Chapter Aditya-Birla More

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CHAPTER – I
1. HUMAN RESOURCE MANAGEMENT: AN OVERVIEW

According to D. Yoder and others “It is the phase of management which deals with the
effective control and use of manpower as distinguished from other sources of power.”
“The management of human resource is viewed as a system in which participants seek to
attain both individual and group goals.”
“Its objective is to understand what has happened and is happening and to be prepared for
what will happen in the area of the working relationships between the managers and the
managed.”
HRM may be defined as the organized function of planning for human resource need and
recruitment, selection, development, compensation and evaluation of performances to fill
those needs. The HRM process is an ongoing function that aims to keep the organization
supplied with the right person, in the right position, in the right time. The HRM process
includes 5 basic activities:
1. Human resource planning.
2. Staffing.
3. Training and development.
4. Performance appraisal.
5. Compensation.
1.1 DEFINITION: ATTRTION

Attrition is defined as the" reduction in the number of employees through
retirement, resignation or death". Attrition, also known as employee churn, employee
turnover, or employee defection, it is an Industrial term used to describe loss of
employees or Man power. Attrition is pretty high in the industry these days. Attrition is a
universal phenomenon and no industry is devoid of it, attrition rate in the retail industry is
found to be 20.2%. Deficiencies like inability to influence employee perception of
growth; not aligning employees to roles based on their individual talent, inflexibility in
leadership styles, are causing conflicts at a very intrinsic level, resulting in knowledge
employees choosing the proverbial “easy way out.”
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1.2 BACKGROUND OF THE TOPIC

In the best of worlds, employees would love their jobs, like their co-workers, work
hard for their employers, get paid well for their work, have ample chances for
advancement, and flexible schedules so they could attend to personal or family needs
when necessary. But then there's the real world. And in the real world, employees, do
leave, either because they want more money, hate the working conditions, hate their co-
workers, want a change, or because their spouse gets a dream job in another state. The
high percentage of females in the workforce (constituting 30-35 percent of the total), adds
to the high attrition rate. Most women leave their job either after marriage or because of
social pressures caused by irregular working hours in the industry. All this translates into
huge losses for the company, which invests a lot of money in training them. Many experts
are of believe that all these challenges can turn out to be a real dampener in the growth of
this industry. This only raises the responsibility of "finding the right candidate" and
building a "conductive work environment", which will be beneficial for the organization.
This study can help the management to know where the company is lagging behind and
helps to improve its internal environment. The project throws light through valuable
suggestion to decrease attrition level in the organization. This study can help the
management to find the weaker parts of the employee feels towards the organization and
also helps in converting those weaker part in to stronger by providing the optimum
suggestions or solutions.
TITLE OF THE STUDY : “ATTRITION ANALYSIS AT ADITYA BIRLA

LIMITED, MORE RETAIL, CHICKMAGALUR”
1.3. STATEMENT OF THE PROBLEM

The current high attrition rate is increasing work load of HR department of any
company to recruit employee more often and find strategies to retain them. Losing your
old employees also affects productivity of company as training new employees takes time
and their efficiency is lesser in beginning days of their work. This project’s aim is to find
the attrition reason and list out possible suggestion for ABRL. Currently ABRL is
spending significant amount of resources of training and recruitment due to higher
attrition rate of 30% approximately.
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1.4. OBJECTIVES OF THE STUDY

The first step in any research is deciding what we want to learn. The objectives of
the project determine whom we will survey and what we will ask them. If our goals are
unclear, the results will probably be unclear. Objectives are the keys to help proceed
forward in any research.
Primary objective
To assess the key reasons why attrition occurs, since the attrition rate showed an
increasing rate in the previous years.
Secondary objective
 To identify whether the attrition is due to external or internal factor.
 To analysis the dissatisfaction level of employees in the organization.
 To study the needs of employee in the organization.
 To study about the needs and requirement of the company.
 To provide the corrective measure to the organization.
1.5. SCOPE OF THE STUDY

 The study is being done in the Aditya Birla Retail Limited, Bangalore
 The study covers all aspect of attrition and also the need of human resource
development
 It is to check the reason for attrition
 Recommendation to reduce attrition rate
1.6. RESEARCH METHODOLOGY

A systematized study requires proper planning and implementation of the same.
So, the research design includes an outline of the study, which was conducted at Aditya
Birla Retail Limited, Bangalore. The design of the study contains information stating the
problem, objective of the study, scope of the study, research methodology, tools and
technique of data collection and limitation of the study.
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SOURCE
Study was done based on the data collected from both primary and secondary
sources. The primary source of data collection is taking feedback from employees,
through observation, consultation etc. Secondary data collection is usually browsing the
existing data to find data required for subject study.
Primary Data: Primary data are the data that are collected directly, in other words the
data collected for the first time. It may be through personal interview, questionnaire or
observations etc Primary data for this project was collected with the use of questionnaire
and telephonic interview with the company employees.
Secondary Data: Data is gathered from the books, annual report, and internet and
company website, referring several books and previous project reports, referring company
brochures and Journals.
1.7. RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose. The research
design is the conceptual structure within which research is conducted; it constitutes the
blueprint for the collection, measurement and analysis of data. The design includes an
outline of what the researcher will do, from writing the hypothesis and its operational
implications to the final analysis of data.
Research designs can be broadly classified into three types, they are:
1. Exploratory research design
2. Descriptive research design
3. Casual research
Design opted- Descriptive research design:
This is a descriptive study that aims at studying the reason for attrition at Aditya
Birla retail limited.
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1.8. SAMPLING METHOD

All items in any field of inquiry constitute a ‘universe’ or ‘population’. A
complete enumeration of all items in the ‘population’ is known as a census inquiry. When
the field of inquiry is large, this method becomes difficult to adopt because of the
resources involved. At times, this method is practically beyond the reach of ordinary
researchers. Many a time it is not possible to examine every item in the population, and
sometimes it is possible to obtain sufficiently accurate results by studying only a part of
total population. In such cases there is no utility of census surveys. However the
respondents selected should be as representative of the total population as possible in
order to produce a miniature cross- section. The selected respondents constitute what is
technically called a ‘sample’ and the selection process is called ‘sampling technique.’ The
survey so conducted is known as ‘sample survey.
SAMPLE DESIGN
It includes questions on attrition. The question asked during the interactions is
framed in such a way that it is easier for employees to answer. It does not affect their
personnel values or affect the organizations image. It only calls for honest opinions.
RESEARCH MEASURING TOOL/ INSTRUMENT
For the analysis of collected data the following measuring tool is used.
 Questionnaire
 Telephonic interview
THE FOLLOWING SAMPLING PARAMETERS WERE USED

The respondents are employees of the ABRL. One of the units in which an aggregate is
divided or regarded as divided for the purpose of sampling. Each unit is being regarded as
individual and invisible when the selection is made. The definition of the unit may be
made on some natural basis. The term sample unit is sometimes used in synonymous
sense.
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SAMPLE UNIT:
Front end employees of Aditya Birla Retail Limited. Telephonic interview was held with
the help of questionnaire
SAMPLE SIZE:
The sample size taken up for the study was 120 respondents. Call was made to all, out of
which 50 employees responded to the standards. Respondents include the employees of
all Karnataka more store.
SAMPLE TECHNIQUES
Random sampling has been adopted for the study
PLACE OF STUDY: Aditya Birla Limited, More Retail Chickmagalur, Karnataka,
India.
STATISTICAL TOOLS USED FOR DATA ANALYSIS

Statistical tools were used to analyze the data and to obtain the conclusion with
minimum scope for error. The tools used in this research study are:
 Percentage analysis- A percentage is the top part of a fraction
whose bottom part is 100. Percentage is a way of expressing
numbers as fraction of 100 and is often denoted using the
percent sign “%”.
 Column charts have been used for data interpretation.
 Pie charts have been used for data interpretation.
SOFTWARE USED FOR DATA ANALYSIS

The software used for data analysis and representation was
1. Microsoft word
2. Microsoft excel
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1.9. LIMITATIONS OF THE STUDY
1. The study is restricted only to Aditya Birla retail limited, Bangalore

2. The duration of the project was 10weeks which was another constraint.
3. Analysis of data collected through questionnaire is done on the assumption that the
respondents have given correct information.
4. Limited time given by the candidates for conversation.
5. Respondents tried to avoid answering few questions in the questionnaire.
6. All the data given by the respondents are through telephone and may not be true.
7. Few respondents were unclear with the questions due to lack of interest.
8. There was some sought of language barrier as some of the respondents was from
different states.
9. All the employees were not involved in filling the questionnaire.
10. Mindset of employee may vary depending upon their age, gender, income etc.
11. People mind set about the survey was an obstacle in acquiring complete information
& positive interaction.
12. Respondents were very busy in their schedule. So it was very time taking process.
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CHAPTER – II
2 INDUSTRIAL PROFILE
2.1 Introduction about the Retail Sector
Retailing consists of the sale of goods or merchandise from a fixed location, such
as a departmental stores, boutique or kiosk, or by post, in small or individual lots for
direct consumption by the purchaser, Retailing may include subordinated services, such
as delivery. Purchasers may be individuals or businesses.
In commerce, a "retailer" buys goods or products in large quantities from

manufacturers or importers, either directly or through a wholesaler, and then sells smaller
quantities to the end-user. Retail establishments are often called shops or stores. Retailers
are at the end of the supply chain. Manufacturing marketers see the process of retailing as
a necessary part of their overall distribution strategy. The term "retailer" is also applied
where a service provider services the needs of a large number of individuals, such as a
public utility, like electric power.
Shops may be on residential streets, shopping streets with few or no houses or in a

