Employee Retention Edited

A Study on Employee Retention Strategies at Kennametal
India ltd.
Executive Summary:
This project report is about “Employee retention Strategies’” which is one of the most
important parts of any industry or organization, which is considered as its fundamental duty.
Employee Retention give a home ground to the association instinct that is required for
appropriate working of the association. It gives an authoritative structure of the organization.
It is a methodology in which the specific association works and how the candidates could be
provided Retention Strategies’ so that he or she would work in a safe environment without
any problem. And the term Retention refers the Employees are urged to stay with the
association for the most extreme time frame or until the finish of the task. Employee retention
is useful for the association just as the representative.
1.1 INTRODUCTION:
The internship program is an experience gained by the students by working in an

organization, for the certain period. The students working in the firm for the above are termed
as interns.
This program enables the student to get a practical exposure and learning experience about
how the organizations operate, working environment etc.
The main motive of this internship program is to provide an opportunity to the students to
implement the theoretical foundations into practical experience. And the process being
termed as ‘Exchange Process for ‘Service’ with ‘Experience’ that is between the organization
and the students. Being this is a part of curriculum in MBA according to REVA University
(RU) in the final semester of the MBA project as per the guide lines of REVA University,
this internship was undertaken for the period of 3 months at “Kennametal India Ltd”
Bangalore. on the topic of ‘A study on Employee Retention strategies at Kennametal
India ltd’. This program is useful to develop the wellness like personal development,
practical work, supervision and professional connections.
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1.2 INDUSTRY PROFILE:
Industrial production first started at the beginning of the 19th century. It generally replaced
the manufacture of the goods by hand by craftsmen. The ‘Industrial Revolution’ which found
its origin in the new production methods was made possible through, among other factors, the
inventions of the steam engine and the electric motor.
On June 26, 2009, Jeff Immelt, the CEO of general electric called United States to increase
its manufacturing base employment to 20% of the workforce.
The present GDP of manufacturing industry is 16.57%.
manufacturing includes all the production and integration process of a products components
Some industries, such as semiconductor and steel manufactures use the term fabrication
instead.
The manufacturing sector is closely connected with engineering design. Examples of major
manufacturers in North America includes general motors corporation, general electric,
Procter and gamble, general dynamics, Boeing, Pfizer and precision cast parts. (29 June,
manufacturing economy watch).
1.2.1 MANUFACTURING PROCESS:
The fundamental goal of manufacturing process is to produce a product that has a useful
form. Manufacturing process is one of the important steps in production process. It is mainly
concerning with the change of form of material or dimensions of the part being produced.
Transportation, handling or storage of parts does not come under steps of manufacturing
process, because these steps are not involved with the change of form of material or
dimensions of the part being produced. The geometry of the finished products must have
certain tolerances, that it must meet to be acceptable and being useful.
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DIFFERENT TYPES OF FUNCTIONS INVOLVED IN MANUFACTURING

PROCESS.
1. To change the physical properties of the raw material.

2. To change the shape and size of the work piece.
3. To produce required dimensional accuracy (tolerances) and surface finish.
MANUFACTURING PROCESS MANAGEMENT:
Manufacturing process management (MPM) is a collection of technologies and methods used

to define how products are to be manufactured. MPM differs from ERP/MRP which is used
to plan the ordering of materials and other resources, set manufacturing schedules, compile
cost data.
A cornerstone of MPM is the central repository for the integration of all these tools and
activities aids in the exploration of alternative production line scenarios: making assembly
lines more efficient with the aim of reduced lead time to product launch, shorter product
times and reduced work in progress (WIP) inventories as well as allowing rapid response to
product or product changes.
1.2.2 TYPES OF MANUFACTURING PROCESS
1. Machining
2. Joining
3. Forming
4. Casting
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1. MACHINING:
Apparatuses utilized for machining are stationary powder-driven units used to frame or shape
materials, explicitly metals. The shaping is finished by expelling additional materials from a
work-piece. Machine apparatuses make up the establishment of cutting-edge industry and are
used either by implication or specifically in the assembling of hardware parts.
2. JOINING:
Each joining has structure needs, while certain joint needs may propose a joining approach.
Plan for get together, and clasp choice apply their very own details.
3. FORMING:
Metal shaping is the methodology of making the metallic segments by twisting the metal
however not by evacuating, cutting, destroying or breaking any part. Twisting, turning,
drawing and extending are a couple of essential metals framing process in assembling. The
metal press, for example, kick the bucket and punching instruments are actualized for this
assembling procedure.
