A Project

On
“Comparative Analysis of the Human
Resource Policies of the Public and Private
Ltd. Companies.”

Submitted to partially fulfillment of

Management in Business Finance(MBF)
( 2008-10)

Submitted to
Submitted by
Mr. Aman Agarwal
Deepak Oberoi

Director,
Nikesh Ronta

IIF
Nagendra Singh
 INDEX

 INTRODUCTION
 “VIZAG STEEL”

 Vision , Mission , Objective

 Polices and rule of RINL

 Customer Policy

 Quality Environment and Occupational Health &

Safety Policy
 Facilities and Resources
 “ESSAR STEEL”

 Vision, Mission and Policies

 Human Resource Polices of the Company

 Key focus areas

 Management trainee programmes

 Training and Development

 CONCLUSION

VIZAG STEEL
The Visakhapatnam Steel Plant was designed way back in late
1960s but by the time its chief Consultants - MN Dastur &
Company's - report and revised reports were accepted in 1984 to
start construction, it had become the most expensive steel plant
ever to be constructed, deisigned to produce about 3 million
tonnes (Mt) of processed steel per year.

Its efficiency model was designed after the Pohang Steel Plant in
Korea. The Visakhapatnam Steel Plant is the first ever shore-
based steel plant in India, and outside the traditional coal belts of
Dhanbad–Jamshedpur areas.Vizag Steel, also known as
Visakhapatnam Steel Plant steel company based in the outskirts
of Visakhapatnam, India. Its main plant is located 26 kilometers
from Visakhapatnam, Andhra Pradesh, it is among India's premier
steel mills. It has also been conferred the Mini Ratna status. Its
vision - Infrastructuring India.

Vizag Steel bagged the first prize in Energy Conservation

constituted by Ministry Of Power, Government Of India,
consecutively for the last two years primarily due to its focus on
energy conservation, cost reduction and waste utilization. Vizag
Steel Plant today is among the lowest cost steel producers in the
world. The Visakhapatnam Steel Plant has been awarded the
Safety Innovation Award - 2006 by the Institution Of Engineers for
its "outstanding contributions in the field and adoption of the best
and the most innovative safety practices". The plant was awarded
the Prime Minister's trophy for the best steel plant in the country,
for the year 2002-2003.

VSP added another feather to its cap by bagging six Government

of India, Vishwakarma Rashtriya Puraskar (VRP) Awards at
national level out of total number of 28 awards announced by
Ministry Of Labour, Government of India

VISION, MISSION & OBJECTIVES

OF Rashtriya Ispat Nigam Limited.

VISION:

• To be a continuously growing world class company we shall

• Harness our growth potential and sustain profitable growth.

• Deliver high quality and cost competitive products and be

the first choice of customers.

• Create an inspiring work environment to unleash the creative

energy of people.

• Achieve excellence in enterprise management.

 • Be respected corporate citizen, ensure clean and green
environment and develop vibrant communities around us.

MISSION :
To attain 16 million ton liquid steel capacity through technological
up-gradation, operational efficiency and expansion; to produce
steel at international standards of cost and quality; and to meet
the aspirations of the stakeholders.

OBJECTIVES :

• Expand plant capacity to 6.3 Mt by 2008-09, with the mission

to expand further in subsequent phases as per the Corporate
plan.

• Sustain gross margin to turnover ratio>25%

• Be amongst top five lowest cost liquid steel producers in the

world by 2009-10.

• Achieve higher levels of customer satisfaction than

competitors.

• Instill right attitude amongst employees and facilitate them

to excel in their professional, personal and social life.
 • Be recognized as an excellent business organization by
2008-09.

• Be proactive in conserving environment, maintaining high

levels of safety and addressing social concerns.