shopping mall. Shopping streets may be for pedestrians only. Sometimes a shopping
street has a partial or full roof to protect customers from precipitation. Online retailing, a
type of electronic commerce used for business-to-consumer (B2C) transactions and mail
order, are forms of non-shop retailing.
Shopping generally refers to the act of buying products. Sometimes this is done to
obtain necessities such as food and clothing; sometimes it is done as a recreational
activity.
Recreational shopping often involves window shopping (just looking, not buying)
and browsing and does not always result in a purchase.
Etymology
Retail comes from the French word retailer, which refers to "cutting off, clip and
divide" in terms of tailoring (1365). It first was recorded as a noun with the meaning of a
"sale in small quantities" in 1433 (French). Its literal meaning for retail was to "cut off,
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shred, paring". Like the French, the word retail in both Dutch and German (detail Handel
and Einzelhandel respectively), also refers to the sale of small quantities of items.
Retail pricing
The pricing technique used by most retailers is cost-plus pricing. This involves
adding a markup amount (or percentage) to the retailer's cost. Another common technique
is suggested retail pricing. This simply involves charging the amount suggested by the
manufacturer and usually printed on the product, by the manufacturer.
In Western countries, retail prices are often called psychological prices or odd
prices. Often prices are fixed and displayed on signs or labels. Alternatively, when prices
are not clearly displayed, there can be price discrimination, where the sale price is
dependent upon, who the customer is. For example, a customer may have to pay more if
the seller determines that he or she is willing and/or able to. Another example would be
the practice of discounting for youths or students.
Transfer mechanism
There are several ways in which consumers can receive goods from a retailer:
Counter service, where goods are out of reach of buyers and must be obtained from the
seller. This type of retail is common for small expensive items (e.g. jewelry) and
controlled items like medicine and liquor. It was common before the 1900s in the United
States and is more common in certain countries.
Delivery (commerce); where goods are shipped directly to consumer's homes or

workplaces. Mail order from a printed catalog was invented in 1744 and was common in
the late 1800s and early 1900s. Ordering by telephone is now common, either from a
catalog, newspaper, television advertisement or a local restaurant menu, for immediate
service (especially for pizza delivery). Direct marketing, including telemarketing and
television shopping channels, are also used to generate telephone orders. Online shopping
started gaining significant market share in developed countries in the 2000s.
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Door-to-door sales; where the salesperson sometimes travels with the goods for
sale.
Self-service, where goods may be handled and examined prior to purchase, has
become more common since the 1920s.
Building types
A market is a physical location where buyers and sellers converge. Usually this is done in
town squares, sidewalks or designated streets and may involve the construction of
temporary structures (market stalls). Markets are contrasted with shop or store trading,
where a retailer has a permanent, dedicated building.
Buildings for retail have changed considerably over time. Market halls were constructed
in the middle Ages, which were essentially just covered marketplaces. The first shops in
the modern sense used to deal with just one type of article and usually adjoined the
producer (baker, tailor & cobbler).
In the U.S. retailers often provided boardwalks in front of their stores to protect
customers from the mud. In France in the 19th century, arcades were invented, which
were streets of several different shops, roofed over. Counters, each dealing with a
different kind of article, were invented; it was called a department store. One of the
novelties of the department store was the introduction of fixed prices, making haggling
unnecessary and browsing more enjoyable. This is commonly considered the birth of
consumerism. In cities, these were multi-story buildings which pioneered the escalator
In the 1920s, the first supermarket opened in the United States, heralding in a new era of
retail: self-service. Around the same time, the first shopping mall was constructed which
incorporated elements from both the arcade and the department store. A mall consists of
several department stores linked by arcades, many of whose shops are owned by the same
firm under different names. The design was perfected by the Austrian architect Victor
Gruen All the stores rent their space from the mall owner. By mid-century, most of these
were being developed as single enclosed, climate-controlled, projects in suburban areas.
The mall has had a considerable impact on the retail structure and urban development in
the United States.
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In addition to the enclosed malls, there are also strip malls, which are "outside"
malls (in Britain they are called retail parks, these are often composed of one or more big-
box stores or superstores.
Physical shops are known as brick and mortar stores in the United States, when
contrasting them with online stores. Many shops are part of a chain; a number of similar
shops with the same name, selling the same products in different locations. The shops
may be owned by one company or there may be a franchising company, which has
franchising agreements with the shop owners. Sometimes online retailing replicates
existing retail types, such as the online shops or virtual marketplaces used by
Amazon.com
Some shops sell second-hand goods which are called Second hand retail. In the
case of a nonprofit shop, the public donates goods to the shop to be sold. In give-away
shops goods can be taken for free.
Another form is the pawnshops, in which goods are sold that were used as
collateral for loans. There are also "consignment" shops, which are where a person can
place an item in a store and if it sells, the person gives the shop owner a percentage of the
sale price. The advantage of selling an item this
Way is that the established shop gives the item exposure to more potential buyers.
Discount stores
Discount stores offer a wide range of products, although they mainly offer value goods,
such as house wares, clothes, kitchen-wares, gifts and healthcare products. These are sold
at , because many of them are either brand name or clearance products.
Sales Techniques
Behind the scenes at retail, there is another factor at work. Corporations and
independent store owners alike are always trying to get the edge on their competitors.
One way to do this is to hire a merchandising solutions company to design custom store
displays that will attract more customers in a certain demographic.
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The nation's largest retailers spend millions every year on in-store marketing
programs that correspond to seasonal and promotional changes. As products change, so
will a retail landscape. Retailers may also use facing techniques to create the look of a
perfectly-stocked store, even when it is not.
A destination store is one that customers will initiate a trip specifically to visit,
sometimes over a large area. These stores are often used to "anchor" a shopping mall or
plaza, generating foot traffic, which is capitalized upon by smaller retailer.
2.2 Evolution of Indian retail Industry
Indian Retail Industry is standing at its point of inflexion, waiting for the boom to
take place. The inception of the retail industry dates back to times where retail stores were
found in the village fairs, Melas or in the weekly markets. These stores were highly
unorganized. The maturity of the retail sector took place with the establishment of retail
stores in the locality for convenience. With the government intervention the retail
industry in India took a new shape. Outlets for Public Distribution System, Cooperative
stores and Khadi stores were set up. These retail Stores demanded low investments for its
establishment.
2.3 Growth of the Industry
Growth of Retail Companies in India exhibits the boom in the retail industry in
India over the years. The increase in the purchasing power of the Indian middle classes
and the influx of the foreign investments has been encouraging in the Growth of Retail
Companies in India.
Growth of Retail Companies in India is still not yet in a matured stage with great
potentials within this sector still to be explored. Apart from the retail company like
Nilgiri's of Bangalore, most of the retail companies are sections of other industries that
have stepped in the retail sector for a better business. The Growth of Retail Companies in
India is most pronounced in the metro cities of India; however the smaller towns are also
not lagging behind in this.
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The retail companies are not only targeting the four metros in India but also is
considering the second graded upcoming cities like Ahmadabad, Baroda, Chandigarh,
Coimbatore, Cochin, Ludhiana, Pune, Trivandrum, Simla, Gurgaon, and others. The
South Indian zone have adopted the process of shopping in the supermarkets for their
daily requirements and this has also been influencing other cities as well where many
hypermarkets are coming up day to day.
2.4 Future of the industry:
India retail industry is the largest industry in India, with an employment of around
8% and contributing to over 10% of the country's GDP. Retail industry in India is
expected to rise 25% yearly being driven by strong income growth, changing lifestyles,
and favorable demographic patterns.
It is expected that by 2016 modern retail industry in India will be worth US$ 175-
200 billion. India retail industry is one of the fastest growing industries with revenue
expected in 2007 to amount US$ 320 billion and is increasing at a rate of 5% yearly. A
further increase of 7-8% is expected in the industry of retail in India by growth in
consumerism in urban areas, rising incomes, and a steep rise in rural consumption. It has
further been predicted that the retailing industry in India will amount to US$ 21.5 billion
by 2010 from the current size of US$ 7.5 billion.
Shopping in India has witnessed a revolution with the change in the consumer buying
behavior and the whole format of shopping also altering. Industry of retail in India which
has become modern can be seen from the fact that there are multi- stored malls, huge
shopping centers, and sprawling complexes which offer food, shopping, and
entertainment all under the same roof.
India retail industry is expanding itself most aggressively; as a result a great

demand for real estate is being created. Indian retailers preferred means of expansion is to
expand to other regions and to increase the number of their outlets in a city. It is expected
that by 2010, India may have 600 new shopping centers.
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In the Indian retailing industry, food is the most dominating sector and is growing
at a rate of 9% annually. The branded food industry is trying to enter the India retail
industry and convert Indian consumers to branded food. Since at present 60% of the
Indian grocery basket consists of non- branded items.
India retail industry is progressing well and for this to continue retailers as well as
the Indian government will have to make a combined effort.
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CHAPTER – III
3. COMPANY PROFILE
Type :Private
Industry : Conglomerate
Founded : 1857
Founder : Ghanshyam Das Birla
Headquarter : Mumbai, India
Area served : Worldwide
Key people : Kumar Mangalam Birla

