1.

INTRODUCTION
1.1 INTRODUCTION
An Organisation is a social arrangement which pursues collective goals, which controls its own
performance, and which has a body separating it from the environment. It is an association formed
by a group of people who see that there are benefits available from working together towards a
same goal.

Organisation Study is the examination of how individuals construct Organisational structures,

processes, and practices and how these shape social relations. It comprises of different areas that
deal with the different aspects of the Organisation, many of the approaches are functional areas of
the Organisation.

The Organisation Study refers to the study of Organisation as a whole and getting adequate
knowledge with various departments in the Organisation. The study was carried out at TELK,
Angamaly. TELK (Transformers and Electricals Kerala Limited) has been instrumental in
producing and setting up high voltage equipment in India. TELK started off as a technical and
financial collaboration between Government of Kerala and Hitachi of Japan, now It is a joint
venture between Government of Kerala and NTPC Limited. TELK manufactures extra high
voltage power transformers up to 315 MVA, 420 KV and other equipment like current
transformers, voltage transformers, transformer bushing, and tap changing gear.

1.2 OBJECTIVES OF THE STUDY

The following are the objectives of the study:

 To familiarize with the Organisation structure of TELK and its functioning.

 To familiarize with the different departments in the Organisation and their functions and
activities.
 To understand how information is used in Organisation for decision making at various
levels.

1
  To understand how the Organisation is beneficial to the society and support the
development of the country.

 To conduct a SWOT analysis of the Organisation.

1.3 SIGNIFICANCE OF THE STUDY

 To understand the functioning of the Organisation.

 To understand the authorities and responsibilities of different departments.
 To know the working condition of the Organisation.
 SWOT analysis of the Organisation.

1.4 PERIOD OF THE STUDY

The study was undertaken at TELK (Transformers and Electricals Kerala Limited), Angamaly
and the study was held from May 02, 2019 to May 31 2019.

1.5 LIMITATIONS OF THE STUDY

 There were difficulties in obtaining data from executives and managers due to their busy
work schedule.
 The company did not disclose some of their confidential data.
 The reliability of data used for study depends upon the company’s reports website and the
information given by the executives.
 An in-depth study of the company could not be carried out due to shortage of time as it
lasted for about 30 days.
 The attitudes and behavior of the employees could not be measured accurately.

2
2. INDUSTRY AND COMPANY PROFILE

2.1 INDUSTRY PROFILE

2.1.1 TRANSFORMER
A transformer is a device that is used to either raise or lower voltages and currents in an electrical
circuit. It is a static electrical device that transfers electrical energy between two or more circuits.
A varying current in one coil of the transformer produces a varying magnetic flux, which, in turn,
induces a varying electromotive force across a second coil wound around the same core. Electrical
energy can be transferred between the two coils, without a metallic connection between the two
circuits. Transformers are used for increasing or decreasing the alternating voltages in electric
power applications. It transfers power from one circuit to another through electromagnetic
induction. The power transfer is accompanied without frequency change.

Various specific electrical application designs require a variety of transformer types. Although
they all share the basic characteristic transformer principles, they are customized in construction
or electrical properties for certain installation requirements or circuit conditions.

2.1.2 USES AND APPLICATIONS OF TRANSFORMERS

 It is used to step up or step down the level of voltage and current while power is same.

 It can rise and lower the level of voltage or current (when voltage increases and current
decreases and vice versa because P=V*I) in an AC circuit.

 It can increase or decrease the value of capacitor, an inductor or resistance. It can thus act
as an impedance transferring device.

 It can isolate two circuits electrically.

 It can be used to prevent DC from passing from one circuit to the other.

3
  One of the major uses of Transformers is for controlling the power of alternating current
which helps in increasing efficiency and ultimately lowering the electricity bills.

 The presence of a transformer in a circuit breaker can help in starting and stopping the flow
of current with the help of a switch and hence, protect from any damage due to a high
voltage current.

 During steel manufacturing process, high currents are required for melting and welding of
steel and lower currents are required for cooling. Transformers provide a well regulated
current during all these processes.

 Transformers are also used for battery charging process. The voltage has to be controlled
properly for not causing any damage to internal battery components which can be done
only with the help of a transformer.

2.1.3 GLOBAL SCENARIO OF TRANSFORMERS INDUSTRY

Companies in this industry manufacture power, distribution, and specialty transformers. Major
companies include ABB (Switzerland), General Electric (US), Mitsubishi Electric (Japan),
Siemens (Germany), Schneider Electric (France), and TBEA (China).

The global transformer market is expected to experience compound annual growth of 6.5% and
reach $80 billion by 2024, according to Global Market Insights. Leading countries for transformer
manufacturing include China, France, Germany, Japan, and the US. amid rising electricity demand
and infrastructure investment, the Asia/Pacific region, Africa, and the Middle East are expected to
be key markets for the industry through 2024. The US transformer manufacturing industry includes
about 250 establishments (single-location companies and units of multi-location companies) with
combined annual revenue of about $5 billion.

Demand is driven by construction spending and industrial production. The profitability of

individual companies depends on efficient manufacturing and economies of scale in purchasing.
Large companies compete by offering a variety of transformer products to utilities and industrial

4
customers. Small companies can compete by offering innovative, niche products to industrial and
consumer product customers. The US industry is highly concentrated: the 50 largest companies
account for nearly 90% of industry revenue.

Imports, primarily from Mexico, Canada, South Korea, and China, account for about 35% of the
US market. About 10% of US production is exported, chiefly to Canada and Mexico.

2.1.4 PRESENT SCENARIO OF TRANSFORMERS INDUSTRY IN INDIA

The Indian transformer industry has since its establishment grown considerably. Transformer
manufacturers have also matured and demonstrated noteworthy technological advancements in
recent years by developing transformers up to 1,200 KV ratings, the highest capacity power
transmission system voltage in the world. Today, India’s domestic transformer market is valued at
Rs 14,000 crore. As there is a demand upswing for reliable power in the country, the transformers
market is witnessing a growth trend.

The transformer industry which had more than doubled its capacity over the past years anticipating
huge domestic and overseas demand was witnessing the situation of overcapacity. However, with
a shift in the government’s focus to strengthen the power transmission and distribution system has
unleashed abundant opportunities for the transformer market.

The industry has been going through technological evolution and now the focus is on raising
energy efficiency, to fight climate change. Indian Transformer Manufacturers Association (ITMA)
has been working with the government to usher in technological changes and globally acceptable
energy efficiency norms.

The Indian transformer industry has been stagnant over the past 1-2 years due to slowdown in
projects both in the power transmission and distribution sectors. In addition, ambiguity around
GST rates for capital goods products has added further to the business slowdown. It has also been
observed that the number of projects, especially in the transmission sector which have been
initiated have been put on hold due to delay in approvals and lack of funds.

5
Presently the government is taking major steps to strengthen the power transmission and
distribution network. Both power as well as distribution network is getting strengthened all across
the country. The government initiatives like DDUGJY (for rural India), IPDS and FDI in power
industry are few growth drivers in the industry. Further, the government has projected an
investment of INR 146,000 crore in the country’s transmission sector by FY 2019 which is bound
to result in giving boost to demand for transformers. Most importantly government has undertaken
imitativeness such as UDAY for financial turn-around of power distribution companies who are
one of the main end users for the industry.

Infrastructure segment (especially Metro Rail Projects) are witnessing increase in demand for
distribution transformers and increased government spending in this segment is set to drive
demand in future.

In spite of the recent slowdown, that the Indian transformer industry will benefit from the strong
demand expected from government programs and investments that support the growth of the
Transformer Industry by providing the growth drivers.

2.2 COMPANY PROFILE

2.2.1 HISTORY
The year was 1963. The Government of Kerala entered into a technical and financial collaboration
agreement with Hitachi Limited, Japan to set up a fully-fledged unit for designing and
manufacturing Extra High Voltage Electrical equipment in India. Christened Transformers and
Electricals Kerala Limited (TELK), the venture was to revolutionize the electric power equipment
field. Located at Angamaly, the southern most peninsula in the State of Kerala in India, the first
product rolled out from TELK in 1966. Starting off with power transformers, it later extended its
product range to Instrument Transformers, SF6 Gas Circuit Breakers, Shunt and Series Reactors,
Isolated Phase Bus Ducts, Tap Changers etc. TELK gave India, its first

6
400KV Class Transformer, First 315MVA Auto Transformer and Generator Transformer for
India's first 500MW Thermal Unit.

TELK, an ISO 9001 certified company since 1995, has been a pride of the State of Kerala. The
fruitful collaboration with global power giant Hitachi Ltd., Japan has enabled TELK to carve out
a preeminent niche in the manufacture of EHV equipment and establish itself as a quality supplier
in the transformer industry. TELK carries the quality image and ethos of Hitachi, Japan. This could
help the Company to establish a brand image of its own. TELK is a synonym for quality in the
EHV power field in India and at TELK, quality is a way of life. TELK is an approved high quality
supplier to all power utilities in India and many prestigious utilities abroad.

At TELK, quality checks are mandatory at each phase of production. TELK’s testing department
is equipped with a multitude of sophisticated testing equipment apart from NABL accreditation
for our Transformer Testing Lab w.e.f. 06.06.2011. Every product of TELK goes through stringent
quality tests before reaching the customer. Being one of the first Indo-Japanese ventures in the
Country, TELK has imbibed ‘Total Quality’ concepts.

TELK realizes that customers are their strength and thus service to customers is of highest priority
to TELK. Recognizing the importance of customer service, TELK has set up an exclusive division
catering to the timely repair, maintenance, monitoring and servicing of transformers and other vital
installations.