4. CASTING:
Throwing is an assembling procedure in which a strong is broken down into a fluid, warmed
to fitting temperature and is then added to form or pit. In this way, in only one stage, intricate
or basic shapes can be made from any sort of metal that can be softened. The item can have
for all intents and purposes any game plan the creator needs.
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1.2.3 Financial aspects of Manufacturing
Developing advances have given some new development in cutting edge fabricating work
openings in assembling belts in the United States. Assembling gives vital material help to
national framework and for national safeguard.
Then again, most assembling may include critical social and natural expenses. The tidy up
expenses of dangerous waste, for instance, may exceed the advantages of an item that makes
it. Dangerous materials may open laborers to wellbeing dangers. These expenses are
presently outstanding and there is exertion to address them by enhancing productivity,
decreasing waste, utilizing mechanical beneficial interaction, and wiping out hurtful synthetic
compounds.
The negative expenses of assembling can likewise be tended to legitimately. Created nations
direct assembling action with work laws and natural laws. Over the globe, producers can be
liable to controls and contamination duties to balance the ecological expenses of assembling
exercises. Worker's organizations and art societies have assumed a notable job in the
exchange of specialist rights and wages. Condition laws and work insurances that are
accessible in created countries may not be accessible in the third world. Tort law and item
obligation force extra expenses on assembling. These are critical elements in the continuous
procedure, happening throughout the most recent couple of decades, of assembling based
enterprises migrating tasks to "creating world" economies where the expenses of generation
are essentially lower than in "created world" economies.
1.2.4 Types of Manufacturing Industries:
Assembling assumes a tremendous job in present day society, as everything from sewing
materials to oil extraction to steel creation falls inside this division of business. The idea of
assembling settles upon changing crude materials – either natural or inorganic – into items
that are usable by society. The Bureau of Labor Statistics orders producing into many
subsections.
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• Clothing and Textiles
Organizations that procedure crude fleece, cotton and flax to make material are arranged
under the dress and materials area. This likewise applies to utilizing fleece and material to
make garments, outerwear, upholstery textures and bedding. The yield of needle workers and
tailors has a place with the attire and material segment. Synthetics, for example, polyester fall
under substance producing. The material, not the item, is at the focal point of characterizing
this area
• Petroleum, Chemicals and Plastics
The way toward turning synthetic concoctions, coal and raw petroleum into usable items,
alongside the creation of cleansers, saps, paints and pesticides and medications have a place
with this part of assembling. Be that as it may, elastic assembling is viewed as a piece of
plastic work. This area of industry additionally incorporates the utilization of raw petroleum
to make certain plastics, just as fuel and different synthetic compounds.
• Electronics, Computers and Transportation
Even though these fields are firmly related, they are typically treated as various segments of
assembling. Most of the items in this assembling segment utilize electric power, and all
require a power source. Inside this part, you'll discover all machines and microchips, semi-
conductors, chips and all broad media hardware. The transportation division is self-
characterizing, as it contains all autos, prepares and planes that don't fall under different
areas, for example, metalwork or concoction fabricating.
• Food Production
The incorporation of agribusiness into assembling in present day society indicates how
horticulture has changed throughout the years, copying to a greater degree a nourishment
generation production line than a natural style ranch of only a century prior. As the least
difficult of all assembling
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industries, in includes all forms of food production – from the farm to the dinner table–
including such work as canning and purifying.
Metal Manufacturing
Alongside oil and compound assembling, metals have a place with substantial industry, while
the rest of the parts are commonly considered as light industry or customer situated industry.
The creation of metals incorporates all types of iron, aluminum and steel producing, just as
manufacturing, etching, covering and stepping.
• Wood, Leather and Paper
Wood creation incorporates all types of assembling floors or lodging, just as sawing and
covering. Under cowhide ventures, you'll discover all tanning and relieving, yet the
production of calfskin garments falls has a place with dress and materials. The paper creation
process is encapsulated by the purging of crude wood mash into paper results of different
sorts.
1.3 EMPLOYEMENT TRENDS:
India's assembling segment is fundamental for its financial advancement. The legislature has
understood the significance of this area to the nation's modern improvement and has found a
way to additionally upgrade the business. Today, the nation's allure as an assembling place
for outside organizations is clear.