(Chairman)
Product : metals, cements, textiles, chemical,

agribusiness, carbon black, mining,
wind power, insulator,
telecommunications, financial
services, information technology,
retail, trading solutions
Revenue : US$ 35 BILLION(2011)
EMPLOYEES : 133,000(2011)
Website : www.adityabirla.com
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MORE RETAILS
"The art of putting the right man in right place is perhaps the first in the science of
management, but the art of finding a satisfactory position for the discontented is the most
difficult". Recently words like attrition, retention and job switch is back with a bang as
the Indian economy is booming. Indian job market is expected to grow in line with
economic growth and double at Rs 2000 crore within 5 years (with 20 percent growth per
annum). Retaining the star performers of the company is need of the day now. Aditya
Birla Group’s foray into the Retail sector began in 2006 with the acquisition of Trinethra,
the South Indian based chain of stores. May 2007 saw Aditya Birla Retail launching its
own brand of stores ‘MORE’. The stores are in 2 formats: Supermarkets and
Hypermarkets. As on Dec 2011, 891 Supermarkets and 11 Hypermarkets are operational
across the country.
The report is on “ORGANISATIONAL STUDY AND ATTRITION ANALYSIS

AT ADITYA BIRLA RETAIL LIMITED, MORE RETAILS , CHICKMAGALUR”.
This report is based on exhaustive analysis of ABRL’s recruitment system, training
structure and working environment followed by interviewing the ex-employees. The
analysis explains that employees are satisfied about the work environment and teams they
are working in. The main element behind the current attrition rate at ABRL is the low
compensation they are offered and personal setback they face due to long working hours
and no arrangement of commutation by company. Also there is lack of employee
engagement which makes employee lose interest in their job. It has been suggested to
have more employee engagement programs that would help employees to know the
company policies and career development options. ABRL should take feedback from the
employees about the facilities in ABRL and improve them to satisfy employees to
possible level. Transport facilities should be provided for employees working in late
shifts. If female employees have personal restriction about working in late shifts, they
should be put in first shift.
The theoretical knowledge gained in BBM course is used to analyze the current
attrition of company and organize an employee engagement session at few of the MORE
stores for front end employees. The employee engagement program went very well and
helped to understand employee’s current state of mind and their outlook at ABRL.
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A) BACKGROUND AND INCEPTION OF THE COMPANY
Figure 1: Birla Family Tree
Aditya Birla Retail Limited is the retail arm of Aditya Birla Group, India’s first
truly multinational corporation with revenues of USD 28 Billion Corporation. The
Group’s foray into the Retail sector began in 2006 with the acquisition of Trinethra, the
south India based chain of stores, The Company ventured into food and grocery retail
sector in May 2007 were Aditya Birla Retail launched its own brand of stores “more”.
Over 50 per cent revenues flow from operations outside India Anchored by a
workforce of 100,000 employees belonging to over 25 different nationalities.
Subsequently Aditya Birla Retail Ltd. expanded its presence across the country under
the brand "more." with 2 formats Supermarket & Hypermarket.
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B) NATURE OF THE BUSINESS CARRIED
Supermarket:
More. - Conveniently located in neighborhoods, more. Supermarkets cater to the
daily, weekly and monthly shopping needs of consumers. The product offerings include a
wide range of fresh fruits & vegetables, groceries, personal care, home care, general
merchandise & a basic range of apparels. Currently, there are over 575 more
supermarkets across the country.
Hypermarket:
more. MEGASTORE - is a one-stop shopping destination for the entire family.
Besides a large range of products across fruits & vegetables, groceries, FMCG products,
more. MEGASTORE also has a strong emphasis on general merchandise, apparels &
CDIT.
Currently, twelve hypermarkets operate under the brand more. MEGASTORE in

Mysore, Vadodara, Aurangabad, Indore, Mahadevpura & Old Madras Road (Old Chetan
Talkies) in Bangalore, Mumbai, Hyderabad, Vashi, Rohini & Kirti Nagar in New Delhi
&Nasik .
Club more. - Our loyalty program currently has a strong membership base of over 1
million members.
C) VISION, MISSION AND QUALITY POLICY
Vision:
"To consistently provide the Indian consumer complete and differentiated shopping
experiences and be amongst India's Top retailers, while delivering superior returns to all
stakeholders".
Mission:
“To deliver superior value to our Customers, Shareholders, Employees and Society at
large”
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Values:
 Integrity - Honesty in every action. Ethical, transparent, truthful, upright,

principled, respectful
 Commitment – Deliver on the promise. Accountability, discipline, responsibility,

results orientation ,self-confidence, reliability
 Passion – Energized action. Intensity, innovation, transformational, fire in the

belly, inspirational, deep sense of purpose
 Seamlessness – Boundary less in letter and spirit. Team work, integration,

involvement, openness, global, learning from the best, empowering.
 Speed – One step ahead always. Response time, agile, accelerated, timelines,
nimble, prompt, pro-active, and decisive.
Quality policy:
ABRL is committed to assure our consumers of the quality of our products and
services on a consistent basis. We keep our Consumers at the centre of everything we do
and are committed to earn trust and recognition of ABRL as India’s premier retail
organization.
The above will be achieved by:
1) Ensuring that the products available at the stores meet our stringent specification,
regulatory and statutory requirements through implementation of robust Quality
Management System.
2) Ensuring that our Brands are systematically managed to make certain that the Finished
Goods, Raw Materials, and Packaging Components supplied to us are safe and meet
ABRL specifications and statutory requirements, and that our vendors and third party
manufacturers are meeting ABRL specifications for the goods supplied.
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3) Ensuring that at our processing sites and extended supply chain, the manufacturing
practices and processes meet the highest standards of GHP & GMP at every stage and in
every operation.
4) Implementing a rigorous, credible & efficient assessment, inspection, testing&

certification system.
5) Ensuring that our employees are committed, competent, fully trained and are working
in a seamless manner to meet consumer expectation.
6) Striving towards a well-organized consumer redressal system where consumer

concerns are efficiently addressed, root cause identified, and corrective and preventive
action are implemented.
7) Ensuring that every person at ABRL plays an essential role in our endeavor to make
sure that our products are always of good quality and that we employ a systematic and
innovative approach towards continuous improvement.
Our devotion to Quality is fortified by our core values - “Passionate about Consumers” &
“Committed to Quality”.
ABRL is also committed to respecting our Corporate Social and Environmental

responsibilities.
D) PRODUCT/ SERVICE PROFILE
At MORE, we are committed to deliver quality & value to our customers and have
a range of private label brands as well as commercially branded products, offering - 100%
satisfaction on the quality of the products & services offered more to hosts a range of
private label brands across various categories that follow stringent quality norms, and are
available in attractive prices and packaging. Our premium products give you the
opportunity to enjoy the difference and quality that is equal to or better than the market's
leading brands, but at competitive prices.
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We offer a wide range of assortment of over 4000 products, ranging from fresh
food to beverages, grocery to household care products. Our range covers everything, from
day-to-day essentials to traditional favourites, from delicious treats, to healthy alternatives
to ensure the freshest supply of fruits and vegetables for you; we have built direct
linkages with the farmers for daily supplies of farm fresh produce.
Our stores are built with a modern and comfortable ambience, air conditioned and
with speedy automated cashiering to help you shop better. We also have friendly in-store
policies on exchange and returns that help you shop with ease and comfort.
Furthermore, to make your shopping experience more rewarding with us, we

at more offer a membership program Club more which reinforces our commitment to
consistently add value to your shopping experience, and also to thank you for choosing to
be a part of more. As a Club more member, you are entitled to special benefits, besides
the regular offers and promotions at more. Club more members will also have the benefit
of receiving exclusive SMS alerts for special offers on our products and services.
Currently Club more has over 1 million members enrolled for its loyalty program.
E) AREA OF OPERATION- GLOBAL / NATIONAL / REGIONAL
Globally:
 A metals powerhouse, with the world’s largest aluminum rolling company.
 No. 1 in Viscose staple fiber.
 Fourth largest producer of insulators.
 Fourth largest producer of carbon black.
 Eleventh largest producer of cement.
 Among the world’s top 15 BPO companies.
 Among the most energy – efficient fertilizer plants.
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Nationally:
 A premier branded garments player.
 Second largest player in viscose filament yarn.
 Second largest in chlor -alkali sector.
 Among the top five mobile telephone players.
 A leading player in insurance and Asset Management.
 Among the top three super-market chains in the Retail business.
Regional:
Beyond Business - The Aditya Birla Group is:
 Working in 3,700 villages, reaching out to 7 million people annually through

the Aditya Birla Centre for Community Initiatives and Rural Development,
spearheaded by Mrs. Rajashree Birla.
 Focusing on : health care, education, sustainable livelihood, infrastructure and

espousing social causes
 Running 41 Schools and 18 Hospitals, Transcending the conventional barriers of