TELK first exported its products to Tanzania in 1972 by supplying two 50 MVA, 132 KV
Transformers. In the 1990s TELK revamped its export activities and exported transformers to the
Sultanate of Oman and 330 KV Gas Circuit Breakers to Nigeria in 1994. This was followed by a
number of export contracts executed to various countries such as Indonesia, Malaysia, Nigeria,
Mauritius, Singapore, Nepal, and Bangladesh etc. A milestone in TELK’s export operations was
an order from M/s DUKE FLOUR DANIEL, USA, in 1997, for the supply of 11 power
transformers of capacity ranging from 50 MVA to 100 MVA.

7
A new era in TELK’s history has been ushered in the year 2007, when TELK entered into a
Business Collaboration & Shareholders’ Agreement with M/s. NTPC Limited, the largest Power
Utility in India. This has paved the way for TELK to augment its efforts for higher orbit of success
and growth. By joining hands with NTPC, a Maharatna Company, TELK will be able to attain the
path of high growth and will be able to beat competition in the Industry in the highly challenging
industrial scenario. By joining a Central PSU which is the principal Power Generation Company
in the Country, the demand in the power sector can be tapped to the maximum. TELK is aiming
for a prosperous future in the wake of the Joint Venture between Government of Kerala and NTPC
Limited and soon will have access to 765KV Class technology and thus will have the right
environment to achieve higher turnover and profits. With the reforms in the power sector
imminent, TELK is gearing up to face the challenges and opportunities that the market will throw
up.

2.2.2 VISION

Best among India's equipment manufactures with an increased share in global market

2.2.3 MISSION

Achieve market leadership and generate surplus to ensure growth by providing quality products
and services that delight customers.

8
2.2.4 MILESTONES
 1963

Year of Incorporation

Technical & financial Collaboration with M/s Hitachi Ltd, Japan

 1966

Supplied & installed First Power Transformer (4 MVA, 66/11 KV) to KSEB

 1972

Entered into International Business at first and exported 2 Nos. 50MVA Power
Transformer to Tanzania

 1978

Installed first 400 KV Class Power Transformers & CTs

4 X 83.3 MVA 420/220 KV Single phase Tie Transformers to Slapper, BCB

(BBMB). 10x60 MVA, 420/11 KV Generator transformers to Slapper, BCB (BBMB)

4 X 150 MVA 420/220KV single phase Auto transformers to Panipat Substation, BCB
(BBMB)

 1982

Installed 600 MVA (3 X Single Phase Bank) for India's first 500 MW, 220KV Thermal
Power Station at Trombay for TATA

 1998

Sub Divided 190MVA 3 Phase Transformer for APSEB for their Sreesailam project

 2003

Installed Largest Capacity Generator Transformer in India

9
 630MVA Transformers (3 x Single phase Bank) India’s first 400KV, 500MW
Nuclear Power Station at Tarapur in 2003

 2009

Became a Joint Venture of Govt. of Kerala & NTPC Limited

 2010

TELK has become the first Power equipment manufacturer in who have conducted short
circuit Test on 315MVA, 400/220/33KV Transformer having 1425 KVp Basic Insulation
Level, at KEMA Netherlands with first attempt.

2.2.5 BOARD OF DIRECTORS

1 CHAIRMAN Shri. N. C. Mohanan

2 MANAGING DIRECTOR Shri. Prasad B.
3 PART- TIME DIRECTORS Shri. Prasant Kumar Mohapatra
Shri. D.K. Dubey
4 DIRECTORS Shri. Shibu A.S
Shri. K.K. Ramachandran
Smt. P. Vijayakumari
Shri. Mammen J.

10
2.2.6 PRODUCT PROFILE

Power transformers

TELK design and manufacture every single transformer project according to individual customer
requirements such as voltage, power system parameters, location geography, system disturbance
level and many more including National / international standards. The company manufactures
transformers as per the Japanese technology. The range of power transformers offered is from
20MVA to 315 MVA (3 phase) / 825 MVA (Single phase bank). The products manufactured are
according to IEC, ANSI, IS, BS and other international standards.

Current transformers

A current transformer (CT) is a type of transformer that is used to measure alternating current
(AC). TELK started manufacture of current transformers from 1968 in collaboration with Hitachi
Ltd. These transformers are hermetically sealed, oil impregnated, paper insulated and oil filled
outdoor type current transformers up to 400 KV. The winding and insulation of 400 KV current
transformers are carried out in a humidity controlled, dust free atmosphere. TELK has supplied
many transformers to various state electricity boards, Organisations and other utilities.

Voltage transformers

Voltage transformers (VT), also known as potential transformers (PT), are a parallel connected
type of instrument transformer, used for metering and protection in high-voltage circuits or phasor
phase shift isolation. TELK manufactures hermetically sealed, oil impregnated, paper insulated,
oil filled, and porcelain type outdoor electromagnetic potential transformers up to 245 KV.

11
Transformer bushings

A transformer bushing is an insulated device that allows an electrical conductor to pass safely
through a grounded conducting barrier. TELK was the first Indian company to manufacture 420

KV oil impregnated paper condenser bushings in the year 1970. Transformers manufactured by
TELK, are fitted with their own make bushings and bushings are also being sold to other
transformer manufacturers.

Tap Changing Gear

Manufactured mainly for TELK make transformers, these are also being sold to other transformer
manufacturers in India. Various types of On Load & Off Load Tap changers are offered to suit the
number of taps, current rating, step voltage and number of poles. On Load Tap Changers are
resistor transition equipment which are used to vary the ratio of oil immersed transformers under
load. In general, they are designed for network transformers as well as industrial transformer
applications. Tap changers are designed such that power flow can be handled in either direction at
full rated current.

2.2.7 DOMESTIC BUSINESS

A sweeping glance at TELK’s prestigious clientele in India will provide a clear view of the
corporate’s achievements in the domestic field. It consists of National Thermal Power Corporation
Ltd, Nuclear Power Corporation of India Ltd, Power Grid Corporation of India Ltd, Damodar
Valley Corporation, Nyveli Lignite Corporation, Bhakra Beas Management Board, Tata Electric
Company, Torrent Power Ltd etc. along with all the State Electricity Boards and many major
industrial firms in India.

12
Customers of TELK in India

 Nuclear Power Corporation of India Limited (NPCIL)

 National Thermal Power Corporation of India Ltd. (NTPC)

 Power Grid Corporation of India Limited (PGCIL)

 National Hydro Electric Power Corporation (NHPC)

 All State Electricity Boards

 TATA Power Company

 Reliance Energy Limited

 Siemens Limited

 Asia Brown Bovery Limited

 Larsen & Toubro Limited

 Damodar Valley Corporation

 Nyveli Lignite Corporation

 Torrent Power

 Lanco Infratech

 Indian Railways

 BGR Energy Systems Ltd.

International Customers of TELK (EXPORTS)

 Tanzania Electric Company

 Nepal Electricity Authority

13
 Ministry of Electricity & Water , Oman

 Ministry of Housing Electricity & Water SAOC(MHEW) Oman

 Oman Electricity Transmission Company SAOC(OETC) Oman

 Muscat Electricity Distribution Company SAOC (MEDC)Oman

 Dhofar Power Company SAOC (DPC) Oman

 Majan Electricity Company SAOC(MEC)Oman

 Mazoon Electricity Company SAOC Oman

 Perushan Umum Listric Negara Pusat (PLN) Indonesia

 Tanaga National Berhad (TNB), Malaysia

 Petroleum Development, Oman

 National Electric Power Authority(NEPA), Nigeria

 Central Electricity Board(CEB), Mauritius

 Duke Flour Daniel (DFD) Indonesia

 ABB, Sweden & Finland

 Hitachi Power Systems, Indonesia

 Hitachi, Singapore

 Bangladesh Power Development board, Bangladesh

 Larsen and Toubro LLC, Oman

 Bahwan Engineering Company, Oman

 Oman National Engineering & Investment Co., Oman

 Al Hassan Engineering Co., SAOG

14
2.2.8 ACHIEVEMENTS & AWARDS
3 1995- Accredited with ISO 9001-1994 certification

4 2009 - TELK won the awards instituted by Government of Kerala

5 Outstanding Achievement in Enterprise performance for the year 2008-09, among the state
owned enterprises under the department of industries and commerce.

6 Outstanding achievement in corporate leadership award for the best PSU CEO in 2008-
2009

7 2010 - TELK won award instituted by Government of Kerala for outstanding achievement
in corporate Leadership award for the best PSU CEO in 2010- 2011

8 2011- TELK Acquired NABL accreditation (ISO/IEC 17025:2005) for its Electrical Test
Laboratory.

9 2011- TELK obtained Export House status from Govt. of India

10 2012- TELK won Kerala safety award for very large factories in engineering category.

11 2017- Accredited with ISO9001:2015 Certification

15
3. ORGANISATIONAL STRUCTURE AND DIFFERENT
FUNCTIONAL DEPARTMENTS

3.1 ORGANISATIONAL STRUCTURE

An Organisation study means the formal and informal framework

of policies and rules within which an Organisation arranges line of authority, communications and

allocated rights and duties. A good Organisation structure will be helpful to the Organisation in

increasing its efficiency in operation and will also help in the optimum utilization of resources.