HR Policy:

We, at Visakhapatnam Steel Plant, believe that our employees are

the most important resources. To realize the full potential of
employees, the company is committed to:

• Provide work environment that makes the employees

committed and motivated for maximizing productivity

• Establish systems for maintaining transparency, fairness and

equality in dealing the employees

• Empower employees for enhancing commitment,

responsibility and accountability

• Encourage teamwork, creativity, innovativeness and high

achievement orientation

• Provide growth and opportunities for developing skill and

knowledge

• Ensure functioning of effective communication channels with

employees

HRD Policy:
We, at Visakhapatnam Steel Plant, are committed to create an
organizational culture which nurtures employees’ potential for the

prosperity of the organization. To accomplish this, we will :

Identify development needs of the employees on a regular basis,
provide the necessary training and continually evaluate and
monitor the effectiveness of the training so that the quality of the
training also gets upgraded

Provide inputs to the employees for developing their attitude

towards work and for matching their competencies with the
organizational requirements

Create an environment of learning and knowledge sharing by

providing the means and facilities and also access to the relevant
information and literature

Facilitate the employees for continuous development of their

knowledge base, skills, efficiency, innovativeness, self-expression
and behaviour so that they contribute positively with commitment
for the growth and prosperity of the organization while
maintaining a high level of motivation and satisfaction

Prepare employees through appropriate development programs

for taking up higher responsibilities in the organization

Fulfil social obligations by providing training to the students of

educational institutions and to the trainees of other organizations

Policies & Rules OF RINL/VSP

SUBJECT

I. Service Rules
Service Rules for Executives

Conduct, Discipline & Appeal Rules

Leave Rules for Non-executive Employees

Recruitment Policy

Certified Standing Orders

II. Promotion Policy and Rules

Promotion Policy and Rules for Executives

System of Probation and Confirmation of Executives

Policy for Promotion to Non-Unionised Supervisory Cadre &

Executive Cadre

Policy & Rules for Promotion of Non-Executives

Procedure for Dealing with Promotion/Confirmation of Non-

executives pending Enquiry/Disciplinary Proceedings and
thereafter.

Performance Appraisal System for Executives

Annual Confidential Report for Non-Executives

III. Wage Structure

Executive Salary Structure, Non-Executive Salary Structure &
Stipend rates for Trainees
Annual Increment Rules

IV. Allowances
Travelling Allowance Rules

City Compensatory Allowance

Reimbursement of Local Travelling Expenses

Grant of Conveyance Allowance to Blind and Orthopaedically

Handicapped Employees

House Rent and House Rent Allowance

Night Shift Allowance

Split Duty Allowance

Entertainment Allowance

Magazine Allowance

V. Advances
House Building Advance Rules ( including Scheme of Interest
Subsidy on House Building Loans )

Grant of Advance for Purchase of Motor Vehicle

Grant of Advance for the Purchase of Bicycle

Grant of Advance for Medical Attendance & Treatment

Festival Advance
VI. Employees' Motivation & Welfare Scheme
Incentive Scheme for acquiring Professional Qualifications

Jawaharlal Nehru Award Scheme for Executives

Jawaharlal Nehru Award Scheme for Non-Executives

Incentive Scheme for promoting Small Family Norms among

Employees

Encashment of Leave

Medical Benefits

Grant of Assistance towards Funeral Expenses of Employees who

die while in Service

Family Benefit Scheme

House Allotment Rules

Leave Travel Concession

Reimbursement of School Fees to Employees' Children

Grant of Scholarships to the children of Employees

Scheme for grant of Scholarships to the children of Employees

belonging to Scheduled Castes and Scheduled Tribes

Scheme for grant of Scholarships to Physically Handicapped

Children of Employees

VII. Retirement Benefits

Provident Fund Rules

Procedure for final Settlement of Dues of Retiring Employees

RINL Superannuation Benefit Fund Scheme

Family benefit scheme

Scheme for farewell to retiring employee

VIII. Miscellaneous Rules

Determination of Date of Birth

Change of Name

Appointment of Deputationists in the Company

Procedure for Leave Book and Leave Card System

Foreign Travel

Issue of Verification Certificate to Employees for obtaining

Passport

Forwarding Applications of Employees for Outside Employment

Transfer Benefits to Executives joining VSP on appointment from

Central Government / Public Sector Undertakings & vice - versa

Executive Grievance Redressal Procedure

Formal Grievance Procedure for Non - Executives Details on the

above subjects can be obtained from Personnel Manual available
for reference in the Central Library, Training & Development
Centre, Visakhapatnam Steel Plant.

Customer Policy

VSP will endeavor to adopt a Customer-focused approach at all

times with transparency
VSP will strive to meet more than the Customer needs and
expectations pertaining to Products, Quality, Value for Money and
Satisfaction

VSP greatly values its relationships with Customers and would

make efforts at strengthening these relations for mutual benefit
 Quality Environment
And
Occupational Health & Safety
Policy

We, at Visakhapatnam Steel Plant, are committed to meet

the needs and expectations of customers and other interested
parties, and the occupational health and safety of our workforce
and to preserve the environment. To accomplish this, we will:

Supply quality goods and services to customer’s delight.