business to send out a message that "We Care".
F) OWNERSHIP PATTERN
It is a family business started by GD BIRLA and his grandson ADITYA BIRLA.
Founder: Ghanshyam Das Birla
Chairman: Mr. Kumar Mangalam Birla
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Mr. Kumar Mangalam Birla (44) is the Chairman of the US$35 billion
multinational Aditya Birla Group, which operates in 36 countries across six continents.
Over 60 per cent of its revenues flow from its operations outside India.
Mr. Birla chairs the Boards of the entire Group's major companies in India and
globally. Among its clutch of companies globally feature Novelis, Columbian Chemicals,
Aditya Birla Minerals, Aditya Birla Chemicals, Thai Carbon Black and Alexandria
Carbon Black among others. In India, he chairs the Boards of Hindalco, Grasim, Aditya
Birla Nuvo, UltraTech, Idea, Aditya Birla Financial Services and Aditya Birla Retail.
G) COMPETITORS’ INFORMATION
1. RELIANCE FRESH
Reliance entered the F&G sector recently with its Reliance Fresh outlets foraying
through the Hyderabad stores. First set of roll out included 11 stores all located in the
same city. First day turnover was INR 2.2 million. The company is targeting at least
35 outlets in major cities. Expansion is planned and is in progress to cover
immediately Delhi, Mumbai and nearby areas in the first phase. They are planning 70
cities and 784 urban towns and 6000 odd rural mandi towns to cover 100 million sqft
of retail space backed by about 68 strong distribution network by year 2011.The
company expects to get sales approximately of INR 1000 billion.
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2. NILGIRI’S
It has pioneered the organized retail operation in the country –started as early as 1905
in Bangalore. In 2004-05 it has about 140000 sqft retail space which has now gone up
to 200000 sqft. They have mainly franchisees and a few company owned format
outlets. They have pioneered franchisee model in India in F&G retail.
3. NAMDHARI’S FRESH
Namdgari’s Fresh (NF) a sister concern of Namdhari Seeds Pvt. Ltd, a leading Seed
company was started four years back with a vision to be the leader in Quality Fresh
Produce following Integrated Pest Management Practices with eco friendly bio-
agents. Currently they have 13 outlets in Bangalore and 3 more in New Delhi.
4. FOODWORLD
Dairy Farm International entered Indian market and took over Food World from
Spencer as a route to dilute the shareholding in RPG group. It had a four city presence
and 100 stores in 2005-06 as compared to the previous year 79 outlets. Dairy Farm
now plans to set up bigger stores as well as large format stores .As per plan they
would like to set up 500 outlets by year 2010.
5. SPENCER’S RETAIL
A RPG group company entered into F&G retail in 2001.In the year 2006-07 they had
68 stores in 17 cities with retail space of 582490 sq ft. They have both small
(2000sqft) as well as large( 8000-15000 sq ft) format outlets selling both fresh
products and durable item under one roof. Small format outlets sell fresh food,
groceries, chilled and frozen foods.
6. FOOD BAZAR
Food Bazaar, the Pantaloon group’s F&G chain, has in all 45 outlets across more than
20 cities and is located within the group’s value retail format Big Bazaar. Food
Bazaar’s value proposition – selling below MRP – helped in high stock turn over. It
has launched private label brands of tea, salt, sugar, spice and processed foods. The
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turnover for the year 2003-04 was INR 1.5 billion which is expected to go up to INR
32.5 billion by year 2010.The company plans to have 110 outlets in 2007 and 250
outlets in 2010. They have over 10000 SKUs.
7. SPAR
Spar (styled SPAR), trades from approximately 12500 stores in 34 countries
worldwide and is the world's largest independent voluntary retail trading chain. Spar
was founded in the Netherlands in 1932 by retailer Adriaan Van Well and now,
through its affiliate organizations, operates through most European countries, parts of
Africa, Asia and Australia.
8. BIG BAZAAR
Big Bazaar is a chain of hypermarket in India. Currently there are 214 stores across 90
cities and towns in India covering around 16 million sq ft. of retail space. Big Bazaar
is designed as an agglomeration of bazaars or Indian markets with clusters offering a
wide range of merchandise including fashion and apparels, food products, general
merchandise, furniture, electronics, books, fast food and leisure and entertainment
sections. Big Bazaar is part of Future Group, which also owns the Central
Hypermarket, Brand Factory, Pantaloons, eZONE, Hometown, futurebazaar.com
9. SAFAL
Safal, Mother Dairy’s fruit and vegetable unit and the brand name for its chain of
grocery shops operates at least 400 regular outlets selling fresh produce, processed
foods, frozen vegetables and ice cream among other food products. The makeshift
extension counters operate in the vicinity of bricks-and-mortar stores through a hub-
and-spoke model, with the unsold material going back to the main outlet.
10. STAR Bazaar

TATA’s STAR BAZAAR has tied up with local and regional vendors for supplies
and transportation of goods. The chain will focus largely on the metros; by year 2010,
the chain hopes to have 20-25 stores across the country. The first store opened in
Ahmedabad in 2004.
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H) INFRASTRUCTURAL FACILITIES
1. Telephone facility is available for every employee in office.

2. Usage of highly computerized techniques to help employee accomplish there
working easily and accurately.
3. Hygienic pantry and cafeteria facilities available in office.
4. Good hygienic facility inside the office
5. A well arranged cabin for every employee.
6. Good parking facility
7. Elevators and generators
8. Water facility
9. Tight security measure for who enters and exits of the office.
I) ACHIEVEMENT/ AWARD
Private Labels Awards 2011
ADITYA BIRLA RETAIL LTD. was conferred with two awards for 'PRIVATE
LABELS' in a ceremony conducted by World Brand Congress powered by CMO Asia on
25th November 2011 at TajLands End, Mumbai
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Reid & Taylor Awards 2011
ADITYA BIRLA RETAIL LTD. was awarded the Reid & Taylor Award for
Retail Excellence for "RETAIL BEST EMPLOYER OF THE YEAR" with MR.
THOMAS VARGHESE being awarded the Prestigious “RETAIL ICON AWARD” by
the Global Jury of Asia Retail Congress 2011.
Retail Icon Award 2011
Mr. Thomas Varghese, CEO - ABRL, has been presented with the
prestigious "Retail Icon Award" at the Reid & Taylor Award for Retail Excellence by the
Global Jury of Asia Retail Congress 2011.
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Most Admired Retailer in India for the Food & Grocery Segment
Mr. Thomas Varghese, CEO - ABRL, was honoured with the Coca-Cola Golden Spoon
Award for being the "Most Admired Retailer in India, for the Food & Grocery Segment" ,
at the Images India Food Forum held in March 2010.
Golden Spoon Award - Most Admired Food Retailer of the Year: Private label F&G
brand
The Coca-Cola Golden Spoon Awards honours enterprise, innovation and achievement in
the business of food. We join the industry captains to celebrate excellence in the food
business at a glamorous ceremony that is every visitors delight, and the grand finale of
Food Forum India.The awards are the benchmark of excellence that all food businesses
aspire for, thus playing a vital role in the progress of the industry.
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J) WORK FLOW MODEL (END TO END)
Figure 2: Work Flow Model
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K) FUTURE GROWTH AND PROEPECTS:
Aditya Birla Retail Ltd (ABRL), the retail arm of the Aditya Birla Group, aims to
be a $2.5 billion entity by 2017-18, a top company official said.
“We aim to become a $2.5 billion entity by 2017-18. The growth will be driven by
opening new stores, launching private labels and closing unviable stores, among other
initiatives,” Aditya Birla Retail’s CEO Thomas Varghese said.
“In the next one-two years, our focus will be on consolidation and getting us to
profitability. Our focus will be on profitability of the existing network rather than to grow
the network,” he said.
ABRL expects revenue of Rs 1,450-1,500 crores this fiscal (FY10). It had closed
FY09 at Rs 1,130 crore. “We are targeting a growth of 25-30% in FY11,” Varghese said.
The company plans to open a dozen hypermarket stores every year at an

investment of Rs 18 crore per store, spread across 55,000-75,000 sq ft. In 2010, its outlets
will come up in places like Delhi (May), Hyderabad (June), Surat, Pune and Nasik,
among others.
Besides, ABRL plans to open 70-100 supermarket stores every year at an

investment of nearly Rs 50-60 lakh per store, spread across 2,500-2,800 sqft pan-India,
Varghese added.
On the company’s IPO plans, Varghese said, “It is on our radar but not at this
juncture. We are definitely open to an IPO but it will happen when we are closer to
profitability. We are not thinking about it now.”
The company currently has 632 supermarkets and six hypermarkets under the
brand ‘MORE’ and ‘MORE Megastore’, respectively. The company also plans to close
down unviable supermarket stores this fiscal, Varghese said.
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MCKINSEY’S 7S FRAME WORK.
The 7-S Framework of McKinsey is a management model that describes 7 factors

to organize a company in a holistic and effective way. Together these factors determine
the way in which a corporation operates. Managers should take into account all seven of
these factors, to be sure of successful implementation of a strategy, large or small. They're
all interdependent, so if you fail to pay proper attention to one of them, this may affect all
others as well. On top of that, the relative importance of each factor may vary over time.
Figure 3: 7S McKinsey model
‘Hard' variables:
Strategy: plan leading to allocation of resources.
Structure: organization reporting lines, geography, etc.
Systems: formal and informal processes used.
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'Soft' variables:
Staff: demographics of personnel.