An Organisation structure is a description of the types of coordination used to organize the action

of individuals and departments that contribute to achieving a common aim. Many Organisations

have hierarchical structure, but not all. An Organisation can be structured in many different ways,

depending on their objectives. The structure of the Organisation will determine the modes in which

it operates and performs. Organisation structure allows the expressed allocation of responsibilities

for different functions and processes to different entities.

16
17
3.2 HUMAN RESOURCES DEPARTMENT

3.2.1 HUMAN RESOURCES DEPARTMENT STRUCTURE

Senior Manager

(Human Resource)

Manager

(Human Resource)

18
HUMAN RESOURCE DEPARTMENT
The success of any Organisation lies in its human resources. TELK has an effective and efficient,
fully fledged Human Resource Department. The company has separate Standing Orders for both
workmen and officers. The selection process of the employees is taking place through the public
service commission, employment exchange and open advertisement. After selecting the
employees, the Human Resource Department gives the proper training for the job.

3.2.2 HUMAN RESOURCE PLANNING

The Human Resource requirement of each department, to achieve the target is determined first.
Manpower requirements of production and administration departments are planned in such a way
to meet the future expansion and development of the company. The department prepares
manpower planning schedule every year. In TELK, future demand is usually accessed based on
the number of people likely to be retired. This year however some additions are also made along
with usual replacement.

3.2.3 THE AREAS COVERED UNDER THIS DEPARTMENT

1. Recruitment and Selection.

2. Induction, Training and Development.
3. Promotion.
4. Wages and Salary administration.
5. Time office.
6. Performance Appraisal
7. Health and Safety
8. Welfare Measures.
9. Employee Grievance.
10. Industrial Relations
11. Public Relations.

The department conducts training programs for the management Human Resources,
Technical Human Resources, supervising staff and the department heads.

19
3.2.3.1 RECRUITMENT AND SELECTION OF EMPLOYEES

Recruitment of employees is done through three sources

I. Through manpower recruitment firms (KITCO)

II. Employment exchange
III. Public service commission
IV. Through direct method i.e. through advertisement

Both managerial and non-managerial selection of employees are made through recruitment
agencies like KITCO and the mode of selection of employees include written test and interview.

Workmen required for production departments are recruited through employment exchange.

Human resource required for administration departments like office assistants, stenographers,
attendees, drivers etc. are recruited by the Kerala Public Service Commission as per the requisition
given by TELK.

Recruitment through newspaper advertisement is usually resorted for recruitment of Managerial

Human Resources. This system of recruitment is resorted to for the purpose of recruitment of
engineers, professional persons like Chartered Accountants, Cost and Works Accountants and
Statutory officers like Company Secretary, Safety Officers, and Welfare Officers etc.

Classification of Workmen-

a) Permanent
b) Probationary
c) Substitute
d) Apprentice
e) Temporary
f) Casual

3.2.3.2 INDUCTION, TRAINING AND DEVELOPMENT.

In TELK regular training program for newly recruited engineers and supervising Human
Resources. The company sponsors employees for undergoing training in management, engineering
and technology etc. Organized by well-established institutions and universities.

20
For the employees there are three type of training conducted by the company. There are-

I. Induction training – this type of training gives a general idea about the policies and procedure of
the company.

II. Orientation training – it helps in learning the specialties of the particular job.
III. On the job training – giving training while doing the job

TELK has a 7-10 days’ induction program during which the new employees are told about the
company, safety, quality policy, standing orders, rules and regulations, specific job locations and
duties etc. during induction period, new employees will be put in all jobs on a rotation basis. Then
new employees are evaluated based on their performances in doing different jobs and based on
that they are placed to different jobs. In the case of office employees and engineers, they are placed
directly based on the requirements of each department.

3.2.3.3 PROMOTION

Promotion is judged with reference to the date of occurrence of vacancy and not of appointment.
Where it is made on seniority-cum-merit basis, seniority adhere cannot confer promotion as matter
of right and one has to be found fit for promotion as a matter of right and one has a found fit for
it. Promotion as made according to the rank in the list.

The selection list shall be kept alive for one year and vacancies arising during that period shall be
filled by that list. Appointment on temporary ad-hoc bases shall not count for seniority. If two or
more persons are appointed to the same category at the same date, seniority will be determined
according to age.

3.2.3.4 WAGES AND SALARY ADMINISTRATION

1. PAYMENT STRUCTURE
Total payment is divided in to basic pay, DA, HRA, PF, ESI and other special allowances which
are fixed according to the experience and grade of the employee.

21
2. DEARNESS ALLOWANCE
The company will pay to all its regular workmen except the non-cadre workers dearness
allowance is at 4.85 per point 173 points of consumer’s price index.

3. HOUSE RENT ALLOWANCE

HRA is fixed as 10% of basic pay to a minimum of Rs.140 and maximum of Rs.400 per month.
Workmen who are residence of company quarters will also be eligible for HRA.

4. PROVIDENT FUND
Both employers and employees contributing to the PF as per the statutory requirements of the PF
Act.

5. EMPLOYEES STATE INSURANCE

Now ESI is applicable for casual workers. It is beneficial only on accidents in the course of
employment resulting in the absence from work.

6. TRANSPORT SUBSIDY
The company provide with a transport subsidy of RS.115 per month.

7. WINTER CLOTH ALLOWANCE

Winter cloth allowance Rs.500 is provided by the company.

8. LEAVE AND HOLIDAY

Earned leave 30 days in a year (1/2) th
Casual leave 12 days in a year
Sick leave 35 days on half pay (pay + DA) in a year
National and Festival Holidays 13 days in a year.

9. SHORT LEAVE
Short leave of not less than one hour at the end of the shift up to a total of accumulation of 4
hours per month will be allowed.

22
 10. TRAVELLING ALLOWANCE
TA will be revised by the management in consultations with the unions of workmen within 3
months from date of signing this statement.

11. ERECTION ALLOWANCE

The workmen engaged in inspection of transformer tank at suppliers work on the days actual
testing, one inspection of the transformer tank will also be eligible for the above erection allowance.

12. WORKING DRESS

All workmen, in the office and factory, will be provided with three pairs of pants and three slack
shirts in December every alternate year.

13. INTEREST SUBSIDY FOR HOUSE LOAN

To meet part of interest expenses incurred by workmen solely for loan raised by them for
construction of own house, the management agrees to subsidize such interest subject to limiting the
total annual financial commitment to Rs.100000.

14. ACCIDENT BENEFITS

In the case of workmen who meet accident in the course of employment resulting in absence from
work, duly certified by the ESI Medical Officer. The management agrees to pay for a maximum
period of 20 days.

3.2.3.5 TIME OFFICE

For the correct calculation of wages for the employees and for keeping their attendance, the
company has a time office, the system is computerized by ZEACONS Bangalore. Pushing system
is followed for making the attendance i.e. there are four daily punching, two time in the morning
session and other two in the evening session. Absence will be marked for the exit except for
sickness or any official purpose.

23
 1 WORKING HOURS
The working time of the office staff is from 9:00 am to 5:00 pm. For the workers there are four
shifts i.e. the first shift from 7:30 am to 3 pm. Second from 3:30 pm to 11:30 pm. And the third
shift begins from 11:30 pm and ends at 7:30 am. The fourth shift begins from 9:00 am to 5:00 pm.
Attendance bonus is given to those who have 18 days of attendance without loss of pay and sick
leave. The bonus rate is two days / month salary up to the post of assistance officer.

2 OVER TIME
Overtime can be taken whenever necessary but only with permission and knowledge of the
supervisor.

3 SERVICE WEIGHT AND INCREMENT

All regular workmen on the rolls of the company will be eligible for service weightage. Increment
is fixed as ascertaining 15% of the basic salary

4 SHIFT ALLOWANCE
For the second and third shifts an allowance is given. For the second shift the amount is fixed as
Rs.20 per day and for the third shift is Rs.30 per day.

5 DISCIPLINARY PROCEEDINGS
A workman found guilty may be warned or punished either by a fine not exceeding 3 paisa per
rupee of the wages payable to him or by supervision for a period not exceeding 20 days by discharge
or dismissal.

3.2.3.6 PERFORMANCE APPRAISAL

Performance appraisal is an objective assessment of an individual’s performance against well-

defined benchmarks. TELK follows self-appraisal in which the employee himself or herself
evaluate his or her performance. Along with that immediate superior will also appraise. This is
performed only for the purpose of promotion activities. In the case of workers, supervisor appraises
the performance.

24
For the office staff, the basis for appraisal is divided in to 2 main factors.

1 JOB PERFORMANCE
Job performance factors which include job knowledge, quality and dependability, quality, cost
and time consciousness.

2 MANAGERIAL FACTORS
Managerial factors include planning, organizing and controlling, intelligence and decision
making leadership, initiative and original thinking, responsiveness to change and innovative,
developing subordinate attitude towards others integrity and commitment etc.

3.2.3.7 HEALTH AND SAFETY

Health check-ups are done for the employee. In addition to medical reimbursement advance
payment for hospital bill is issued for employee. Company gives important role for safety. It has
appointed safety officers for executing the safety measures. Safety board and safety paths are
arranged in the factory. Conducting safety classes and safety shoes are issued for employees.
Ambulance service is always available in the company for 24 hours. March 4 is the safety day of
the company.

3.2.3.8 WELFARE MEASURES

1 CANTEEN
In every Organisation as per factories act where there are more than 250 employees, food items
are to be provided at a subsidized rate. Company provides canteen facility to the employees. They
have only to pay 55 paisa per meal. The company is spending around 8 lakhs of rupees per month
as canteen expenses. It is about 1% of the total turnover.