According to an investigation by Assoc ham, India's assembling part as all set to make 3.2
million assembling employments amid the time of 2012-17. Incredible alleviation for experts
related with the assembling business. Despite deceleration in execution in the previous couple
of years, the Indian assembling industry is currently refocusing to make 3.2 million work
openings amid the twelfth Plan time frame (1212-2017), as indicated by the examination by
ASSOCHAM.
The segment checked 28.5% development in business age amid the eleventh arrangement
(2007-12). "An extra 2.9 million occupations were created in the enrolled assembling area
amid 2007-08 to 2011-12 from over 10.45 million employments in 2007-08".
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Tamil Nadu among every one of the states is finishing the diagram with as high as 14.5%
offer in the absolute occupations created by enrolled assembling part crosswise over India,
with Maharashtra driving the second position with 14% and Gujarat with 10% offers
individually.
Most noteworthy development rate has been recorded in Uttarakhand regarding business age
enlisted assembling segment amid the eleventh arrangement. Different states following along
in the development rate race are Bihar (71.8 %), Himachal Pradesh (70 %), Odisha (54%) and
Maharashtra (38.8%) that recorded high development rate also.
Then, Chhattisgarh (19%), Uttar Pradesh (15%), Haryana (14%), Kerala (10.5%) and Punjab
(9%) recorded the slowest development rate in business age. The Indian assembling segment
is experiencing a restoration stage with an enhanced financial execution, the area may help in
creating about 3.2 million extra assembling occupations in 2017.
Working of Manufacturing Industry
Assembling enterprises are the central riches creating areas of an economy. These enterprises
utilize different innovations and strategies generally known as assembling process the board.
Assembling businesses are extensively sorted into designing enterprises, development
ventures, hardware enterprises, compound businesses, vitality enterprises, material
enterprises, nourishment and refreshment ventures, metalworking enterprises, plastic
ventures, transport and media transmission businesses.
Assembling businesses are essential for an economy as they utilize a colossal offer of the
work power and produce materials required by parts of key significance, for example,
national foundation and guard. In any case, not all assembling ventures are helpful to the
country as some of them create negative externalization with enormous social expenses. The
expense of giving such ventures a chance to thrive may even surpass the advantages created
by them.
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1.4 THEORETICAL BACKGROUND:
What is an Organization?
A set up where individuals get together and function as one to achieve a common target is
called as affiliation. Individuals participating in a relationship to secure their fundamentals
similarly as make benefits are called agents. Specialists are the lifeline of an affiliation and
contribute satisfactorily to its productive running and advantage making.
An affiliation can't persevere if the laborers are not certifiable about it and are logically
stressed over their very own focal points.
Meaning of Organization:
"Association is the example of manners by which expansive number of individuals, beyond

any reasonable amount to have cozy up close and personal contact with all others, and
occupied with an unpredictability of assignments, relate themselves to one another in the
cognizant, deliberate foundation and achievement of commonly concurred purposes."
John M Pfiffner and Frank P Sherwood.
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Employee Retention
Agent support suggests the distinctive courses of action and practices which let the specialists
cling to a relationship for an increasingly broadened period. Every affiliation contributes time
and money to prepare another joiner, make him a corporate arranged material and convey
him at standard with the present agents. The affiliation is absolutely at hardship when the
delegates leave their calling once they are totally arranged. Laborer support considers the
distinctive appraisals taken with the objective that an individual stay in a relationship for the
best time frame.
Meaning of Employee Retention:
"An exertion by a business to keep up a workplace which underpins current staff in staying
with the organization."
As per the Business Dictionary.
Employee retention:
Employee retention is a procedure in which the Employees are urged to stay with the
association for the most extreme time frame or until the finish of the task. Employee retention
is useful for the association just as the representative. Workers today are extraordinary. They
are not the ones who don't have great open doors close by. When they feel disappointed with
the present boss or the activity, they change over to the following occupation. It is the duty of
the business to hold their best Employees. On the off chance that they don't, they would be
left with a whole lot of nothing employees.
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A decent business should realize how to pull in and hold its Employee retention includes five
noteworthy things:
• Compensation
• Environment
• Growth
• Relationship
Bolster Employee retention would require a ton of endeavors, vitality, and assets yet the
outcomes are justified, despite all the trouble.