Style: behavior of managers when interacting with others.
Skills: core competencies of the firm.
Shared value: Core values of the company.
1. STRATEGY: The direction and scope of the company over the long term plans for the
allocation of a firm’s scarce resources, over time, to reach identified goals.
Strategy of ABRL
ABRL’s strategy is to provide all type of product to their customer including both
private as well as other label product with standard rates and best quality. Their strategy
is to provide complete different shopping opportunity to their customer with a high level
of satisfaction.
Create retail management success with expert employee motivation tools,

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most famous retail founders and CEOs in the world.
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obtain retail management success here
2. SYSTEMS: Formal and informal procedures that govern everyday activity, covering
everything from management information systems, through to the systems at the point of
contact with the customer (retail systems, call centre systems, online systems, etc). The
procedures, processes and routines that characterize how the work should be done:
financial systems; recruiting, promotion and performance appraisal systems; information
systems.
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System of ABRL
ABRL is a retail firm having over 586 stores all over India. All the stores are well
furnished and managed with experienced employees. All the store progress is monitored
and guided by the back end office. Each region has a back end office handling that region
stores. All the stores are well connected with the back office with the help of different
communication mode which help both the end to communicate all the information. It
helps them to work efficiently.
3. STRUCTURE: The basic organization of the company, its departments, reporting

lines, areas of expertise, and responsibility (and how they inter-relate).The way in which
the organization's units relate to each other: centralized, functional divisions (top-down);
decentralized; a matrix, a network, a holding, etc.
Structure of ABRL
Diagram4: Organization Structure
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4. SKILLS: The capabilities and competencies that exist within the company. Distinctive
capabilities of personnel or of the organization as a whole are considered skills.
Skills of ABRL:
The ABRL follows the following skills:
Communication skills: Communication skills are the ability to use language (receptive)
and express (expressive) information. Communication skills are the set of skills that
enables a person to convey information so that it is received and understood.
Communication skills refer to the repertoire of behaviors that serve to convey information
for the individual.
Communication Skills is required by all staffs. It can be seen between sales people
and customers, as they sell their products to customers. Executive staff communicates
with the sales employee giving targets.
Human skills: Human skills also referred to as human relation skills or interpersonal
skills are one’s ability to work effectively with others on a person-to-person basis and to
build up cooperative group relations to achieve specified objectives.
These skills can be seen in the organization, for maintaining good rapport with the
employees.
Problem-solving skills: Problem-solving skills include the ability to recognize and define
problems, invent and implement solutions, and track and evaluate results. Creative
thinking not only requires the ability to understand problem-solving techniques, but also
to transcend logical and sequential thinking, making the leap to innovation. Unresolved
problems create dysfunctional relationships in the workplace. Ultimately, they become
impediments to flexibility and in dealing with strategic change in an open-ended and
creative way.
These skills can be seen while handling customer grievances.
Hard skills: Hard skills are the technical skills required by the sales people in order to
explain about the product to customers. Sales people should know their products before
interacting with customers.
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5. SHARED VALUES: The values and beliefs of the company. Ultimately they guide
employees towards 'valued' behavior (Also called super ordinate Goals).
The interconnecting center of McKinsey's model is Shared Values. ABRL stands

for and believes in central beliefs and attitudes.
Shared values in ABRL:
Integrity – Honesty in every action
Ethical, transparent, truthful, upright, principled, respectful
Commitment – Deliver on the promise
Accountability, discipline, responsibility, results orientation self confidence, reliability
Passion – Energized action
Intensity, innovation, transformational, fire in the belly, Inspirational, deep sense of

purpose
Seamlessness – Boundary less in letter and spirit
Team work, integration, involvement, openness, global, learning from the best,
empowering
Speed – One step ahead always
Response time, agile, accelerated, timelines, nimble, prompt, pro-active, decisive
6. STAFF: Staffs are personnel categories within the organization, such as engineers,
sales persons, etc. Unlike traditional organizations, new leading organizations put more
emphasis on hiring the best staff. They provide their staff with rigorous training and
monitoring support, and give incentive for their staff to achieve professional excellence.
This forms the basis of these organizations’ strategy and competitive advantage
over their competitors. Staffs are the most essential elements of any company and
especially for an advertising and media company. In Wipro InfoTech they have staffs
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comprising of billable and non-billable staff. Since staffs of every company become its
backbone. It’s necessary to consider as one of the important element.
Staff of ABRL
ABRL is an organization with Team of 12000 +employees all over Karnataka.
Front end – 9046+
Back end - 2063 +
7. STYLE: Style is the way in which key managers behave in achieving organizational
goals, that is the management style. It includes the dominant values, beliefs and norms
which develop over time and become relatively enduring features of the organizational
life.
Style of ABRL
Some branches of the same company may apply autocratic kind of leadership initiatives
or democratic styles. So, style is an important component of the 7S Model.
Leadership style is the manner and approach of providing direction, implementing plans,
and motivating people. The three major styles of leadership are:
 Authoritarian or autocratic
 Participative or democratic
 Delegated or Free Reign
Although good leaders use all three styles, with one of them normally dominant, bad
leaders tend to stick with one style.
Authoritarian (autocratic): This style is used when leaders tell their employees what
they want done and how they want it accomplished, without getting the advice of their
followers. Some of the appropriate conditions to use it are when you have all the
information to solve the problem, you are short on time, and your employees are well
motivated.
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Some people tend to think of this style as a vehicle for yelling, using demeaning
language, and leading by threats and abusing their power. This is not the authoritarian
style, rather it is an abusive, unprofessional style called “bossing people around.” It has
no place in a leader's repertoire.
The authoritarian style should normally only be used on rare occasions. If you
have the time and want to gain more commitment and motivation from your employees,
then you should use the participative style.
Participative (democratic): This style involves the leader including one or more
employees in the decision making process (determining what to do and how to do it).
However, the leader maintains the final decision making authority. Using this style is not
a sign of weakness; rather it is a sign of strength that your employees will respect.
This is normally used when you have part of the information, and your employees
have other parts. Note that a leader is not expected to know everything — this is why you
employ knowledgeable and skillful employees. Using this style is of mutual benefit — it
allows them to become part of the team and allows you to make better decisions. Smart
retail uses participative leadership style.
Delegated (free reign): In this style, the leader allows the employees to make the
decisions. However, the leader is still responsible for the decisions that are made. This is
used when employees are able to analyze the situation and determine what needs to be
done and how to do it. You cannot do everything! You must set priorities and delegate
certain tasks.
This is not a style to use so that you can blame others when things go wrong,
rather this is a style to be used when you fully trust and confidence in the people below
you. Do not be afraid to use it, however, use it wisely!
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SWOT ANALYSIS
Factors Internal
to Organization
Strengths Weakness
Factors External
to Organization
Opportunities Threats
Figure 5: SWOT analysis
DESCRIPTION:
A SWOT analysis generates information that is helpful in matching an

organization or group’s goals, programs, and capacities to the social environment in
which it operates.
Factors internal to the firm usually can be classified as strengths (S) or

weaknesses (W), and those external to the firm can be classified as opportunities (O) or
threats (T).
It is an instrument within strategic planning. When combined with dialogue it is a

participatory process
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SWOT: Internal Factors
Strengths
Positive tangible and intangible attributes are internal to an organization. They

are within the organization’s control.
Weakness
Factors that are within an organization’s control that detracts from its ability to
attain the core goal. Which areas might the organization improve?
SWOT: External Factors
Opportunities
External attractive factors, that represents the reason for an organization to exist
and develop. What opportunities exist in the environment, which will propel the
organization?
Identify them by their “time frames”
Threats
External factors, beyond an organization’s control, which could place the

organization mission or operation at risk. The organization may benefit by having
contingency plans to address them if they should occur.
Classify them by their “seriousness” and “probability of occurrence”.
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STRENGTHS WEAKNESS
 Demographic favour Policy related issues:

 Rising disposable income  Lack of industry status for retail.
 Increase in number of  Numerous licences, permits and registration
people in earner category. requirement farmer and retailer unfriendly
 Urbanization APMC act.
 Shopping convenience Limited consumer insight:
 Low labour cost of skilled  Lack of detailed region specific customer
ones. data.
 Changing customer habits.  Less data on spending pattern.
 Plastic card revolution. Inadequate human resources:
 Greater availability of  Lack of trained personnel at all level.
quality retail space  Stringent employment and industry laws.
 Fragment approach to human resource.
Underdeveloped supply chain:
 Underdeveloped logistics infrastructure.
 Absence of national cold chain networks.
 Lack of national distribution networks
and hubs.
Lack of adequate utilities.
 Lack of basic infrastructure like power,
transport and communication creates
difficulty in sustaining retail operations
across the large geographical spread of the
country.
OPPORTUNITIES THREATS
 Potential for investment.  Political issues.

 Location advantage.  Social issues.
 Sectors with high growth  Inflation.
potential.  Competitors.
 Fastest growing formats.  Poor inventory turns and stock availability
 Rural retail. measures
 Retail franchising.
 E-retailing.
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LEARNING EXPERIENCE
According to Peter Drucker, the “Management Guru”, management theories are
not merely pen paper concepts but a blend of both theory and practices. It is very essential
for a management student to gain more practical knowledge along with the theoretical
understanding. Before getting exposed to the real corporate world as a professional,
students may not get a chance to know how an organization works practically. As a part of
curriculum if students get an opportunity to enter into different organizations, they can
learn more about the various practices, work culture, management style, etc. and its
relation to the management theories that they have learnt in class.
The in-plant training program at Aditya Birla Retail Limited was very helpful to
know the corporate culture that exists in company. By analyzing the whole structure of the
company it is possible to know how theoretical concepts explained in the management
books have a lively practical existence.
The staff of Aditya Birla Retail Limited is open minded especially those who are
in higher level. I found each and every staff to be cooperative and encouraging in helping
me to get hands on experience about their work culture.
As per the guidance given by my external guide he suggested to collect

information with my own efforts and encouraged me to involve in various activities to get
an exposure about their process, workflow and culture in Aditya Birla retail Limited. I
worked with many different teams to understand their working. I learnt about their
training structure and recruitment process for front staff. I closely observed their working
and worked myself on recruitment sorting the mails from naukri.com, scheduling the
interview, taking written tests and then sending them to HR for interview to get firsthand
experience. Discussing the questionnaire with external and internal guide gave me more
insight into my topic of research. I conducted activities for front end employees for
encouragement, employee engagement and motivation.
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CHAPTER – IV
4. DATA ANALYSIS AND INTREPRETATIONS