2 WELFARE FUND
In order to provide the employees with better working condition and facilities the company has
formed a welfare schemes. The scheme came in to force on 1st January 1980. A committee is
formed represented by both workers and management. The schemes ensure financial aid to the
workers and his family members, in case of long illness, major surgery or long absence without
pay and also in causes of retirements or deaths, voluntary abandonment of service due to incapacity
on medical grounds.

25
 3 RECREATIONAL FACILITIES
TASC in TELK Arts and Sports Club conducts the various cultural programs for the employees.
TASC day is celebrated every year. There is a library and reading room for the employees. All the
employees are members of the club. Thus it satisfied the recreational needs of the workers.

4 EMPLOYEES CO-OPERATIVE SOCIETY

It has a sound working system. It provides loans and other sub financial aid to the needy
employees. It has a salary saving scheme. The canteen is also run by the co-operative society.

3.2.3.9 EMPLOYEE GRIEVANCE.

Grievance of individual employees and collective grievance of urgent nature will be settled
expeditiously at lower level and only when this is not possible will be handled and settled at higher
levels. For this purpose, TELK Employee Union, TELK Operations Association, TELK Workers
Union and TELK Staff Union will nominate representative from amongst the employee in each
section and shifts to represent grievance according to the grievance procedure and forward lists of
names of representatives nominated to the management and also intimate changes when takes
place.

3.2.3.10 INDUSTRIAL RELATIONS

Every four years, a referendum will be conducted by the management, 15% of the employees
representing the union will be eligible to participate in discussion with management. Presently
recognized Trade Unions are as follows:

 (CITU) TELK Employees Union.

 (INTUC) TELK Workers Congress.

3.2.3.11 PUBLIC RELATIONS.

In TELK, the company has an active Public Relation section which tries its best to make a good
relationship with the public. It tries to solve the general problems of the public made by the
company in a peaceful manner. The other major activities of public relation section are giving
advertisement and making contact with the press and other media.

26
3.3 CONTRACTS & MATERIALS DEPARTMENT

3.3.1 CONTRACTS & MATERIALS DEPARTMENT

STRUCTURE

Deputy General Manager

(Contracts and Materials)

Assistant General
Manager

(Contracts and
Materials) Senior Manager Senior Manager1
Senior
(Contracts and (Contracts and
Manager
Materials) Materials)
(Stores)

Assistant Manager

(Contracts and
Materials)

27
3.3.2 CONTRACTS & MATERIALS DEPARTMENT

(CONTRACTS, PURCHASE AND STORE)

Purchase of material is one of the most important function of material management. At time
material account for more than 50% production cost. Ignoring this function can be very expensive.
Purchase may differ from firm to firm.

In an industry purchase means buying of equipment, material, tools, parts, store etc. required for
industry. In manufacturing the first step is to purchase raw materials is required. Careful buying
reduces the cost of materials and thereby increasing profits. Hence purchasing is one of the delicate
activities. The head of purchase department of TELK controls all purchase for the company
production and also responsible for the evaluation of vendors and for the development of new and
existing vendors.

ROLE: To ensure timely delivery of raw materials and components conforming to the required
specifications and at the optimum cost.

3.3.3 OBJECTIVE

 Annual reduction in procurement cost by 3% depending on market condition.

 Reduction in rejection percentage of incoming materials
 Reduce internal lead times of materials, receiving, documentation and storage.
 Proper protection/validation/re-valid of materials
 Identification and maintenance of stores to enhance customer satisfaction.
 Receive and identify scrap materials and disposing off at the earliest as per the direction of
management.

28
3.3.4 INPUT OUTPUT MATRIX

INPUT PROCESS OUTPUT

 PURCHASE  PURCHASE
 ORDER
REQUIREMENT MATERIALS AND
PROCESSING
 DRAWINGS AND COMPONENTS
 FOLLOW UP
STANDARDS  APPROVAL
WITH
 REQUEST FOR VENDOR LIST
VENDOR
REGISTRATION  VENDOR RATING
 VENDOR
OF VENDORS DATA AND
EVALUATION
 QUALITY RECORDS
 VENDOR
VENDOR
CORRECTIVE
 RATING FROM
ACTION
QUALITY
ASSURANCE

29
3.3.5 THE MAIN RAW MATERIALS AND ITS SUPPLIERS

3.3.5.1 COPPER CONDUCTORS

 Bhandari Power Lines Private Ltd., Karnataka.

 KSH International, Maharashtra.
 Asta India Private Ltd., Gujarat.
 Delta Trans Conductors, Maharashtra.

3.3.5.2 CRAFT PAPER

 Weidman – Sweden

3.3.5.3 CRAPE PAPER

 Amotfors – Sweden
 Muntso – Sweden

3.3.5.4 PRESS BOARD

 Weidman – Sweden

3.3.5.5 TETRON RIBBON

 Nisselon – Japan

3.3.5.6 TETRON STRING

 Nisselon – Japan

3.3.5.7 CRGO

 KRYFS – Power Components Ltd Mumbai

 NEXUS, Pondicherry
 Power Core, Bangalore

3.3.5.8 TRANSFORMER OIL

 Power Oil – APAR Industries, Silvassa

 Transol – Savitha Oil Technology Ltd.

30
3.3.5.9 OTHERS

 Addison Co. Ltd: - Tools

 Preethi Industries: - Tools
 Don Tech Cochin: - Bearing
 Calcutta Electrical and Engineering: - Co-Ceramic
 Berger Paints India Ltd: - Thinner
 Corrub Industries Vadotara :- cork sheets
 Mehta Trading Company Mumbai: - Plain Washers
 Safe Industrial Marine Stores Cochin: - Rubber mat

3.3.6 THE PURCHASE PROCEDURE OF TELK

 Acceptance of order and detailed designs as per customers.
 Forwarding order details to production and planning department.
 Preparation of detailed designs as per customers “specification order and bill of materials by the
design department.
 Preparation of product wise production schedule and product budget by production and planning
department.
 Calculation of net requirement each item by material planning department.
 Preparation of material indent.
 Receipt of the order by the purchase department.
 Inviting quotations from various sources of supply.
 Seller selection.
 Internal audit and financial approval.
 Order is placed.

3.3.7 RESPONSIBILITY AND AUTHORITY

3.3.7.1 CHIEF OF OPERATION

Over all control of all matters related to procurement

31
 3.3.7.2 HEAD OF MATERIALS
General administration, inter departmental co-ordination, data analysis, implementation of
corrective. Communicating and initializing measures to implement management review and
approval of purchase order.

3.3.7.3 SENIOR MANAGER / MANAGER

 Vendor evaluation
 Implementing corrective action
 Control of records
 Authorized person for review and approval
 Purchase function as assigned by the head

3.3.7.4 ENGINEERS/ ASST. ENGINEERS/ JUNIOR ENGINEERS

 Review of indent
 Releasing enquiry
 File processing
 Review of purchase order
 Follow up with vendors
 Any other work assigned by Head of Materials/ Group In-charges

3.3.8 MATERIAL MOVEMENT CHART

The various materials obtained from different sources are passed through different processes
before getting the finished product. The movement from the initial stage of material procurement
up to the final stage sales is shown in the following chart.

32
 VENDOR
INDIGENOUS SUB CONTRACT FOREIGN

BONDED WARE
STORE
O
REJECTION GODOWN HOUSE

REJECTION MATERIAL INSPECTION

ACCEPTED MATERIAL

STORE FOR STOCK

SHOPS

FINAL ASSEMBLY

FINAL PRODUCT TESTING

DESPATCH

CUSTOMER

DESPATCH

CUSTOMER

33
3.3.9 RAW MATERIALS

PRODUCT NAME UNIT QUALITY VALUE COST (RS.)/

(RS.CR) UNIT

COPPER MT 931.29 43.79 470207.99

STEEL MT 3630 36.39 100247.93

INTERMEDIARIES NA 0.00 24.84 -

AND
COMPONENTS

TRANSFORMER KL 2145.71 13.93 64920.24

OIL

UNSPECIFIED NA 0.00 -1.46 -

34
 3.4 PRODUCTION DEPARTMENT

3.4.1 PRODUCTION AND ENGINEERING DEPARTMENT

STRUCTURE

Deputy General Manager

(Production and Engineering)

Assistant Assistant Assistant

General General General
Manager Manager Manager1
(P&E) (Engineering) (Engineering)

Senior
Senior
Manager Manager
(Design) (Production)

Manager Manager Manager1

(Engineering)

(Engineering)

(Engineering)

(Engineering)

(Production)
Manager2
Manager1

Manager2

Manager3

Manager4

(Factory (Design) (Production)

Services)
Assistant Manager2

Assistant Manager1
Assistant Manager2

Assistant Manager4

Assistant Manager1

Assistant Manager1
Assistant Manager3
(Production)

(Engineering)

(Engineering)

(Engineering)

(Engineering)

(Production)

(Marketing)

35
The production department is headed by Assistant General Manager (technical). Under the
production wing, these are the various departments dealing with Design and Planning (material
and production), Production, Assembly, Inspection and testing, Factory service dispatch of
transformers etc. Each department is headed by managers who are responsible to general
managers.

3.4.2 MAIN RAW MATERIALS

 Core
 Copper
 Mild Steel
 Press Board
 Transformer

3.4.3 MAJOR FUNCTIONS OF PRODUCTION DEPARTMENT

 Inspect qualities of all raw materials.

 Requisition given for raw materials by each shop.
 To divide work onto different shops.
 Price of production per month is decided through budgeting. Production target is done at monthly
basis.