Presently that so much is being finished by associations to hold its employees, for what
reason is maintenance so critical? Is it just to lessen the turnover costs? All things considered,
the appropriate response is an unmistakable no. It's not just the expense caused by an
organization that underscores the need of holding employees yet in addition the need to hold
skilled workers from getting poached.
The procedure of Employee retention will profit an association in the ways:
1. The Cost of Turnover:
The expense of the representative turnover includes countless monies to an organization cost.
While it is hard to completely figure the expense of turnover (counting contracting costs,
preparing expenses and profitability lose), industry master regularly 25%of the worker
compensation as a moderate estimation of the representative's pay as a traditionalist gauge.
2. Loss of Company Knowledge:
At the point when a worker leaves, he takes with him important learning about the
organization of the clients, current ventures and history (occasionally to contenders).
Frequently much time and cash has been spent on the worker in desire for a future return. At
the point when the representative leaves, the speculation isn't understood.
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3. Interruption of Customer Service:
Clients and Cline work with an organization to some degree considering the general
population. Relationship are built up that energize proceeded with sponsorship of the
business. At the point when a worker leaves, the connections that representative worked for
the organization are dis joined, which could prompt potential client misfortune.
4. Turnover prompts more turnovers:
At the point when a representative end, the impact is felt all through the association.
Collaborators are regularly required to get a move on. The implicit contrarily frequently
strengthens for the rest of the staff.
5. Goodwill of the organization:
The generosity of an organization is kept up when the steady loss rates are low. Higher
standards for dependability propel potential workers to join the association.
6. Regaining proficiency:
On the off chance that a worker leaves, at that point great measure of time is lost in procuring
another representative and afterward preparing him/her and this goes to the loss of the
organization specifically which numerous multiple times goes unnoticed. What's more, even
after this you can't guarantee us of a similar proficiency from the new employees.
For what reason do Employees Leave?
Research says that most of the laborers let an affiliation alone for dissatisfaction and
unfaltering grinding with their managers or different partners. On occasion, low pay,
nonappearance of advancement prospects and motivation constrain a specialist to look for a
change. The organization must endeavor its measurement best to hold those delegates who
are basic for the system and are known to be effective suppliers.
It is the commitment of the line executives similarly as the organization to ensure that the
laborers are content with their employments and obligations and the action is advancing them
another test and adjusting every day.
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Need and Importance of Employee Retention
• Hiring is certifiably not a straightforward technique: The HR Professional

shortlists couple of individuals from a broad pool of capacity, conducts basic gatherings and
propels it to the line administrators who further grill them to condemn whether they are fit for
the affiliation or not. Choosing the right contender is a dreary system.
• An affiliation puts time and money in setting up an individual and make him
arranged to work and appreciate the corporate culture: another joiner is unrefined, and
the organization really should try to set him up for his general improvement. It is a completed
wastage of time and money when an individual let an affiliation well enough alone for the
blue. The HR needs to start the enlistment strategy yet again for a comparative chance; a
minor duplication of work. Finding a right agent for an affiliation is a grim action and all
undertakings simply go waste when the laborer leaves.
• When an individual leave from his present affiliation, everything considered, he

would join the contenders: In such cases, agents will when all is said in done take all the
frameworks, courses of action from the present relationship to the upgraded one. Individuals
take all the basic data, information and estimations to their new affiliation and from time to
time even discharge the puzzles of the past affiliation. To keep up a key separation from such
cases, it is major that the new joiner is made to sign a file which keeps him from passing on
any information paying little respect to whether he leaves the affiliation. Strict methodology
should be made which keeps the specialists to join the contenders. This is a practical strategy
to hold the agents.
•The agents working for a progressively drawn out period are progressively OK with the
association's methodologies, rules and as such, they alter better: They perform better than
individuals who change livelihoods a great part of the time. Laborers who put a broad vitality
in an affiliation know the relationship in and out and thus can contribute effectively.
•Every solitary need time to change with others: One needs time to realize his associates
well, be pleasant with them and at last trust them. Affiliations are continually benefited when
the agents are great with each other and look at things among themselves to turn out with
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something accommodating for all. Exactly when another individual replaces a present
laborer, switch issues crop up. Individuals imagine that it's difficult to develop a comfort
level with the other person. In the wake of hitting a liking with a present laborer, it is a test
for the delegates to change with someone else or more all trust him. It is a human tendency to
differentiate another joiner and the past agents and constantly find faults in him.