TABLE 1: Table showing the recruitment sources
SOURCES NO OF RESPONDENTS PERCENTAGE
Walk in 17 34
Reference 33 66
Portal 0 0
Agency/ consultancy 0 0
Others (specify) 0 0
TOTAL 50 100
GRAPH 1: Recruitment sources
80
Percentage of response
66
60
34
40
20
0 0 0
0
Recruitment Sources
Analysis:
Out of the 50 respondents, 17 people came tough walk in for job and 33 people
came through reference
Inference:
Most of the people come in company through reference and few through walk-in’s
i.e; through advertisement or directly coming to company. Non came through portal or
consultancy
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Table 2 : Table showing awareness of job description
AWARENESS NO OF PERCENTAGE
RESPONDENTS
Yes 40 80
No 10 20
TOTAL 50 100
GRAPH 2: Awareness of job description
AWARENESS OF JD
NO
20%
YES
80%
Analysis:
Out of the 50 respondents, 80% employees were aware about the job description
and 20% employees were not aware of it.
Inference:
Majority of respondents were aware of job description
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Table 3: Table showing primary reasons for choosing ABRL
REASONS NO OF PERCENTAGE
RESPONDENTS
Monetary requirements 26 52
Career growth 2 04
Reputation of company 21 42
Location 01 02
Others(specify) 0 0
TOTAL 50 100
GRAPH 3: Primary reasons for choosing ABRL
52
42
60
50
40
30 4 2 0
20
10
0
Primary reasonforchoosing ABRL
Analysis:
Out of the 50 respondents, 52% respondent joined ABRL for compensation, 4%

respondent joined ABRL for career growth, 42% respondent joined ABRL for reputation
of company, and 2% respondent joined ABRL due to location
Inference:
Majority of the respondent joined the company as they were in the need of job. Some
respondents joined due to the name of the company, very few respondent joined for
career growth and only one joined due to the location.
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Table .4: Table showing best thing about ABRL
OPINION NO OF RESPONDENTS PERCENTAGE

Compensation 0 0
Career development 05 10
Work environment 35 70
Timely pay 04 08
Others(specify) 06 12
TOTAL 50 100
GRAPH .4: Best thing about ABRL
70
70
60
50
40 8 12
30 0 10
20
10
0
Best thing about ABRL
Analysis:
Out of the 50 respondents, 10% respondent found that the career growth program
was best at ABRL, 70% respondent found that the work environment was best at ABRL,
8% respondent found that timely pay was best at ABRL, 12% respondent found other
things apart from above mention point were best at ABRL
Inference:
Majority of respondents felt that the work environment was best in the
organization. Very few felt that the career development program was good and a few felt
that timely pay was good. Others felt that things apart from above mention were good at
ABRL.
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Table 5: Table showing employee’s satisfaction level regarding the job
RESPONSE NO OF RESPONDENTS PERCENTAGE
Yes 46 92
No 04 08
TOTAL 50 100
GRAPH 5: Employees satisfaction level about the job
JOB SATISFACTION
No
8%
Yes
92%
Analysis:
Out of the 50 respondents, 92% respondent were satisfied with the job and 8 %
respondent were not satisfied with their job
Inference:
Majority of respondent were happy with the work they use to do at ABRL. Only
few respondents were not satisfied due to different reasons.
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TABLE 6: Table showing support by team member and superior
Yes 48 96
No 02 04
TOTAL 50 100
GRAPH .6: Support by team member and superior
SUPPORT FROM TEAM MEMBER AND

SUPERIOR
NO
4%
YES
96%
Analysis:
Out of the 50 respondents, 96% respondent had team support, 4% did not feel that
they had support from their team member
Inference
Majority of the respondents had support from their team member and only few of
them felt that they did not get the support from team member.
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TABLE 7: Table showing store manager’s support to perform effectively
Yes 47 94
No 03 06
TOTAL 50 100
GRAPH 7: Store manager’s support to perform effectively
MANAGER SUPPORT
NO
6%
YES
94%
Analysis:
Out of the 50 respondents, 94%he support from respondent had support from their
manager and 6% respondent did not have the support from their manager
Inference:
Majority had got support from their managers.
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TABLE.8: Table showing store facility
Very good 05 10
Good 39 78
Average 04 08
Bad 02 04
Very bad 0 0
TOTAL 50 100
GRAPH .8: Store Facility
78
80
70
60
50
40
30
20
10 8
10 4
0
0
Very good Good Average Bad Very bad
Store Facility
Analysis:
Out of the 50 respondents, 10% of respondent found the facilities at stores very
good, 78% of respondent felt facilities are good enough at work place, 8% of respondent
told that facilities are average, 4% of respondent gave feedback about facilities as bad and
none of the respondent felt that facilities are very bad at work place.
Inference
Majority of respondents said that the facility at their store was good, 5 respondents
said it was very good at their store, 4 respondent said that it was average and 2 felt it was
bad at their store.
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TABLE.9: Table showing overall work environment
Very good 02 04
Good 43 86
Average 05 10
Bad 0 0
Very bad 0 0
TOTAL 50 100
GRAPH 9: Overall work environment
86
90
80
70
60
50
40
30
20 10
10 4
0 0
0
Over work environment
Analysis:
Out of the 50 respondents, 4% respondents said very for over all work environments, 86%
respondents said well for over all work environments, 10% respondents felt it was
average and none of them felt that the work environment was bad.
Inference:
Majority of respondents felt that the overall work environment was good. Only few
respondents felt it was very good and other respondents felt it was average
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TABLE 10: Table showing work environment as the main reason for leaving the
company
Yes 0 0
No 50 100
TOTAL 50 100
GRAPH 10: Work environment as the main reason for leaving the company
WORK ENVIRONMENT AS THE

MAIN REASON FOR LEAVING ABRL
YES
0%
NO
100%
Analysis:
Out of the 50 respondents, 100% respondents said that work environment was not
at all the reason for leaving ABRL.
Inference:
All felt that work environment was good and was not the reason for leaving the
ABRL.
.
Retails Store.
TABLE .11: Table showing travelling as the main reason to leave the job
Yes 06 12
No 44 88
TOTAL 50 100
GRAPH 6.11: Travelling as the main reason to leave the job
TRAVELLING AS MAIN REASON FOR

LEAVING ABRL
YES
12%
NO
88%
Analysis:
Out of the 50 respondents, 88% respondents said no to travel as the reason for
leaving ABRL, 12% respondents said it was the reason for leaving ABRL
Inference:
Majority of the respondents said that traveling was not the reason for leaving
ABRL and only few respondents left because of travelling.
.
Retails Store.
TABLE.12: Table showing higher education as the main reason to leave ABRL
Yes 10 20
No 40 80
TOTAL 50 100
GRAPH 6.12: Higher education as the main reason to leave ABRL
EDUCATION AS MAIN REASON FOR

LEAVING ABRL
YES
20%
NO
80%
Analysis:
Out of the 50 respondents, 20% respondent said yes to education as the reason for
leaving ABRL and 80% respondents said no to it.
Inference:
Majority of respondents said that they did not leave due to education. Only few
respondents said that it was the reason for leaving.
.
Retails Store.
TABLE 13: Table showing personal problem was the main reason to leave ABRL
Yes 22 44
No 28 56
TOTAL 50 100
GRAPH 6.13: Personal problem was the main reason to leave ABRL
PESONAL REASON FOR LEAVING ABRL

YES NO
44%
56%
Analysis:
Out of the 50 respondents, 44% respondents said yes to the personal problem as a
reason to leave ABRL and 56% respondents said no to it.
Inference:
Majority of respondents did not leave due to personal problem. Less than half
respondents left because of personal problem
.
Retails Store.
TABLE 14: Table showing different personal problem
OPTIONS NO OF RESPONDENTS PERCENTAGE
Marriage 04 08
Maternity 01 02
Problem in family 05 10
Others 12 24
Not applicable 28 56
TOTAL 50 100
GRAPH 14: Different personal problem
28%
30%
25%
% of response
20%
15% 12%
10% 5%
4%
5% 1%
0%
MARRIAGE MATERNITY PROBLEM OTHERS NOT
IN FAMILY APPLICABLE
Personal problem
Analysis:
Out of the 50 respondents, 8% left due to marriage, 2% left due to maternity, 10%
left due to problem in family, 24% left due to other reasons and 56% respondent does not
come in this category
Inference:
Majority of respondents did not leave job due to personal problems and the
respondents who left due to personal problem had issues such as marriage, long working
hour and other commitments at home.
.
Retails Store.
TABLE 15: Table showing awareness of company’s career development program
Yes 42 84
No 7 14
TOTAL 50 100
GRAPH 15: awareness of company’s career development program
AWARE ABOUT CAREER

DEVELOPMENT PROGRAM
NO
13%
YES
87%
Analysis:
Out of the 50 respondents, 84% respondents were aware of the program and 14%
respondents were not aware of it.
Inference:
Majority of respondents said that they were aware of the program and only few
were not.
.
Retails Store.
TABLE.16: Table showing usefulness of career program
Yes 39 78
No 11 22
TOTAL 50 100
GRAPH.16: Was career program useful
REWARD PROGRAM UESFUL FOR

CAREER
NO
22%
YES
78%
Analysis:
Out of the 50 respondents, 78% respondents said yes and 22% respondents said no
Inference
Majority of respondents said that it was useful to them and rest said it was not.
.
Retails Store.
TABLE.17: Table showing compensation as the main reason to leave ABRL

Yes 27 54
No 23 46
TOTAL 50 100
GRAPH 17: Compensation as the main reason to leave ABRL
COMPANSATION AS MAIN REASON FOR

LEAVING
NO
46% YES
54%
Analysis:
Out of the 50 respondents, 54% said to compensation as the reason for leaving and
44% said no to it
Inference:
Majority of respondents said that they left due to salary
.
Retails Store.
TABLE 18: Table showing type of industry joined after resigning from ABRL
OPTIONS NO OF RESPONDENTS PERCENTAGE