Document, implement, maintain & periodically review the
management systems including the policy, objectives and targets.

Use resources efficiently; reduce wastage and prevent pollution.

Comply with all relevant legal, regulatory and other requirements

applicable to our products, activities and processes in respect of
quality, environment, occupational health & safety and also
ensure the same by contractors.

Continually improve the quality, environment, occupational health

and safety performance with respect to our products, activities,
processes, premises and services.

Encourage development and involvement of employees.

Maintain high level of quality, environment, occupational health

and safety consciousness amongst employees and contract
workers by imparting education and training.

This policy is communicated to all the employees and contract

workers and is made available to interested parties on request.
 Management Team
(Promoter Directors)

Shri. Shashi Ruia (Chairman) Shri. Ravi Ruia (Vice

Chairman)

Prashant Ruia (Director) Anshuman Ruia

(Director)

Smiti Kanodia (Director) Rewant Ruia

(Director)
Corporate Functions
Mr. S. V. Venkatesan(Resident Director – Chennai)

Mr. J. Mehra (Resident Director - New Delhi)

Mr. Jayesh Buch(Resident Director – Ahmedabad)

Mr. Madhu S. Vuppuluri (Resident Director - New York)

Mr. Suresh Sundaram(Director - Corporate Aviation)

Mr. Adil Malia(President - Human Resources)

Mr. Sunil Bajaj(President - Corporate Affairs)

Mr. Mukesh Bhavnani(President – Legal)

Mr. Vijay Mehra (Chief Information Officer)

Mr. Sharad Goel(Group Head - Media Relations)

Mr. N. S. Paramasivam(Group Head - Forex & Treasury)

Mr. Dinyar M. Jivaasha (Group Head - Corp. Risk & Ins. Mgmt.)
Recruitment :

S.No Recruitment Information

1) SC-ST certificate format

2) OBC certificate format

3) PWD certificate format

4) Format to be submitted by SC-ST candidates along with

Caste Certificate

5) Format to be submitted by OBC candidates along with Caste

Certificate

6) Interview for the post of Geologist

7) Interview schedule for MT(T) post

8) Written test and interview for the post of Assistant (Hindi)

Training and Development Centre

In house Training Centre of RINL at Visakhapatnam, besides

conducting training programmes for employees, offers the
Training. Facilities to other organizations.
GUIDELINES FOR VACATIONAL
TRAINING AT VIZAG STEEL

Special Features of Development Programmes :

1) Involvement of top management through Apex level and
training advisory committees.

2) Training need identification through annual surveys.

3) Annual training calender and nomination through specially

designed on-line”Training Information System”. Training record of
each employee is also available through this system to HODs.

4) Courses designed in consultations with line managers.

5) Three tier evaluation of training effectiveness.

6) Constant review and improvements based on feed back.

7) Focus on internal faculty development.

8) Unit Training (on- the-job Training.) system developed and

implemented with the assistance of British Steel.

Organizations who utilized our services:

: Steel Authority of India ltd (DSP, RSP, BSP, BOPS).
: Bellary Steel and Alloys Ltd.

: Ispat Metallic’s India Ltd.

: Neelanchal Ispat Nigam Ltd.
: N T P C Ramagundam.
: Local organisations: BHPV, HPCL, DCIL, HZL, NMDC etc.

Facilities and Resources:

Besides conventional wokshops special facilities are available
such as :
1) Hydraulics section- equiped with PLC cotrolled Trg. kit,
transparent models.

2) Valve and Pump section with cut sections of various types of

pumps/valves used.

3) Material Handling Section.

4) Electronic Laboratory with PLC and microprocssor trg kits. IC
trainers etc.

PC Laboratory.

5) Library with rich collection of 21000 books & 21000 Indian

and International standards.

6) Over 100 journals received.

7) Well equiped class rooms and AC conference halls with
modern AV aids.

8) Air Conditioned Auditorium.

9) Excellent on-the-job Trg facilities.
10) Well qualified and trained faculty.
11) Hostel Facilities for train
ESSAR GROUP
History

The Essar Group was founded in 1969 by brothers Shri Shashi

Ruia and Shri Ravi Ruia.