•It has been seen that individuals holding fast to a relationship for a progressively
expanded range are continuously dedicated towards the organization and the affiliation:
They welcome a wide scope of favorable circumstances from the affiliation and in this
manner are progressively joined to it. They scarcely affront their affiliation and reliably think
for the organization. For them the affiliation begins things out and each other thing later.
•It is principal for the relationship to hold the imperative delegates showing up: Every
affiliation continuing and skilled laborers who can genuinely turn out with something
innovative and special. No affiliation can persevere if all the best performers quit. It is
essential for the relationship to hold those agents who genuinely lock in and are basic for the
system.
Every one of the organizations are wanting to build their turnover each snapshot of time.
While in this exercise of expanding the turnover, they disregard their misfortune acquired by
the renunciation of workers and the costs of enlisting new employees employing cost,
preparing cost efficiency Loss and so on. This contracting of another representative ordinarily
costs around 35% or a greater amount of the normal worker compensation. For instance, let
us consider normal compensation of a representative for each year as Rs.20, 000, and after
that the expense of procuring another worker and different costs come around Rs.7, 000. If
you have 2 employees leaving for every month the cost comes to Rs.14, 000and taking the
equivalent for a year comes to around Rs.168, 000, which is an immediate misfortune from
the turnover of the organization. Also, after this there is dependably a danger of getting a
correct representative for the correct position with a correct frame of mind. On the off chance
that a worker leaves, at that point great measure of time is lost in enlisting another
representative and afterward preparing him/her and this goes to the loss of the organization
specifically which numerous multiple times goes unnoticed. What's more, even after this you
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can't guarantee us of a similar proficiency from the new representative (He may be better and
probably won't be). You expect time to pass judgment on his abilities and work nature. The
misfortune is considerably graver on the off chance that he/she is Your Knowledge Bank, this
can convey your procedure to a stop even. Or more every one of these things, one abdication
numerous multiple times triggers a chain response among different workers, prompting a
negative impact. For all these and numerous different reasons you must hold your workers.
For holding your workers, you must comprehend the necessities of the employees and in the
meantime should make them obvious about the desires for the organization from them. It's a
general human propensity that every individual thinks himself as imperative and anticipates
the equivalent from the opposite side, so the organization the executives should make their
employees responsible for their separate employments and make them feel that they are
critical for the smooth preparing of that process (At a similar time make a reinforcement for
him). Care and significance are two things of which everyone is made of.
The following are few of the for-Employee Program Retention.
•Employee Reward Program:
You can arrange of Monthly or Quarterly Award (contingent on the financial plan) for the
best representative, Awarding 2 or 3 best specialists every month. The honor can be as far as
endowments or cash. On the off chance that it is cash than it ought to be partitioned into two
sections, initial segment to be given with the following month pay and the staying following a
half year. Along these lines he/she can be held for 6 additional months. These prizes will be
considered at the season of examination.
•Career Development Program:
Everyone is stressed over his/her profession. You can give them restrictive help to specific
courses which are gainful from your business perspective. Restrictive help implies the
organization will bear the costs just on the off chance that he/she gets a total of certain level
of imprints. What's more, access to that course ought to be founded on a Test and the quantity
of seats to be restricted. For getting conceded touch program, you can propose them to sign a
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bond with the organization, like they can't leave the organization for a long time or something
after the fruitful fulfillment of the course.
•Performance based Bonus:
The representative dependably comes to think about the benefit of the organization which is
obviously founded on the key arranging of the best administration and the profitability of the
worker. To get more work out of the worker, you can arrange of Bonus. By this worker will
probably relate himself with the organization's benefit and consequently will buckle down.
This reward ought to be profitability based.
•Employee Referral Plan:
You can present Employee Referral Plan. This will lessen your cost (charges of outer
specialists and seeking organizations) of procuring another representative and up to a degree
you can depend on this new asset. On each fruitful referral, worker can be given a referral
reward following 6 or 9 months of constant working of the new employees well as the current
representative. By this you can get another worker at a diminished expense just as are holding
the current one for a more drawn out period.
•Loyalty Bonus:
You can present a Loyalty Bonus Program in which you can compensate your worker after a
fruitful finish of a predetermined time frame. This can be as Money or Position. This will
empower the kindred employees also whether they are keen on cash or position, they will feel
intrigued.