SUPERMARKET(RETAIL) 15 30
HYPERMARKET(REATIL) 01 02
TELECOM 00 00
OTHERS 11 22
NOT APPLICABLE 23 46
TOTAL 50 100
GRAPH.18: Type of industry joined after ABRL
23
25
20
No of response
15
15 11
10
5 1 0
0
Type of industry joined afterABRL
Analysis:
Out of the 50 respondents, 30% respondents work in supermarket, 2% respondents

work in hypermarket, 0 % respondents work in telecom and 22 % respondents work in
other industry
Inference:
Majority of employees left ABRL to join other similar industries like supermarket,
hypermarket and telecom. Rest all left due to other personal commitments.
.
Retails Store.
TABLE.19: Table showing type of job/designation currently handling after

resignation from ABRL
JOB TITLE NO OF RESPONDENTS PERCENTAGE
PROMOTER 01 02
DEO/CSA 03 06
CASHIER 02 04
SUPERVISIOR 08 16
OTHERS 13 26
TOTAL 50 100
GRAPH.19: Type of job/designation currently handling
23
25
20
No of response
13
15
8
10
3 2
5 1
0
promoter DEO/CSA cashier supervisior not others
applicable
new job title
Analysis:
Out of the 50 respondents, 2% or respondent work as promoter, 6% or respondent

work as DEO/CSA, 4% or respondent work as cashier,16% or respondent work as
supervisor and 26% or respondent work on other post
Inference:
Most of the employees joined other companies at same designation but hike in
their salary.
.
Retails Store.
TABLE.20: Table showing salary/CTC of new job.
SALARY RANGE NO OF RESPONDENT PERCENTAGE
Rs.4000 to 6000 08 16
Rs.6000 to 8000 06 12
Rs. 8000 to 10000 07 14

Rs. 10000 to 12000 02 04
Rs. 12000 & above 04 08
Total 50 100
GRAPH 20: Salary/CTC of new job
Emploee salary
60 46
40
16 14
20 12
8
4
0
Analysis:
Out of the 50 respondents, 16% getting salary between Rs 4000 to 6000, 12%
getting salary between Rs 6000 to 8000, 14% getting salary between Rs 8000 to 10000,
4% getting salary between Rs 10000 to 12000 and 8% getting salary between Rs 12000 &
above
Inference:
Employees have got significant hike in their salary by switching their job. Most of
them have been shifted to next salary bracket in their new job.
.
Retails Store.
TABLE .21: Table showing awareness about the various rewards and recognition
program at ABRL
Yes 41 82
No 9 18
TOTAL 50 100
GRAPH.21: Awareness about the various rewards and recognition program at

ABRL
AWARENESS ABOUT REWADS
NO
18%
YES
82%
Analysis:
Out of the 50 respondents, 82% respondents said yes and 18% respondents said no
Inference:
Majority of them were aware of the program and only few were not
.
Retails Store.
TABLE .22: Knowledge about the reward program through different ways
SOURCES NO OF RESPONDENTS PERCENTAGE

Email to store 15 30
Team address 0 0
Telecom 0 0
Store manager 35 70
Others(specify) 0 0
TOTAL 50 100
GRAPH .22: Knowledge about the reward program through different ways
70
70
60
50
40 30
30
20
10 0 0 0
0
Sources to know about rewards program
Analysis:
Out of the 50 respondents, 30% got to know about it through email at store and 70% got
to know through their manager
Inference
Majority of respondents got to know about rewards through their store manager.
.
Retails Store.
TABLE 23: Table showing employee satisfaction regarding the rewards and
recognition program
Yes 38 76
No 12 24
TOTAL 50 100
GRAPH .23: employee satisfaction regarding the rewards and recognition program
HAPPY WITH REWADS ANS RECOGNITION
NO
24%
YES
76%
Analysis:
Out of the 50 respondents, 76% said yes and 24% said no to it
Inference
Majority of them were happy with the rewards and only few were not.
.
Retails Store.
TABLE 24: Table showing employee consent for re-employment
Yes 27 54
No 10 20
May be 13 26
TOTAL 50 100
GRAPH .24: Employee consent for re-employment
54
60
50
40 26
20
30
20
10
0
Yes No May be
Will you join again ABRL
Analysis:
Out of the 50 respondents, 54% said yes, 20% said no to it and 26% said may be
Inference:
Majority of them said they will join if the things improve for what they left such
as salary, traveling, etc. 10 respondents said they will not join and 13 respondents said
they may or may not join ABRL.
.
Retails Store.
FINDINGS
1. The working environment at ABRL was found average with some challenges
faced by employees.
2. Employees were aware about the rewards and career program but did not have
complete knowledge of it due to which they didn’t make use of it properly. There
were less employee engagement programs and motivational sessions.
3. Employees had full support from their managers who helped them learn their
work quickly and groomed their personality.
4. 80% of employees in ABRL are aware of job description while joining but most
of them are not well versed about company policies, hence they are frustrated
when they come to know about non suitable policies later in their employment
period like some amount of their salary going towards long term savings which is
not readily available to them.
5. 52 % of employees mostly join ABRL due monetary requirements.
6. 54% of employees leave job due to low compensation. They felt that what they
use to get was not sufficient in a city like Bangalore. They switched their jobs
when they got better salary for similar job mostly in same industry.
7. Few employees left due to their higher education. Employees studying part time
were frustrated due to long unplanned working hours which triggered them to
leave job.
8. 44% employee left due to personal commitments like marriage, health of parents
or their own, travelling etc. Female employee were bothered about travelling late
night after working late evening for which they were not compensated.
9. There was no transportation arranged for employees which led to lot of discomfort
especially to female employees. Employees leaving after last shift at 10PM did
feel insecure travelling back home using own transport arrangements.
10. Due to no surveillance cameras installed at store there were thefts and company
recovered the loss from employee’s salary.
11. Employees felt that unplanned extended working hours was affecting their
personal life for which they were not compensated.
.
Retails Store.
12. There was mismanagement at store due to store opening time being rigid but
receiving goods from distribution channel varied due to which many times goods
arrangement at store happened with customer being shopping at same time which
created lot of chaos and made working efficiently for employees.
13. During my visit to MORE stores I found that few are not having good pantry area,
employees feel uncomfortable to eat in small stock rooms.
14. There was lot of wastage of goods at store due to rats which was intimated to
middle management by front employees but no action was taken. Neither the
goods were sent back to DC on time nor this was escalated to higher management.
15. Higher management did not have much insight into the current condition of
MORE’s working; it did not take effort to find the actual status by walking
through some of the stores. Middle management did not escalate many of ongoing
issues which resulted in loss and closing down of stores.
.
Retails Store.
CHAPTER – V
5. SUGGESTION AND CONCLUSION

SUGGESTION
The attrition handling strategies at ABRL is in improvement process and it is facing
some challenges due to increase in competition and need of employees. Some of the
improvements that are suggested are:
1. There is lack of motivation in employees and awareness about various employee

benefit plans. Hence it is suggested to conduct more employee engagement
programs where employees can be educated about the benefits they can avail from
company policies. These programs should motivate them and provide some
leisure time to come out from there hectic monotonous job. There should be
feedback form to understand current level of employee satisfaction and
improvement possible.
2. Employees are not aware of the company policies very well which leads to
dissatisfaction when they come to know about them later like deduction of PF
from salary or recovery of losses/theft in store. Employees should be made aware
of all policies, benefits and rewards system while there joining through induction
session.
3. As most of the candidates are in financial crisis and keen on taking up job quickly
they miss to understand the job description. They should be made aware of job
description, company policies, facilities available and salary breakup clearly to
avoid later grumble by employees. They should be educated about career growth
options in ABRL to retain them longer. Employees just can’t keep working as
customer service associate (CSA’s) for very long time at same salary, they need
to educated about their career growth option to retain them like helping them get
loan to study further or making them understand the promotion cycle. Most of the
employee doesn’t know after how many years or on what criterion they might get
promotion which leads to frustration and they quit.
4. Employees quickly join ABRL kind of industries due to personal financial crisis
but later they feel de-motivated and see no career growth so they want to take up
higher education. Employees should be helped to get loan for higher education,
.
Retails Store.
may be loan from ABRL with some bond abiding them to stay for certain period
of time in ABRL. This way the employee and ABRL both will be benefitted.
5. There should be transport arrangement made for employee working in late shifts
so that they feel secure while going back home. If female employees have
personal restriction about working in late shifts, there should be efforts to put
them in first shift.
6. There should be installation of camera in stores which will help audit employees
working style. Employees problems can be sorted out easily after having clear
picture of scenario from video clips captured using cameras. Employees can be
guided on customer handling techniques better after observing their style of
working. And the biggest issue of theft which makes employees extremely
unhappy when recovery is done from their salary can be easily sorted out. Some
employees do get tempted and steal items whenever there is possible opportunity,
surveillance camera will help to avoid those.
7. There should be solutions found to overcome extended working hours issue.
Employees should be instructed to come on time and should be left to leave work
on time. Making them work extra hours without compensation make them highly
frustrated.
8. There should be some solution implemented to avoid chaos which happens during
receiving goods from DC and arranging them in store. Either change store time or
change goods receiving time or keep extra employees to handle that.
9. During my visit to MORE stores I found that some stores are having good
facilities but some are not having good pantry. All the stores should follow same
standards and have good facilities. These small things make employee feel that
company treat them well.
10. There is lot of wastage due to rat attacking goods in store which is not taken care.
Middle manager should do floor walks and take quick actions. Good should be
sent to DC at the earliest and actions should be taken care to have rat free clean
store.
11. Higher management is not aware of current status of MORE stores. Higher
management should get into stores to check the status when attrition is high and
.
Retails Store.
company is at loss. Middle management should also not keep recurring problems
to themselves and should escalate or take corrective actions at the earliest.
12. There should be modification in recruitment tests conducted. There should be
aptitude/attitude test to understand candidate’s expectation and competency so
that stable employees can be hired.
13. There should be compulsory exit interview conducted for employees leaving the
organization so that there can be attrition analysis done easily.
CONCLUSION
Attrition is major problem of companies these days due to plenty of jobs available,
need of employees, insufficient facilities at company etc. Company spend lot of money to
hire new employees, train them and get them adjusted in work to get optimal productivity
hence keeping attrition low is very essential for company for smooth operations and
excellent profits. Organizations are now considering attrition handling as important task
and doing their best to retain employees. Attrition is handled by companies throughtaking
feedback from employees to know their concerns periodically, they are made aware of
their possible career path, employee referral programs are implemented to hire
employees, reward system to encourage employees, higher management does floor walk
or address company employee to make them feel they are important and assets to
company.
The study and the analysis of data helped me in understanding the retention strategies of
the company and the employee’s expectation. ABRL has good facilities and employee
benefit plans but employees are not adequately made aware of them. Employees need to
be motivated by making them aware of benefits they can have at ABRL and possible
career growth options available to them. There should be proper training given to
employees and constant communication with them to make them smart employees who
could deliver the best at worst condition, who are service oriented rather than money
minded. Recruitment system should be enhanced to judge candidate’s attitude and
aptitude to judge them better and choose the best out of the rest.
.
Retails Store.
This study throws light on understanding the organizational work culture, efforts
to retain employees and the practicality in implementing each strategy. Retention strategy
is essential for the company but the way they are implemented should always meet
expectation of employees. Employees have to be made aware of all the facilities and
benefits they can avail. Most importantly there should be communication to make
employees felt that they are assets to company and there is growth for them in company.
.
Retails Store.
QUESTIONNAIRE
Dear Sir / Madam,
I, Arpitha M.P. Student of final year M.Com, MES PG Center, Chickmagalur,