3.4.4 PRODUCT CAPACITY

Actually TELK’s products are tailor made products. They are produced according to the
requirement of the customer. So transformers are not ready made products. Company’s production
target is 5800MV p.a.

The company sought tender specification from the customers. There are two specifications in the
tender-

 Technical Specification
 Commercial Specification

36
The technical department and design department study the technical specifications. They only
know whatever all things are needed for producing a transformer, so they know the size,
measurement, etc. relating to the transformer. Commercial specifications are studied by Marketing
Department.

3.4.5 QUALITY MANAGEMENT

TELK’s Quality Policy- “To provide products and services that meet customer and regulatory
requirement and to continually strive for business excellence.

At TELK, quality is never and accident but a feature built into its products as a result of conscious
efforts at every stage of manufacturing right from design, through procurement, manufacturing,
testing and installation up to commissioning of the products. As one of the first Indo-Japanese joint
venture in the country, TELK has been emphasizing on the Total Quality Concept from the
beginning in line with Organisational study in TELK

The ethos of their Japanese Collaborator. This emphasis on quality at product design, manufacture
and vendor selection has given TELK ample returns by way of customer confidence their products
enjoy today.

3.4.6 MANUFACTURING FACILITIES

 CT/PT/BUSHONG
 OLTC
 MACHINE SHOP
 PLATE WORSHOP
 CORE SHOP
 COIL INSULATION
 FINAL ASSEMBLY
 OIL AND DRYING

TELK is fully equipped to manufacture 400KV class Power Transformers up to 350MVA unit
capacity or 600 MVA three Phase Bank.

37
The various special facilities available in TELK for the manufacture of 400 KV class Power
transformers are as follows: -

3.4.6.1 CT/CP/BUSHING:

A separate unit for manufacturing current transformer, potential transformer and bushing is
provided.

ROLE: To manufacture and repair the products viz C.T, P.T and Bushings in liaison with other
relevant departments ensuring required quality and meeting delivery requirements.

OBJECTIVE: Manufacturing and repairing the products adhering to design specification by

reducing manufacturing cycle and re-work.

3.4.6.2 OLTC:

The on load tap changer consists of high speed resistor transition diverter, switch, tap selector,
driving mechanism, external driving shaft which is used for the voltage regulation in transformers.

ROLE: to ensure conformance of quality during planning and assembly of On Load Tap Changers,
Off Circuit Tap Changers, Cooler control cubicles and Remote Tap Changer Control Cubicles
required for power transformers. These are manufactured according to design specification and
drawings keeping the delivery and quality standards.

OBJECTIVE: To maintain and ensure on timely supply of products by reducing the business cycle
time, controlling the quality, cost and reducing the re-work.

3.4.6.3 MACHINE SHOP:

The most of the basic parts manufacturing is done in this section which consist of different
machineries like lathe, milling and drilling machinery etc.
ROLE:
 To ensure quality, quantity of the components being processed as per schedule.
 To ensure control over purchase issue and receipts of measuring equipment, consumables and
cutting tools.

38
  Inspection and calibration of measuring and test equipment.

OBJECTIVE:
 To reduce or maintain process cycle time with respect to target.
 To reduce rework level from the present rate of 1.5%
 To reduce the incidents of non-availability of correct tools for production.

3.4.6.4 PLATE WORK SHOP:

Plate workshop manufactures steel tanks for transformers and allied products.

Organisational Study in TELK

ROLE: To manufacture parts and compartments conforming to design specifications for the
internal and external assembly of power and instrument transformers, Circuit Breakers, Tap
changers etc. as per the schedule fixed by the production planning department.

OBJECTIVE: To produce transformer tanks and parts as per the requirement of production
planning department.

3.4.6.5 CORE SHOP:

It manufactures core for power transformer and instrument transformer keeping wastage to
minimum level and increasing the productivity level to keep the delivery schedule by reducing
rework level.

3.4.6.6 COIL WINDING SHOP:

A fully air- conditioned and dust controlled coil winding shop is available which is meant
exclusively for extra high voltage transformers. Two numbers vertical winding machines are
available for manufacturing heavy and large coils. TELK was the first transformer manufacturer
in India to install vertical winding machines.

39
3.4.6.6 INSULATION SHOP:

Special high density pre-composed variety of press board imported from abroad is used for the
manufacture of the winding cylinders.

The main objective is to manufacture coil and insulation for transformer and associated parts.
Special high-density pre-compressed varieties of press board are imported from abroad is used for
the manufacture of the winding cylinders. The main facilities are-

 Role bending machine

 Press board scaring machine

A fully air-conditioned and dust controlled coiling winding shop is available which is exclusively
meant for extra high voltage transformers. Two vertical winding machines are available for
manufacturing heavy and large coils. TELK was the first transformer manufacturer in India to
install vertical winding machines.

Role: to ensure conformance of quality during manufacturing of the core for power and
instrument transformers adhering to design specifications and delivery schedules.

3.4.6.7 CORE FABRICATION SHOP:

The 400KV class transformers will be generally large in size and hence it is essential to minimize
hot sports in the core. The type of core construction adopted by TELK makes use of metered
interviewed joints in core which helps to reduce core fluxing concentration 90 degree joints are
completely eliminated to ensure.

3.4.6.8 FINAL ASSEMBLY

Objective is to assemble and erect at site power transformer conforming to relevant quality
standards at optimum productivity and minimum rework level.

The core and coil assembly of extra high voltage is carried out in an air conditioned chamber
during work inside the transformer tank, the active part will be continuously flooded with dry air
at low temperature so as to minimize moisture absorption. For this purpose, a dry generator is
installed in the assembly shop. The main facilities are

40
  Air conditioned chamber for EHF class transformers, GCBs and CTs
 Dry air generators
 High quality crimping tools

ROLE: to ensure conformance of quality during assembly and installation work in accordance with
design specification and meeting delivery time.

Technical experts trained transformer testing perform the Inspection and testing of Transformers
and other products manufactured in the presence of witness inspectors deputed by various
customers. Material inspection wing of the department inspects the various components in TELK
or purchased from outside agencies.

4.3.5.13.4.6.9 OIL AND DRYING

Transformers will be dried at a very high degree of vacuum to ensure complete elimination of moisture.
The main facilities used are:

 Vacuum pump of capacity 10e-04 tore

 Desiccation tanks for vacuum drying and oil impregnation
 Drying chambers

ROLE: to ensure conformance of specified requirements of the process such as drying, vacuum,
oil filling hot oil circulation etc. carried out on internal bodies of various products.

OBJECTIVE: To carry out the process of drying, vacuum, oil filling and hot oil circulation for
power and instrument transformer as per specification in a reduced circle time at minimum cost,
avoiding rework so as to achieve timely delivery of products.

41
3.5 PRODUCTION PLANNING AND CONTROL DEPARTMENT

3.5.1 PLANNING DEPARTMENT STRUCTURE

Assistant General Manager

(Planning and Factory Services)

Manager

(Planning)

42
3.5.2 FUNCTIONS

 To plan yearly or quarterly or monthly production and schedule manufacturing activities of various
products.
 Receipt of drawings specs from design
 Distribution and control of drawings, specifications and instructions etc. among manufacturing,
inspection and purchase departments.
 Liaison with sales, manufacturing and quality department for customer inspection or clearance.
 Control of release of materials to various manufacturing sections, including inter shop
transportation of material and parts where ever necessary. Required documents are maintained for
control for release of materials to various manufacturing sections.
 Co-ordination for review of deviation and non-conformities observed during production and
inspection.
 Co-ordination and control of production activities including periodic review with the concern
Human Resource and Modification of production programs wherever necessary according to the
customer requirements, availability of material etc.
 Preparation of productivity earning report based on the accepted norms on standard man hours and
as per the terms and conditions of production.
 Agreement mutually agreed up on by the management and uniforms from time to time.
 Conducting work activity analysis and preparing the study data as a report.

The functions of project Engineering Department

Undertakes turnkey contracts involving planning, executing and commissioning sustains for
electricity utilities and industries, with stress on total service to customers.

With the vast expertise and sound track record in the field of manufacture of EHV substation
equipment’s, TELK extended its field of activity to yet another specialized area in 1985. TELK
“project engineering division was set up with a view to carter to the needs of a fast developing
power sector in the Indian economy. TELK’s project engineering division (PED), as accomplished
some remarkable span of twenty years of its operation. Having already executed a long series of
EHV substations in turnkey basis from concept to commissioning for Indian railways. Oil
refineries, steel plants, power supply undertaking and electricity board.

43
TELK’s project engineering division has received ISO 9001 certification for substation
installation, an inevitable and result of years of uncompromising endeavors to ensure peak
perfection and highest possible standards of quality.

Some of the prestigious projects executed by TELK’s project engineering divisions are:

 230 KV substation for Salem Steel Plant.

 220 KV switch yard extension for Nuclear Power Station, Kalpakkam.
 132 KV substation for MRF, Kottayam.
 Traction substation for Indian railways etc.

3.5.3 FACTORY SERVICES DEPARTMENT STRUCTURE

Assistant General Manager

(Planning and Factory Services)

Manager
(Factory
Services)

Assistant Manager
Assistant Manager
(Production and Factory
(Factory Services) Services)

44
3.6 MARKETING DEPARTMENT
3.6.1 MARKETING DEPARTMENT STRUCTURE

Managing Director

Assistant General Assistant General

Manager1 Manager
(Marketing) (Marketing)

Senior Senior
Manager1 Manager
(Marketing) (Marketing)

Manager
(Marketing)
Assistant Manager
(Marketing)

45
3.6.2 RESPONSIBILITY AND AUTHORITY

3.6.2.1 CHIEF OF MARKETING DEPARTMENT

Overall responsibility for

 Co-ordination within the department, inter department and regional offices.