The Essar Group began its operations with the construction of an

outer breakwater in Chennai port. It quickly moved to capitalise
on every emerging business opportunity, becoming India’s first
private company to buy a tanker in 1976.

In the 1990s, Essar began its steelmaking business by setting up

India’s first sponge iron plant in Hazira, a coastal town in the
western Indian state of Gujarat. The Group went on to build a
pellet plant in Visakhapatnam and eventually a fully integrated
steel plant in Hazira.

The Construction business helped the Group build most of its

business assets. Essar also entered the GSM telephony business,
establishing India’s first mobile phone service in Delhi (branded
Essar Cell phone) with Swiss PTT as the joint venture partner.

ESSAR STEEL COMPANY

Essar Global Limited is a diversified business corporation with a

balanced portfolio of assets in the manufacturing and services
sectors of Steel, Energy, Power, Communications, Shipping Ports
& Logistics, and Construction. Essar Global employs over 40,000
people across offices in Asia, Africa, Europe and the Americas.
With a firm foothold in India, Essar Global has been focusing on
global expansion with projects/investments in Canada, USA,
Africa, the Middle East, the Caribbean and South East Asia.
Privately owned and professionally managed, Essar is judiciously
invested in the commodity, annuity and services businesses.
Forward and backward integration, state-of-the-art technologies,
in-house research and innovation have made Essar Global a
leading player in each of its businesses. Essar’s abiding
philosophy is to be a low cost, high quality, technology driven
group with innovative customer offerings.

Salient Features of the

company
• Essar Steel is India's largest exporter of flat steel products

• Essar Steel is the largest steel manufacturer on the West

Coast of India

• Essar Steel has the first Indian steel plant to receive ISO
14001 award for environment management and ISO 9002 for
the entire plant operations

Vision and Mission of the

company.
Vision
We will be a respected global entrepreneur, through the power of
Positive Action.

Mission
We are committed to innovative growth, through our personal
passion, reinforced by a professional mindset, creating value for
all those we touch.

Beyond business Essar’s Policy

The Essar Group is both a people-driven and people-centric
organization. It understands the value that people deliver in the
making of a great company. The Group’s spirited involvement in
community service is inspired by these beliefs. The Group’s ethos
on social responsibility focuses on not just taking care of its own
employees but enabling and enriching the communities around
the areas where its plants are located. In addition, the Group has
been at the forefront in rendering aid and assistance by way of
donations as well as relief supplies in times of national calamities,
such as the Tsunami, earthquakes and floods.

Human Resource Polices of the

Company
At the Essar Group, we believe that excellent individuals build
excellent companies. And by transforming each employee into a
highly motivated, satisfied and productive team member, we will
create an outstanding organization. We also understand that each
individual has unique talents and expectations from the
organization. Based on those principles, human resources
development at Essar is customised, flexible and well planned.
Every Essar employee is meticulously selected and given the
freedom to be innovative, within a work culture that is non-
bureaucratic and result-oriented. We work with employees to
develop personalized and flexible individual plans for career
growth, retention and compensation within a carefully structured
work framework. Through extensive career mapping, we offer a
choice of career paths that could include job rotations across
functions and Group Companies. Essar's wide range of businesses
and exciting pace of growth presents a range of opportunities and
exposure that only a few others can match. The Group has a very
serious commitment to continuous training and development. Our
Essar Learning Centre provides year-round training. Thus, a career
with Essar will offer you a unique opportunity to unlock your own
potential and realize excellence.

Employees Motivation
The underlying objectives of Essar’s activities is to motivate
employees to participate in and contribute to the activities
initiated by the Community Relations Centre, to create self-help
groups for village women, to further overall development of
children and women, and to spread awareness about AIDS and
de-addiction.

Essar’s key focus areas

Essar has outlined seven focus areas where employee
involvement can make a difference to the lives of the community:

• Education

• Self-employment
 • Training

• Infrastructure development

• Medical

• Health & hygiene

• Recreation and welfare

Essar’s policy for the People

who related with the company

People, our most valuable assets

At Essar, we understand that excellent people deserve excellent

people practices. That's why we design our human resource
initiatives such that they unlock the full potential of every
employee.