Kuvempu University, Shimoga, As a part of my curriculum, I have undertaken a project work
titled “Organizational Study and Attrition Analysis at Aditya Birla Limited, MORE
Retail., Chickmagalur”. Under the guidance of Misss. Fathima Shireen, Lecturer, Dept. of
Management and Commerce, MES, PG Center, Chickmagalur,.
I hereby kindly request you to spare some time to respond to the questions.
PERSONAL DETAILS:
Designation :
Name :
Gender : Male Female
Qualification : PUC Graduate Post graduate Other
Previous
: Fresher Less than 1 1 to 3 4 to 7
Experience
Above 8
(In Years)
Date of leaving :
1. Vacancy in MORE retails store was known to you through
Walk in Reference Portal Agency/consultancy Other(specify)
2. Were you aware of Job Description/ nature of Job before coming for the Interview?
a) Yes
b) No
.
Retails Store.
3. What were your primary reasons for choosing our organization?

Career Growth Compensation Reputation of Location Company Culture
Company
4. What best did you find about MORE retails store?

Compensation Work Work Timely Incentive Career Other
time environment payout development (specify)
5. When working, were you satisfied with the job?
a) Yes b) No
6. In store, did you have team support/did store team helped you in settle and perform duties
effectively?
a) Yes b) No
7. Do you think your store manager support you enough to perform effectively?
a) Yes b) No
8. How was the facility in store such as locker, rest room, drinking water, tea-coffee etc?
9. How was the overall work environment? / rate the overall work environment?
10. Was work environment was the main reason for leaving the company?
a) Yes b) No
11. What was the distance from your home to store? (In km)
a) 0-3 b) 4-7 c) 8-11 d) 12-15 e)16- more
.
Retails Store.
12. What was the difficulty in travelling?

a) Bus was not b) Too many c) Travelling d) Will not get bus e) Other
frequent bus to change is expensive in early morning/ (please
late night specify)
13. Was travelling, the main reason to leave the job?

a) Yes b) No
14. Was higher education, the main reason to leave the organization?
a) Yes b) No
15. Did you leave due to personal problem?
a) Yes b) No
16. If yes what was the personal problem you had?
a) Marriage b) c) Husband/father d) Health e) Other

Maternity transfer
17. Were you aware of company’s career development program?
a) Yes b) No
18. Did you find it useful for your career?
a) Yes b) No
19. If no, what need to be added to it?
a)
b)
c)
d)
20. Why could not you take advantage of career development program?
a)
b)
c)
d)
.
Retails Store.
21. Was compensation, the main reason to leave?
a) Yes b) No
22. If yes, type of industry you joined?
Supermarket Hypermarket BPO Telecom Other(specify)

(Retail) (Retail)
23. Type of job/designation currently you are handling? /Offered to you?
a) Promoter b)DEO C) Cashier d) e) Others

Supervisor
24. Salary/CTC offered to you?
Rs. 4,000 Rs. 5,000 Rs. 6,000 Rs. 7,000 Rs. 8,000 Rs. 9,000 Rs. 10,000
to 5,000 to 6,000 to 7,000 to 8,000 to 9,000 to 10,000 & above
25. Are you aware of the various rewards and recognition programs in MORE retails
store?
a) Yes b) No
26. How did you come to know of these programs MORE Retails Store?
Email to store Team address by Telecom Store manager Other(specify)

TM/CM
27. Were you happy with these rewards and recognition program in MORE retails store?
a) Yes b) No
.
Retails Store.
28. Your views on the monetary benefits/prize money given as rewards in MORE retails
store?
Attractive and Not so Average Needs to be Other (specify)

motivating attractive and relooked at
motivating
29. Why rewards and recognition program failed to motivate you to continue in
company?
a)
b)
c)
d)
30. If given an opportunity, will you join again?
a) Yes b) No
DATE :
PLACE : SIGNATURE
.
Retails Store.
BIBLIOGRAPHY
BOOKS :
Marketing Management
– Philip Kotler
Business studies
– B.S Raman
WEB SITES:
www.morestore.com
www.adityabirla.com
www.moneycontrol.com
PAPER:
Economic Times
Business line

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Retails Store.

1. HUMAN RESOURCE MANAGEMENT: AN OVERVIEW

1.1 DEFINITION: ATTRTION

1.2 BACKGROUND OF THE TOPIC

TITLE OF THE STUDY : “ATTRITION ANALYSIS AT ADITYA BIRLA

1.3. STATEMENT OF THE PROBLEM

1.4. OBJECTIVES OF THE STUDY

1.5. SCOPE OF THE STUDY

1.6. RESEARCH METHODOLOGY

1.7. RESEARCH DESIGN

1.8. SAMPLING METHOD

RESEARCH MEASURING TOOL/ INSTRUMENT

THE FOLLOWING SAMPLING PARAMETERS WERE USED

STATISTICAL TOOLS USED FOR DATA ANALYSIS

SOFTWARE USED FOR DATA ANALYSIS

1.9. LIMITATIONS OF THE STUDY

1. The study is restricted only to Aditya Birla retail limited, Bangalore

In commerce, a "retailer" buys goods or products in large quantities from

Shops may be on residential streets, shopping streets with few or no houses or in a

Delivery (commerce); where goods are shipped directly to consumer's homes or

2.2 Evolution of Indian retail Industry

2.3 Growth of the Industry

2.4 Future of the industry:

India retail industry is expanding itself most aggressively; as a result a great

Founder : Ghanshyam Das Birla

Headquarter : Mumbai, India

Area served : Worldwide

Key people : Kumar Mangalam Birla

Product : metals, cements, textiles, chemical,

Revenue : US$ 35 BILLION(2011)

The report is on “ORGANISATIONAL STUDY AND ATTRITION ANALYSIS

A) BACKGROUND AND INCEPTION OF THE COMPANY

Figure 1: Birla Family Tree

B) NATURE OF THE BUSINESS CARRIED

Currently, twelve hypermarkets operate under the brand more. MEGASTORE in

C) VISION, MISSION AND QUALITY POLICY

 Integrity - Honesty in every action. Ethical, transparent, truthful, upright,

 Commitment – Deliver on the promise. Accountability, discipline, responsibility,

 Passion – Energized action. Intensity, innovation, transformational, fire in the

 Seamlessness – Boundary less in letter and spirit. Team work, integration,

The above will be achieved by:

4) Implementing a rigorous, credible & efficient assessment, inspection, testing&

6) Striving towards a well-organized consumer redressal system where consumer

ABRL is also committed to respecting our Corporate Social and Environmental

D) PRODUCT/ SERVICE PROFILE

Furthermore, to make your shopping experience more rewarding with us, we

E) AREA OF OPERATION- GLOBAL / NATIONAL / REGIONAL

 A metals powerhouse, with the world’s largest aluminum rolling company.

 No. 1 in Viscose staple fiber.

 Fourth largest producer of insulators.

 Fourth largest producer of carbon black.

 Eleventh largest producer of cement.

 Among the world’s top 15 BPO companies.

 Among the most energy – efficient fertilizer plants.

 A premier branded garments player.

 Second largest player in viscose filament yarn.

 Second largest in chlor -alkali sector.

 Among the top five mobile telephone players.

 A leading player in insurance and Asset Management.

 Among the top three super-market chains in the Retail business.

Beyond Business - The Aditya Birla Group is:

 Working in 3,700 villages, reaching out to 7 million people annually through

 Focusing on : health care, education, sustainable livelihood, infrastructure and