 Co-ordination of dispatch, shipment etc.
 Monitor order execution or processing and collection of receivables etc.
 Tender review and order review.
 Handling of customer complaints.
 Control of department manual instructions and actions.
 Study internal quality reports and initiate timely corrective actions.

3.6.2.2 HEAD OF MARKETING (ASST. TO CHIEF OF MARKETING DEPT.)

Direct responsibility relating to

 Preparation and issue of Departmental Manual.

 Handling of Customer Complaints.
 And any other works as assigned by the Chief of Marketing Departments.

3.6.2.3 PRODUCT GROUP/EXPORT/AREA OFFICER

 Preparation of offer or Quotation.

 Correspondence with customers.
 Review of Orders.
 Co-ordination with other Departments.
 Co-ordination of after sales service (Export)
 Invoicing and payment collection
 Maintain records related to Contract Review and C-ordination activities.

3.6.2.4 ENGINEERS AND OTHER OFFICERS

 Assist in charge Product/Export/Area in charge in their respective are.

46
3.6.2.5 REGIONAL MANAGER

 Liaison between head Office and Customers in the concerned region in marketing related works.
 Co-ordination of other functions like purchase, finance etc. between Head Office and Other
Organisations.
 Administrations of Regional Office.

The role of Marketing Division is to book sufficient orders from domestic and international market
to feed factory’s production, proper liaising and interaction with customers directly and through
Regional offices, interfacing customers and various departments in the factory for the execution
of contracts including the related commercial work.

3.6.3 OBJECTIVES
The objectives of the market department are as follow.
Continual improvement of business through
 On time delivery of quality products.
 Rapid response to customers.
 Attend customer complaints within one month.
 Analysis of customer perception and appropriation corrective action.

3.6.4 MARKETING PRINCIPLES

3.6.4.1 PROMPT DELIVERY

When the cost of delay is so punishing you need a supplier like TELK who understands the
importance of timely delivery.

3.6.4.2 EXCELLENT SERVICE TO CUSTOMERS

TELK realizes that customers are their strength and thus services to customer are of highest
priority to TELK.

47
3.6.4.3 VALUE FOR CUSTOMER

Good value for money is the basic priority for pricing of TELK products and many of their
customers are aware of the premium price which TELK is eligible for.

3.6.4.4 UNCOMPROMISING QUALITY STANDARD

TELK is a synonym for quality in the EHV power field in India and at TELK quality is way of
life.

3.6.5 THE MARKETING STRATEGY PROPOSED FOR SURVIVAL AND

GROWTH IS AS FOLLOWS

3.6.5.1 PRICING

The company is now unable to effectively combat the price war which has set in recently. Cost
effective technology and high levels of labour productivity are the basic necessities to tide over
the present situation optimum quality products with most competitive price are also very important

3.6.5.2 RECEIVABLES MANAGEMENT

No-realization or delay in realization of payments from customers is one of the main problem
faced by the company. Hence the primary need is to reduce the receivables level substantially
emergent and massive collection programme with the help of agents and regional offices is
proposed to bring down the receivables level. Permanent and efficient machinery for following up
the receivables and to collect payments is also proposed.

3.6.5.3 SELECTION OF CUSTOMERS

Another strategy is to concentrate more on independent Power Projects, Industrial Customers,

Railways, and Captive Projects and so on. A preferential approach to customers having better
paying capacity has to be resorted to and the dependence on weak state. Electricity Boards has to
be minimized to the extent possible.

48
3.6.5.4 DIVERSIFICATION

Due to the financial position of the company it is difficult to make huge Investment for product
diversification. Hence more attention has to be given to related items which can be taken up with
marginal investment with better use of available technology the company can easily diversify to
areas such as special type transformers, Dry type transformers, Loco transformers and capacitors
and speedy inclusion of the above items in the product list of the company has to be emphasized.

3.6.5.5 TRANSPORTATION

Despatch and transportation of all finished product or parts are arranged co-ordinated by marketing
department. Despatch review is conducted every month. Suitable vehicles are arranged according
to the requirement of the concerned execution.

3.6.5.6 EXPORT

TELK has been exporting its product right from the 1970’s. However areal boost to TELK, export
marketing efforts came with the recent opening up of the Indian Economy and subsequent
globalization measures of the Indian Government. The first major export of TELK consisted of
2Nos. 50 MVA, 132 KV Transformers to Tanzania in 1972. This was followed by a few exports
of Power Transformers and Instrument Transformers to countries like Nepal, Iran, Cambodia and
Malawi.

TELK has bagged and executed May sizeable export contracts to many countries like Indonesia,
Malaysia, Oman, Nigeria, and USA and so on. Due to financial and internal problems faced by the
company, the export was little less up to 2003-04. There after TELK has been concentrating only
on Oman market and in the year 2005-06, TELK had made records in export turnover by supplying
transformers worth Rs.2633lakhs to Oman only (125 MVA)

TELK had been following a very stringent quality standard laid down by their collaborators M/S
Hitachi, Japan and this has enabled TELK to penetrate new overseas markets against stiff
competitions from Multinational giants.

49
3.6.6 PEER GROUP SHARING OF ACTUAL PRODUCTION (MVA)

ndo-tech TELK
IMP Power
Transformers
Siemens 3%
4%
1% 5% Vijay Electricals
EMCO 3%
7% TRIL
8% Voltamp
5%
CGL (Excluding ABB
abroad facilities) 10%
15%

BHEL alstom T&D

14% BBL 19%
6%

3.6.7 FUNCTIONS OR PROCESS

INPUT INPUT INPUT

Market data / Tender Tender / offer, Offer to customers

Enquiry Customer Preparation and Order to factory

order review,
Product or Service to
Equipment for Order review, customer
processing
Interaction with other Invoices to customers
Payment / Document department,
from customer
Correspondence with
customer

50
 The various processes that are dealt with the Marketing Department are as follows

 Review enquiries for adequacy and capability to measure requirements.

 Reviewing order in association with design.
 Interacting with the customer for resolving conflicting measurements of the contract.
 Handling of customer complaints.
 After sales service of export contracts.
 Maintaining records of contract review.

3.6.8 ENQUIRY / TENDER REVIEW

All enquiries pertaining to the products are received by marketing division through Regional
officers, agents and directly from customers. Marketing division conducts preliminary reviews and
decides capability to execute it. Tender registration is done in computer. On deciding participation,
technical part of the enquiry is forwarded to design department along with tender. Enquiry
processing computer format for cost estimation and preparation of technical specifications and
commercial review is done by marketing division.

51
3.6.9 TENDER PROCESSING
1 RECEIVINGOF
EQUITY TENDER
1
2PRELIMINARY
REVIE

2 3DECIDION TO
QUOTE

4INFORM
3 4 CUSTOMER

5TECHNICAL
PARTS TO DESIGN

5 8 6REVIEW OF
TECHNICAL PART

6 9 7PREPARATION OF
TECHNICAL OFFER
TO CUSTOMER

7
8REVIEW OF
COMMERCAL PART

10 9PREPARATION OF
COMMERCIAL
OFFER
11
10FINAL OFFER

12
11OFFER TO
CUSTOMER
13

52
3.6.9.1 CUSTOMER COMPLAINTS

All the customer complaints received during the guarantee period shall be resolved. All after sales
service of export contracts is processed by marketing division. Appropriate officer / contract is
made and reviewed separately along with main order.

3.6.9.2 CUSTOMER SERVICE DIVISION

For giving better after sales service and customer care TELK has separate wing Rapid Response
Customer Service Department. They will give quick response / reply for attending the repair /
rectification work for TELK products.

Quality Assurance (QA) is a process-centered approach to ensuring that a company or

Organisation is providing the best possible products and services. It is related to quality control,
which focuses on the end result, such as testing a sample of items from a batch after production.
Although these terms are sometimes used interchangeably, quality assurance focuses on enhancing
and improving the process that is used to create the end result, rather than focusing on the result
itself. Among the parts of the process that are considered in QA are planning, design, development,
production and service.

For TELK quality assurance is the keyword. And TELK is accredited with ISO 9001:2008 by M/s
Dekra certification B.V Netherlands. At TELK quality checks are mandatory at each phase of
production. TELK’s testing department is equipped with the multitude of sophisticated testing
equipment’s apart from NABL accreditation for TELK’s transformer testing lab w.e.f 06.06.2011.
Every product of TELK goes through stringent quality tests before reaching the customer. Being
one of the first Indo-Japanese ventures in the country TELK has imbibed “Total Quality” concepts.

3.6.10.1 QUALITY CONTROL

Quality control is a process that is used to ensure a certain level of quality in product or service. It
might include whatever actions a business deems necessary to provide for the control and
verification of certain characteristics of a product or service. Most often, it involves thoroughly
examining and testing the quality of products or the results of services. The basic goal of this
process is to ensure that the products or services that are provided meet specific requirements

53
and characteristics, such as being dependable, satisfactory, safe and fiscally sound. TELK have a
team of workers who focus on testing a certain number of products or observing services being
done. The goal of the quality control team is to identify products that do not meet a company’s
specified standards of quality. If a problem is identified, the job of a quality control team or
professional might involve stopping production or service until the problem has been corrected.
Depending on the particular service or product as well as the type of problem identified, production
might not cease entirely.