•Giving a voice to learning of banks first, you should endeavor to hold your workforce
flawless, as they are the scholarly resource of the organization. Or more that you can't bear
the cost of losing your insight banks. These are the general population who settle the
procedure. You can include them in a portion of the choices.
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•Employee Recreation:
You should likewise give your employees a chance to appreciate in a light inclination. You
can take your workers to an excursion or for a trip each year or bi-yearly. You can make
utilization of this excursion also. You can begin this outing with an opening note about the
administration perspectives and plans, methodologies and so forth. In the meantime, you can
include your best administration into a portion of the fun exercises as this will make feel the
workers that they are near the administration and everyone is same.
•Gifts at a few Occasions (non-monetary).
You can give a few presents at the season of a couple of celebrations to the employees
making them feel better and comprehend that the administration is worried about them.
•Accountability:
You should make every representative responsible with the goal that he can likewise feel that
he is as imperative as his supervisor. On the off chance that he/she will be loaded up with this
sense, he/she will only occasionally consider leaving the organization.
•Making the supervisors compelling and effectively open:
you should make the administration effectively open with the goal that the worker desires can
be plainly imparted to the best administration, as it is incomprehensible for the best
administration to achieve every representative much of the time.
• Surveys:
You should direct standard studies for inputs from representative about their bosses just as
different issues like nourishment, improvement designs and different recommendations. This
will make them feel of their significance and the minding idea of the organization. A portion
of the recommendations may be of genuine great use for the organization. For an
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organization, the workforce resembles a licensed innovation, both regarding aptitudes and
cash. A prepared and substance workforce can lead an organization higher than ever while a
contrary one can hamper it severely. In this way, every abdication spared is each dollar
earned.
THREE R’s OF EMPLOYEE RETENTION
The main three important r’s of retaining an employee are respect, recognition and reward.
.
Respect: Confidence is a trait controlled by pretty much every person. Individuals hold
confidence in a higher respect. In the event that somebody's confidence is harmed, at that
point he/she probably won't most likely work appropriately or with all heart. Offering
admiration to the workers is as imperative as offering water to a plant. On the off chance that
they feel regarded, they will have a valid justification to work.
Recognition: Exceptional consideration is essential for inspiration and spirit support. In the
event that the employees don't get acknowledgment for their work, they feel demotivated.
The activity would amount to nothing else than only an obligation that they have to satisfy so
as to acquire cash. The moment they land another position offer they put it all on the line
since it gives them more inspiration. Giving exceptional consideration regarding the
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suppositions and crafted by employees makes them feel esteemed. They view themselves as a
critical piece of the firm.
Reward: The additional advantages and motivators specifically identified with the
authoritative yields make employees work for the firm with bliss. On the off chance that they
feel content, they will carry out their responsibility all the more genuinely and all the more
enthusiastically. Setting up little rewards, as a piece of the strategy and system manual of the
organization, assumes an essential job in holding the workers.
Covering these three R's aides in holding the employees as well as aides in making a need in
the market for other talented laborers from outside to work for the firm.
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COMPANY PROFILE
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KENNAMETAL INDIA LTD
2.1 Kennametal was established in 1938. Clients crosswise over aviation, earthworks, vitality,
general designing and transportation trust Kennametal's developments in materials science,
tooling and wear-safe arrangements. Kennametal workers roughly 11,000 individuals in the
globe serving clients more than 60 nations. In financial year 2018, Kennametal detailed offers
of about 2.4 billion dollars. Specialists in three business fragments modern, foundation and
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WIDIA work straightforwardly on the client shop floor, at the mine face or on the building
site to take care of issues and increment efficiency.
The organization's abroad assembling began in 1957 with a joint endeavor in Italy.
Somewhere in the range of 1972 and 1981, outside deals developed from 17 to 34 percent of
the aggregate. In 1993, Kennametal obtained Hertel AG, a tooling framework maker
headquartered in Furth, Germany, with tasks all through Europe and around the world. This
empowered the company to contend even more adequately in Western Europe, increase better
access to developing markets in Eastern Europe, and offer extra product offerings in Asia
Pacific. The Asia Pacific exertion was additionally extended to incorporate endeavors for
mining apparatuses in China and a metalworking device maker plant in Shanghai, in 2002,
Kennametal procured Widia, a main producer and advertiser of metalworking instruments in
Europe and India. Different acquisitions that extend Kennametal's abilities to more likely
serve its clients around the world. A main supplier of built segments that convey premium
wear arrangements, and Extrude Hone Corporation, a provider of market driving designed
segment process innovation. The organization's all out income is $2,367.85.