Recruitments
We welcome talented college graduates. We are a preferred
employer at India's top engineering and business schools because
we offer competitive compensation, diverse opportunities in
terms of business and roles, fast growth and quick assumption of
large responsibilities. For the same reasons, we are able to attract
the best and the brightest talent at all levels.
Campus Programs
The Essar group has a strong emphasis on hiring at the entry
level, to create a pool of talented employees who are developed
and groomed to grow with the group. At the entry level, the group
hires mainly through two types of programmes:

• Management trainee programmes

• Graduate trainee programmes

• Business leadership programmes

Management trainee
programmes
Through the management trainee programmes, Essar hires post
graduate management students from top ranking business
schools throughout India. Trainees are initially hired as a group
resource for a range of functions such as marketing, finance,
human resources and operations. Essar makes selections between
December and February, through a rigorous selection process.
Selected candidates then go through a comprehensive one-month
induction programme, which includes classroom sessions, an
introduction to all the group companies, plants and corporate
functions, and a six-day executive leadership camp at the Essar
Learning Centre. Soon after the induction, in an interview with
corporate human resources each trainee has the opportunity to
discuss mutual expectations, a career map and the group
company and assignment that he or she will be posted to.
Trainees are confirmed after completing the one-year
management trainee programmes. Depending on their
capabilities, management trainees can usually look forward to a
faster career track, an expanded role and eventually, a leadership
position within the organization.

Graduate trainee programmes

The Essar group prides itself on using global-scale, world-class
technology in all its companies. To maintain our technical edge,
the group hires engineer trainees annually between August and
January. Essar hires graduate engineer trainees (GETs) from the
IITs and the top-ranking regional engineering colleges across the
country and diploma engineer trainees (DETs) from the best
polytechnics in Gujarat, Andhra Pradesh and Tamil Nadu and other
regions of the countries to source the best talent available. These
trainees are hired for specific group companies. After they are
selected, they go through an induction programmes at the
company, which includes classroom sessions and plant visits.
Soon afterwards, each trainee has an interview with the Essar
Learning Centre head, to discuss his or her immediate placement
and future growth prospects. Trainees are confirmed after a one-
year training programmes for GETs and a two-year programmes
for DETs. Depending on their capabilities, both GETs and DETs can
look forward to increasing their technological expertise, a growing
technical specialization and key senior operational and technical
roles within the company.
Building careers
Essar has a high emphasis on performance, and we link both
career growth and rewards directly to merit and achievement. We
customize career paths and retention plans according to the
unique needs of an individual. Right from the entry level, we draw
career maps for each employee, outlining possible alternate
career paths, which could include planned job rotations between
functions or even group companies.

Solid performances, solid

rewards
Employees with a proven track record of high performance and
potential are identified annually through a fast-track programmed
evaluated by a top management panel. These achievers are
rewarded with top-of-the-market compensation, retention bonuses
and relevant training inputs.

Training and Development

Essar has a very serious commitment to continuous training and
development. Our world-class Essar Learning Centre provides
year-round training. We provide numerous resources for self-
assessment and development. Thus, a career with the Essar
group offers a unique opportunity to unlock your own potential
and realize excellence.
Continuous opportunities for development and growth - that’s the
firm commitment that Essar makes to every single employee. The
Essar group is one of India’s largest spenders on continuous
training, investing about Rs. 1.4 crore (US$ 3 m) annually. Essar
Learning Centre (ELC) at Hazira, Gujarat has emerged as one of
India’s foremost training facilities, training 2,000-odd people a
year through 7,000 man days of training.

Being a dedicated facility, the ELC allows us to design tailor-made

and flexible programmes, so that training at Essar is always
relevant and customized both to business needs and the needs of
the individual. Our programmes cover a wide range of technical,
functional and behavioral training, from materials management to
e-commerce procurement to transformational leadership and
communication and negotiation skills. Our faculty includes the
best of experts and practicing managers. Since we believe in
imparting managerial & behavioral training, we also include a
number of non-business modules like corporate etiquette or
parenting skills. The ELC also has extensive resources for self-
development such as a business library of books and audiovisual
material. Thus, we support and encourage all Essar employees to
develop themselves to the fullest.

Executives Leadership Camp

(ELC)
The Executive Leadership Camp (ELC) is a six-day residential
programmes held at the Essar Learning Centre at Hazira, Gujarat.
This comprehensive programmes transforms junior management
employees into effective business executives.