3.6.10.2 QUALITY CIRCLES

Quality circle activities are motivated and monitored by QMS department to promote employees
involvement and participation in identifying and solving their problems in their operational areas.

3.6.10.3 TESTING

Facilities in TELK testing lab:

TELK has the state of the art testing facilities, like Extra High voltage testing laboratory and fully
equipped insulating material testing laboratory enable to conduct all routine and type tests as laid
down in international standards. 800 KV Cascaded Testing Transformer 500 KV Testing
Transformer Partial Discharge Test set in all test bays and the following:

 3 MV Impulses Voltage Generator

 Switching Impulse Generator for 1300 KV level
 1 MVA high frequency generator for Induced Over Voltage Tests
 900 KV Peak Value Volt Meter by Haeffly
 Very High Precision Schering Bridges by Tettex
 Complete Transformer Oil Laboratory to test moisture content in oil by Karl Fischer Titration,
Inter Facial Tension etc.
 800 KV Coupling Capacitor
 Instrument Calibration setup for Voltmeters, Ammeters etc.
 RIV measuring instrument
 Sound Level Measurement Equipment
 SFRA Kits

54
  1000 KVAR reactors 2 No’s and 200KVAR reactors 3 No’s for induced over voltage test
 63 MVAR capacitor bank for power factor compensation
 Partial pressure discharge measurement and analysis systems
 CTs, PTs and all associated testing instruments for all the products manufactured
 Full-fledged calibration laboratory for in-house calibration
 Laboratory for testing incoming materials in process tests
 Mechanical laboratory with UTM, surface plates etc.

TELK has NABL accreditation (ISO/IEC 17025:2005) which gives its test reports more
international acceptance.

3.6.10.4 QUALITY ASSURANCE DEPARTMENT STRUCTURE

Managing Director

Assistant General Assistant General

Manager1 (QA) Manager (QA)

Manager1 Manager2 Manager3 Manager (IT)

(QA) (QA) (QA)

Assistant Assistant Manager

Manager1 (QA) (QA)

55
3.7 FINANCE DEPARTMENT

3.7.1 FINANCE DEPARTMENT STRUCTURE

Deputy General
Manager

(Finance)

Senior

Manager

(Finance)

56
FINANCE DEPARTMENT

Finance department is another important department of TELK. Finance department is headed by

Manager (Finance). He deals with the whole financial aspects of the company. Under his control,
there are departments like Books and Accounts, Tax affairs, Bill department, Costing, Cash, and
wage Administration and Final Accounts

3.7.2 CAPITAL STRUCTURE OF TELK

Capital structure of TELK is made up of shareholders’ funds and loan funds. Shareholders’ funds
include Equity share capital, Resources and Surplus whereas loan funds consist of secure loans.
Also it contains sales tax due amounting to 219.54 lakhs which has been deferred by the
Government of Kerala up to 2002 without interest.

3.7.3 PERFORMANCE OF TELK

 During the year 1966 – 1980 company is in a profitable stage.

 During the year 1972 – 1980 dividend was declared.
 During the year 1980 – 1990, the company faced a loo stage.
 During the year 1987, TELK incurred a loss of Rs.9crores.
 During the year 1991 – 1998, again the company incurs a loss stage.
 During the year 2002, 2003, 2004, 2005 and 2006 the company shows a profitability stage. In the
year, BIFR (Board of Industrial and Financial Reconstruction) declared sick unit and appointed
IDBI as operating agency. So at the time, the TELK is under the control of BIFR.

3.7.4 ACCOUNTING POLICY USED IN TELK

3.7.4.1 ACCOUNTING CONCEPTS;

The company follow the mercantile system of accounting, recognizes income and expenditure on
accrual basis and the financial statement are prepared under the historical cost convention in
accordance with the applicable accounting standards and requirements of companies Act 1956.
Accounting policies not referred to otherwise are consistent with generally accepted accounting
principles.

57
3.7.4.2 USE OF ESTIMATE

The presentation of financial statements requires estimation and assumption to be made that affect
the reported amount of asset and liabilities on the date of financial statement and the reported
amount of revenue and expenses during the reporting period. Different between the actual results
and estimates are recognized in the period in which results are known/materialized.

3.7.4.3 FIXED ASSETS AND DEPRECIATION

Fixed assets are stated at cost less accumulated depreciation. The company follows the written
down value method of charging depreciation on all its fixed assets. Depreciation is charged at the
rates prescribed under Schedule XIV of the companies Act 1956, as amended by Notification
No.7.56 (E) dated 16.12.1994 for the full year

Depreciation for additions to assets or on sale of assets is calculated pro-rata from the date of such
additions or up to the date of such sales as the case may be.

3.7.4.4 FOREIGN CURRENCY TRANSACTIONS

Transactions denominated in foreign currency are normally recorded at the exchange rate
prevailing at the time of transactions. Monitory items denominated in foreign currency at the year-
end are translates at year end rates. Any income or expenses on-
-account of exchange rate difference either on settlement or at the time of translation is recognized
in the P&L A/c.

3.7.4.5 CONTINGENT LIABILITIES

Contingent Liabilities are not provided for and are disclosed by way of notes. Investments are
stated at cost.

3.7.4.6 RETIREMENT BENEFITS

The company’s contribution to the provident fund is charged against revenue every year. Provision
for actuarial gratuity liability is made in the account based on the actuarial valuation by the LIC
Group Insurance Scheme. Provision for accumulated leave encashment is made on amount of leave
eligibility or salary on actuarial valuation.

58
3.7.4.7 CLAIMS FOR LIQUIDATED DAMAGES ETC.

Claims against the company on account of interest to suppliers. Interests on advance received from
customers etc. are taken in the accounts only on acceptance. Provision for liquidated damages is
made in the accounts to the extent they are considered doubtful of recovery.

3.7.4.8 DEFERRED TAX

The company has not recognized deferred tax asset. The company has unabsorbed depreciation
and carry forward of losses under the tax laws. However, it is not possible to estimate with virtual
certainty supported by convincing evidence, the extent to which future taxable income will be
available against which such deferred tax asset can be realized.

3.7.4.9 INVENTORY VALUATION

(a) Stock of raw material and stores are valued at average cost, net of credit of duty of excise.
(b) Stock of raw materials in bonded warehouse and materials in transit are valued at cost excluding
customer duty payable, if any on clearance.
(c) Stock of scrap is valued at realizable value.
(d) Jigs and fixtures and stock of tools are revalued and stated at cost or revalued price, whichever is
lower.
(e) Finished goods are valued at cost or net realizable value whichever is lower.
(f) Work in progress is valued at weighted average cost of materials plus proportionate share of labour
and manufacturing overheads includes depreciation but excluding financial overheads or the
realizable value based on the cost of completion, whichever is lower.
(g) Value of material considered for the above is net of Mod Vat Credit.

59
3.8 SECRETARIAL DEPARTMENT
A company with above 3 crore paid up capital must have a company secretary as per the
company Act 1956. So TELK has a company secretary.

3.8.1 FUNCTIONS OF SECRETARIAL DEPARTMENT

 Share transfer and share issue.
 To prepare agenda for board meeting in consultation with MD
 To write minutes in board meeting.
 Controlling of company vehicles.

60
3.9 DUTIES, POWERS AND RESPONSIBILITIES OF OFFICERS
AND EMPLOYEES OF TELK

The powers and duties of the officers and employees of the Company stems mainly from the
provisions of the Companies Act, 2013 and Memorandum & Articles of Association of the
Company. The officers and workmen of the Company carry out the business operations of the
Company in line with the objectives specified in the Memorandum of Association of the Company.

While discharging duties and responsibilities, officers and workmen of the Company are
complying with the applicable provisions of the all applicable statues and rules and regulations
framed there under.

The powers and responsibilities of Managing Director and all heads of department are shown here
under:

DESIGNATION POWERS AND RESPONSIBILITIES

1. Managing Director
 Overall responsibility, authority & control of company’s various activities including
product quality and ensuring sustained growth & business excellence.
 Overall control of Quality Assurance & Quality Management System etc.
 Responsible for providing resources required for the operations of the Company and
Safety activities of the company.
 Overall control of Contracts, Materials & Store functions.
 Safety activities of the Company.

2. General Manager

Overall control of: -

 Marketing,

61
  Design & Development, R&D and Standards,
 Production, dispatch of products & erection/installation,
 Planning & industrial engineering,
 Maintenance of plant, equipment & utilities including in-house construction work
 Customer servicing activities.
 Liaison/co-ordination with customers, regulatory bodies, marketing promotion
agencies
 Renovation, Modernization /Expansion.

3. Joint General Manager (F&A)

Overall control of: -

 All activities related to Finance & Accounts, Vigilance & Anti-Corruption.