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Annual sales revenue Approximately $2.1billion
Number of employees Nearly 11000 employees in 60 countries
World head quarters Latrobe, Pennsylvania, USA
NYSE KMT
Financial year July to June
Kennametal named as one among the world’s most ethical companies, a badge of outstanding
honor which speaks about the dedicated, talented team they have. Their employees
consistently demonstrate the values and beliefs that set Kennametal apart as a leader in
industry, enabling us to give our best to our customers, shareholders, communities and
everyone we serve. Kennametal industry is one of the world’s premier tooling solutions
companies. Headquartered in Latrobe, Pennsylvania, USA, Kennametal is represented in
more than 60 countries. The company’s annual sales are over $2.4 billion. With 11,000
employees worldwide, Kennametal is well on its way to double its sales turnover to $6 billion
bye this year.
Kennametal India Limited is a part of Kennametal., and a publicly listed company in India.
The company’s annual sales are INR plus cores and employee strength is around 1400. KIL is
headquartered in Bangalore and have sales offices in Bangalore, Chennai, Pune and Gurgaon.
The Bangalore facility houses the plant, corporate office and the support functions.
Strategically we have aligned our business into – Industrial and Infrastructure. Our products
and services touch nearly every manufacturing process right from the light switch they turn
on to the car they drive. In addition to this, KIL has Machine Solutions Group (MSG) as one
of its vertical. MSG is into providing machining solutions, building customized machines and
tooling. Kennametal India has another entity, namely Kennametal shared services PVT LTD
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(KSSPL), Bangalore. KSSPL provides Technology and IT support to Kennametal across the
globe.
2.2 Product range of the company includes:
Kennametal has engineered innovative metal–cutting products and techniques for nearly 70
years using complex metallurgy and materials science in tungsten carbide, ceramics, high–
speed steels and other materials. Many of these products serve as workhorses in their
industries to this day. Newer, more advanced products are always under development to
better serve needs. In fact, nearly half of Kennametal's revenue comes from products less than
four years old.
 Metalworking– Metalworking has been expertise for 70 years. Kennametal never stops
inventing, designing, testing, and manufacturing the world's best tools. Energy, Mining &
Construction. They work with mining companies worldwide to engineer bold new designs
that utilize advanced technologies to increase the productivity of mining and wear
products.
 Advanced Materials– Kennametal specializes in solving unique wear problems by

engineering and manufacturing customized protective systems made of the world's toughest
materials
 Wear Components– Kennametal is focused on delivering value to the customers for many
different applications that offer long life, maintain tolerance through multiple–use cycles,
and deliver superior overall performance.
 Saw Mill– Kennametal knows how critical uptime and performance are in the sawmill
industry. That's why they manufacture a wide range of Carbide and APF Super alloy
cutting tips for the sawmill industry worldwide.
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CORPORATE GOVERNANCE
A detailed report on Corporate Governance along with the certificate from Mr. Vijaya
Krishna K.T. A Company Secretary in Practice confirming compliance of Corporate
Governance norms as stipulated in Clause 49 of the Listing Agreement with the BSE Limited
is set out in' Annexure II" to this report.
COMPLIANCE WITH THE CODE OF CONDUCT
A declaration signed by the Managing Director affirming compliance with the Company's
Code of Conduct by your Directors and Senior Management of your Company, for the year
under review, as required under Clause 49 of the Listing Agreement with BSE Limited is
annexed as' Annexure IIA" and forms part of this report. The Kennametal Code of Business
Ethics & Conduct is a major component of the Kennametal Value Business System (KVBS).
The Code addresses the importance of fair dealing and compliance in all aspects of your
Company's business and focuses on the concept of doing the right thing every day. Your
Company insists on its employees to embrace the Code of Business Ethics & Conduct to
ensure maintenance of a strong ethical culture.
RESEARCH & DEVELOPMENT (R &D)
The Research, Development and Engineering (RD& E), works on new Products and Process
Developments with specific focus on materials, coatings and design. RD&E, Bengaluru is a
globally aligned matrix set–up and works for the Company's needs with a continued specific
focus on up–gradation of products, processes and technology, which is also recognized by the
Ministry of Science & Technology –Department of Scientific and Industrial Research –
Government of India.
