that is not available) to your
management that would influence your motivation and performance to the highest level?
a.___loans, parties and picnics_____________
b.___Yoga centres, free gym membership, fitness classes, social gatherings._____________

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A STUDY ON EMPLOYEE WELFARE MEASURES

With special reference to

BRANDIX APPAREL INDIA , VISAKHAPATNAM

JAYANTHI LAKSHMI SAMYUKTHA

MASTER OF BUSINESS ADMINISTRATION

GODAVARI INSTITUTE OF ENGINEERING & TECHNOLOGY

DEPARTMENT OF MANAGEMENT STUDIES

“A STUDY ON EMPLOYEE WELFARE MEASURES”

Masters of Business Administration

Place: Rajahmahendravaram J.L.SAMYUKTHA

Employee welfare includes monitoring of working conditions, creation of industrial

Labour welfare has the following objectives:

The basic features of labour welfare measures are as follows:

Employee welfare measures increase the productivity of organization and promote

 To suggest improvements if any, in the existing welfare provisions and to recommend

Research is a systematic method of finding solutions to problems. It is essentially an

 The study is confined to the employees of BRANDIX APPAREL COMPANY only.

 The sample size is restricted to only 112 employees.

 Time constraint is the major limitation in this study.

 Confidentiality matter restricts for an in depth study.

STRENGTHS OF THE INDIAN TEXTILE INDUSTRY:

WEAKNESSES OF INDIAN TEXTILE INDUSTRY:

OUT LOOK FOR INDIAN TEXTILE INDUSTRY:

BRANDIX APPAREL INDIA PROFILE:

Brandix Lanka Ltd

BRANDIX Apparel ltd is one of the leading apparel manufacturing companies

BRANDIX APPAREL INDIA CITY (BIAC)

BRANDIX APPAREL INDIA

1972- Established Lux Shirts (Pvt.) Ltd.

GOTS (Global Organic Textile Standard):

The Brandix Apparel City is located near ATCHUTAPURAM Mandal which is 45

“Welfare is a broad concept referring to a state of living of an individual or a group, in a

STATUTORY WELFARE SCHEMES:

NON STATUTORY SCHEMES

BENEFITS OF WELFARE SERVICES

NON-STATUTORY WELFARE MEASURES PROVIDED BY BAI

1. TABLE FOR THE TENURE OF EMPLOYEES WORKING IN BRANDIX

S.NO NO. OF NO. OF RESPONDENTS PERCENTAGE

From the above table it is inferred that

S.NO RATE OF NO. OF PERCENTAGE

From the table it is understood that

 DIAGRAM FOR THE AWARENESS LEVELS WITH RESPECT TO THE

3. TABLE FOR THE SATSFACTION LEVEL TOWARDS WORK SCHEDULES IN

From the above table it is understood that

 GRAPH FOR THE SATSFACTION LEVEL TOWARDS WORK SCHEDULES IN

4. TABLE FOR THE SATSFACTION LEVEL TOWARDS BONUS IN BRANDIX

From the above table it is inferred that

 GRAPH FOR THE SATSFACTION LEVEL TOWARDS BONUS IN BRANDIX

5. TABLE FOR THE SATSFACTION LEVEL TOWARDS EMPLOYEE

S.NO SATISFACTION NO. OF PERCENTAGE

From the above table it is observed that

 GRAPH FOR THE SATSFACTION LEVEL TOWARDS EMPLOYEE

6. TABLE FOR THE SATSFACTION LEVEL TOWARDS MEDI-CLAIM

S.NO SATISFACTION NO. OF PERCENTAGE

From the above table it is understood that

 GRAPH FOR THE SATSFACTION LEVEL TOWARDS MEDI-CLAIM

7. TABLE FOR THE SATSFACTION LEVEL TOWARDS MARRIAGE GIFT

S.NO SATISFACTION NO. OF PERCENTAGE

From the above table it is observed that

 GRAPH FOR THE SATSFACTION LEVEL TOWARDS MARRIAGE GIFT

8. TABLE FOR THE SATSFACTION LEVEL TOWARDS MATERNITY LEAVE

S.NO SATISFACTION NO. OF PERCENTAGE

From the above table it is inferred that