 All activities related to Audit, Costing, Taxes, BIFR, RIAB, Government Reports, etc.
 Contracts & Materials

4 Dy. General Manager (C&M)

Responsible for -

 All activities related to product realization of "Materials & Contracts" Dept.,

 Vendor development/ assessment/ approval & rating
 Liaison/co-ordination with other departments etc.
 Receipt, identification, storage, issue and control of materials
 Disposal of scrap/obsolete materials
 Control of documents & related records
 Overall planning of store activities & coordination/liaison with other departments/
scrap dealers

5 Dy. General Manager (Secretarial, HR and IT)

Responsible for: -

• secretarial functions including corporate affairs

62
 • company estate
• tapal & dispatch
• New Business Development
• recruitment of personnel,
• human resource development,
• industrial relations; welfare activities,
• statutory and legal matters and security of the Company,
• training
• Up keeping and maintenance of Company estate.
• Co-ordination and control of company vehicle
• Printing and Stationery
• Control and procurement of furniture.
• Planning and implementation Information Technology related requirement of the
Company
• Control of electronic data processing & related activities
• control of documents, coordination within the department/with other departments etc.
• up gradation of the system

6 Asst. General Manager (Production)

Overall control of :-

• all activities related to production of Power Transformers, Instrument Transformers and

bushings, planning and production of Tap Changers & Control panels, Machine Shop, Tool
Room and Calibration
• all activities related to product realization and co-ordination of CI, Assembly, PWS, O&D,
Despatch Sections,
• General administration and control of activities in the above Sections
• installation of products at site
• Control of documents and records
• Identification of training needs & providing on the job training, coordination with others

63
7 Asst. General Manager – Quality Assurance

Responsible for: -

 verification/inspection/testing of purchased products,

 stage/final inspection of all products
 calibration (electrical), servicing and maintenance of QA equipment,
 control of further processing, delivery or installation of NC product until the
deficiency or unsatisfactory condition has been corrected,
 release of final products, corrective action review, and
 control of documents, coordination within the department/with other
departments etc.
 Corrective Action Review (CAR)
 up gradation of test facilities

8 Assistant General Manager - Transformer Design/ Engineering, R&D, Standards

Responsible for: -
 all activities related to transformer design of Products
 all activities related to R & D,
 control of Company standards/drafting manuals and national/international/HKS
Standards,
 codification of materials, control of drawings & other related documents,
preventive action review, coordination within the dept./with other departments. Etc.

9.Assistant General Manager(DS)
Responsible for
• All activities related to design of Instrument Transformers, Bushings and control cubicles

10 Assistant General Manager(FS) – Renovation & Modernization, Factory Service

(Electrical, Mechanical & Civil)

Responsible for: -

64
  documents and activity reports Execution and control of renovation and modernization
activities, control of related
 Monitoring of renovation activities and ensuring compliance to statutory/regulatory
 Liaison/co-ordination with other departments and external
 general administration & control of maintenance activities, control of all civil
maintenance works, control of related documents & activity records,
 monitoring of maintenance activities, release of service/maintenance contracts &
ensuring compliance to statutory/regulatory requirements and
 identification of training needs & providing on the job training, coordination with other
departments etc.

11. Assistant General Manager (Planning)

Responsible for: -

 Production Planning & Control of Power Transformers and Instrument Transformers.

 All activities related to Material Planning for Power Transformers and Instrument
Transformers.
 Industrial Engineering. and Management Information services.

12 Assistant General Manager – Marketing

Responsible for: -

 Tender and order/contract review, order execution, installation, commissioning &

servicing
 Liaison with customers; redressal of customer complaints
 Control of customer supplied products and collection of receivables/payments
 Control of documents and co-ordination within the department/with other departments
 Service tender and order review, order execution, installation, commissioning &
servicing
 Liaison with customers, collection of receivables/payments
 Control of customer supplied products

65
  Control of documents & records and coordination within the division /with other
departments
13. CMR – Quality Management System
 Overall control of all activities related to Quality Management System of the Company and
responsible for: -
• Quality Policy Implementation
• Ensuring availability of resources for effective functioning of the Quality System.
• Organizing Management Review Meetings

14. MR – Quality Management System

Responsible for: -

 All activities as ‘Management Representative’ of Company’s Quality Management

System
 Preparation and issue of Quality Manual, preparation/review of procedures via control
of documents, control of records, internal audit, internal communication and continual
improvement and issue of Procedures Manual
 Liaison with external agencies in relation to implementation/maintenance of QMS
 Control of Quality Management System documents
 Reporting the performance of the Quality system to the Management for review
 Organizing training in the field of Quality Management System

15. Manager (Safety) – Safety / Environment /Fire

Responsible for: -

• safety & safety related aspects/activities, Environment/Fire in the Company and

control of documents & activity records,
• general administration of safety dept. and ensuring compliance to statutory/regulatory
requirements
 identification of training needs & providing necessary training to employees etc….

16. All other Officers not mentioned above

Responsible to: -

66
  work under the instructions and supervision of their immediate superior and in
terms of rules, regulations, office orders and circulars
 co-ordinate the functions of their concerned Sections and to supervise the work
entrusted with them

17. All employees, workers including temporary/contract employees

Responsible to work under the instructions and supervision of their immediate superior and in
terms of rules, regulations, office orders and circulars.

67
4. SWOT ANALYSIS

A SWOT analysis is a structured planning method used to evaluate the Strength,

Weaknesses, Opportunities and Threats involved in a project in a business venture. It can be earned
out for a product, place, industry or person. It involves specifying the objective of the business
venture or project and identifying the internal and external factors that are favorable and
unfavourable to achieve that objective.

S- Strength of the Organisation

W-weakness of the
Organisation
O-opportunities for the
Organisation T-threats for the
Organisation

4.1. STRENGTH

 Over 44 years of experience in the manufacture and supply of EHV transformers

covering all key players in India.

 Positioning as a high quality market player.

 It enjoys 3rd position in Indian market.

 The manpower is highly skilled and qualified.

 Accesses to skilled manpower.

 Joint venture with Maharatna Co. NTPC Ltd.

 Heavy fabrication capabilities.

68
4.2. WEAKNESS

 Delay in decision making being public sector.

 Lack of technology and R&D.

 Higher operating cycle and fixed cost.

 Technical R &D capability beyond transformers.

 Agent‘s network in international markets.

 Manufacturing plant infrastructure markets.

 Process responsiveness to challenges.

 Spread of product range competition

4.3. OPPORTUNITIES

 Great electricity needs in Kerala.

 Enough land for expansion and diversification.

 There is expansion plan in domestic power sector.

 Large and growing domestic demand.

 Capacity additions by industries with captive power plant leadings to need for
transformers.
 Significant export market in middle east and African countries.

4.4. THREATS

 Price pressure from large scale players into India.

 Capacity additions resorted by competitors and the scale of economy to them.

 Competition from private sector companies.

 No support from financial institutions.

69
5. STATEMENT OF FINDINGS, SUGGESTIONS AND
CONCLUSION

5.1 FINDINGS:

o TELK has been established to carry out the objectives specified in the
Memorandum and Articles of association.
o The company entered into area of repair and service as well.
o Lack of new technology.
o Effective training programmes to the employees for increasing the production.
o The management maintains a good relationship with their workers.
o Everybody is aware about its production process.
o Dress code for employees is compulsory.
o Company's goodwill is high among its customers.
o The Board of Directors are appointed by Government of Kerala.
o TELK is a fore-runner in implementing the RTI Act 2005 in true letter and spirit
o The company supports and pursues the Green Initiative.
o The company has AC Working shop which reduces humidity and is dust free
which highlights its quality.

5.2 SUGGESTIONS

o The conventional type of recording and manufacturing must be removed.

o More safety must be ensured.
o TELK can use modern technologies.
o can adopt strategies that would result in lowering the wastage and thereby lowering the
production cost.

70
5.3 CONCLUSION

The Organisational study is a direct investigation about the functions and activities carried out in
an Organisation. It gives a clear insight into the real life situation and this study enables to know
the functions and importance of each department in an Organisation. As a part of academic
progress, I had the opportunity to understand the Organisation and its working.

TELK is one among the prestigious industries of India. The industry plays a vital role in the power
distribution system of countries like Oman. This has given me an idea of construction of
transformers, the major component in power generation and distribution and got to learn the basics
of education and turning them into realities The Organisation Study at TELK has given me the
opportunity to gain valuable experience. I was able to utilize my skills and knowledge in a more
practical approach and also gained confidence and awareness.

The Organisation Study helped me to achieve the objectives to familiarize with the Organisation
structure of TELK and its functioning, to familiarize with the different departments in the
Organisation and their functions and activities. It helped me to understand how information is used
in Organisation for decision making at various levels. It helped me to analyse how the Organisation
is beneficial to the society and support the development of the country.

71
 BIBLIOGRAPHY

Books

1. Moshal, B. S, (2009) “Principles of Management”, Ane Books Pvt. Ltd., New Delhi,
Reprint edition.
2. Koontz, M. O’Donnell, C., & Weihrich, H. (1980) “Management”, New York, NY:
McGraw-Hill
3. Cascio, Wayne .F, (2002) "Managing Human Resources", New York, Tata Mc-Graw Hill
4. Tripathi, P. C, & Reddy (1991) “Principles of Management”, Tata Mc-Graw Hill
Publishing Company Limited
5. Kotler, Philip & Keller, Kevin Lane (2014) “Marketing Management”, Pearson
Education, Inc. (Prentice Hall)
6. Apte, P. G (2002) “International Financial Management”, Tata Mc-Graw Hill Publishing
Company Limited
7. Bose. D, Chandra(“Principles of Management and Administration”,Prentice Hall Inc.
8. Dessler, Gary & Varkkey, Biju (2011) ”Human Resource Management”, Pearson
Education, Inc. (Prentice Hall)

Websites

 www.telk.com
 www.indiapowersector.com
 http://en.m.wikipedia.org/wiki/Transformers_and_Electricals_Kerala_Limited
 http://www.electricalindia.in/blog/post/id/5624/on-a-threshold-of-transformation-
indias- transformer-industry
 http://top10companiesinindia.co.in/top-10-transformer-manufacturers-in-india/
 http://keralabiznews.com/4382/telk-registers-turnaround-declares-dividend

72