Features of the camp

Participants in this holistic programme begin their day with yoga.
Throughout the camp, they learn more about Essar's key values
and culture through modules like quality & customer orientation,
Essar leadership values, organizational & behavioral etiquette, a
value meet and a plant visit. They learn how to become part of
the organization team through modules like self-awareness and
interpersonal relationship, conflict management, group dynamics
and team building, leadership & leadership styles & followership.
The programme also builds their personal management skills by
teaching useful skills like assertive skills, time management and
presentation skills. A fun outbound module allows them to
reinforce and use skills like teamwork or strategic thinking
through specially designed outdoor games and activities such as
a treasure hunt or rappelling.

Management Development
Programme (MDP)
The Management Development Programme (MDP) is a six-day
residential programmes that aims to prepare middle management
executives for newer roles in a changing environment. The MDP
helps make middle managers active and effective participants in
organizational processes like planning, implementation and
decision-making.

Features of the Camp

After beginning their day with yoga, participants learn how to
contribute to organizational growth and excellence through
modules like Essar leadership values, quality (kaizen), customer
satisfaction, striving for excellence, cost reduction and continuous
improvement. They learn how to be effective managers with
modules like the role of a manger in the present scenario,
performance management, goal setting, team building, people
development, conflict management and counseling skills. The
programmes enhances their personal management skills by
teaching segments like self-awareness, leadership, assertive
skills, motivation, integrity/personal values, negotiation skills and
corporate etiquette. A fun two-day outbound module allows them
to reinforce and use skills like teamwork or strategic thinking
through specially designed outdoor games and activities such as
a treasure hunt or rappelling.

CONCLUSION:
As shown above the human resource policies of both the company’s analysis
we found that as a public ltd company Vizag Steel Ltd gives more emphasize
on betterment and welfare of their employees as well as their surroundings
as a public ltd. Co. they are more concerned to welfare of the people instead
of earning profit.

As above shown that the Co. is giving benefits to present employees as well
as retired employees so this kind of facilities attract more people to join the
organization and also the company helps in social areas also the company is
capable enough to provide in house training by doing such type of activities
a company shows a self reliance to develop skills of their employees.

Comparatively Essar steel is a private ownership organization and also

concerned with more than one type of industry but this will not affect their
decision making on their employees because an employee is a valuable
asset to the company so as this group thought. Like other companies they
have their own facilities to train people also this kind of organizations provide
extensive atmosphere to their employees according to the different
environment because this organization has corporate offices in other
countries so this kind of atmosphere help an employee to develop on both
the fronts(mental & physical).
Essar steel shows their responsibilities time and again by helping our
countryman in calamities although it is a private organization but they are
responsible to their society and it gives a good signal to the society and
gives us insight to be a responsible person for the organization as well as our
country.

So for the conclusion we can say that both the companies are good at their
respective fields but at the same time they wouldn’t neglecting their
responsibilities to the people who work for them. And it is a good sign for
those companies who follow their footsteps and also these kind of habits
helps to make a beautiful future.

“AN HR POLICY CONCEREND WITH PEOPLE IN BOTH

WAYS”.

INTRODUCTION
This is a project in which we have shown analysis of two
companies on ground of their HR policies in this project we have
shown that two companies in the same kind of business same
type of industry what are the differences of their policies
regarding with the employees and the people who related with
them in some or the other way so in our project we simply shown
the Human Resource approach of both the companies and also
how these companies differ from each other but when it comes to
their employees turn how they do the job to help their employees
.

In this project we have shown that the public company do more

helpful in terms of employees satisfaction because they directly
affected with the government policies and at the other hand the
private company who is responsible to their own decisions they
also give facilities and help their employees in same or the other
manner to betterment of their employees as well as customers
and albeit a private company the are responsible to the people of
our country yes will help them in future for building their good
image in the society apart from this they work sincerely for the
people concerned with them.

So the project is all about the human resource policies of the

two companies a public company (VIZAG STEEL) and a private
company (ESSAR STEEL).

Acknowledgement

It was a great pleasure and honor for us to undertake

this project. This project has been a consolidated effort of
all those who directly or indirectly helped us in
completion of this and guided us at various stages of this
project. We would like to thank all of them for their help
and support.
 We are indebted to Prof. Aman Agarwal who has
given knowledge and guidance regarding this project, he
was always available to answer our queries, was eager to
help whole heartedly anytime.

We also like to pay sincere gratitude towards

Professor J.D. Agarwal (Chairman, IIF, and New Delhi) for
providing the services available.