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ENVIRONMENT, HEALTH AND SAFETY (EHS)
Environmental, Health, and Safety (EHS) are fundamental to your Company's business and
its ability to deliver the Promise to all the stakeholders, including its employees, customers,
shareholders, and the public. Every day, employees are empowered to demonstrate
Kennametal EHS commitment by striving for: 100% Safe–pursuing a goal of zero injuries,
illnesses, and incidents by living the belief that all are preventable. Your Company is
pursuing the goal of zero through senior leader ownership of safety, preventative actions and
processes, and by establishing leadership roles for employees in safety.
2.4 CORPORATE SOCIAL RESPONSIBILITY (CSR)
As required under Section l34(3)(o) of the Companies Act, 2013, details about the policy
developed and implemented by the Company on Corporate Social Responsibility initiatives
during the year ended June 30, 2015 are given in "Annexure VIII" to this report
At Kennametal, they take seriously our global commitment to sustainability.
We're committed to programs that ensure:
 the health and safety of our employees
 a diverse, engaged, and ethical workforce
 development and enrichment of the communities where our employees live and work
 protection of the environment for future generations they believe to be truly successful
in business we not only must meet, but should strive to exceed, our environmental and
social responsibilities.
From programs such as Protecting Our Planet, to environmentally-friendly product
packaging, to Eco-tooling, they demonstrate our continuing commitment to living our
values at work and in our communities.
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2.5 PERSONNEL/ INDUSTRIAL RELATIONS

During the year under review, your Company maintained healthy, cordial and good industrial
relations at all levels. The enthusiasm and unstinting efforts of the employees have enabled
your Company to remain at the forefront of the industry. Your Directors record their
appreciation for the hard work and efficiency.
KENNAMETAL STRATEGIES
 With the Customers: Earn a reputation as the most knowledgeable and easiest
partner to do business with. Develop and retain customers and deliver enhanced
productivity solutions. Become the recognized leaders in customer loyalty, know-how
and satisfaction and increase our penetration into core markets and existing
customers.
 Ensure Mission Readiness: Acquire, train and manage talent for the challenges
ahead and be the employer of choice for the best people. Develop a flexible, effective
and ever-ready team that can deliver the best solutions faster and more accurately and
exceed customer expectations.
 Advance with Technology: Deliver market-leading advances, innovations and
customer delivery systems that will enhance our global competitiveness. Achieve
product line renewal at an unparalleled pace. Make today’s technological upgrades
tomorrow’s tools for maintaining our advantage.
 Commit to Excellence: Consistently deliver quality products and service solutions,
on-time, and at record industry lead times. Maximize Lean processing to achieve top-
tier performance and company-wide financial excellence.
 Grow for Profit: Build and maintain a balanced portfolio of products. Markets and
Geographies- the “Thirds”, and consistently grow our enterprise at twice the market
rate. Achieve organic, inorganic and emerging market growth with the focus on
profitability and shareholder return.
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2.6 What are Porter Five (5) Forces
In his revolutionary article - "Five Forces that Shape Strategy", Michael Porter observed five
forces that have significant impact on a firm's profitability in its industry. These five forces
analysis today in business world is also known as -Porter Five Forces Analysis. The Porter
Five (5) Forces are -
 Threat of New Entrants
 Bargaining Power of Suppliers
 Bargaining Power of Buyers
 Threat from Substitute Products
 Rivalry among the existing players.
Porter Five Forces is a holistic strategy framework that took strategic decision away from just
analysing the present competition. Porter Five Forces focuses on - how Kennametal. can
build a sustainable competitive advantage in Machine Tools & Accessories industry.
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Managers at Kennametal. can not only use Porter Five Forces to develop a strategic position
with in Machine Tools & Accessories industry but also can explore profitable opportunities
in whole Industrial Goods sector.
Kennametal. Porter Five (5) Forces Analysis for Industrial Goods Industry
Threats of New Entrants
New entrants in Machine Tools & Accessories brings innovation, new ways of doing things
and put pressure on Kennametal. through lower pricing strategy, reducing costs, and
providing new value propositions to the customers. Kennametal. must manage all these
challenges and build effective barriers to safeguard its competitive edge.
How Kennametal. can tackle the Threats of New Entrants
 By innovating new products and services. New products not only bring new customers to the
fold but also give old customer a reason to buy Kennametal. ‘s products.
 By building economies of scale so that it can lower the fixed cost per unit.
 Building capacities and spending money on research and development. New entrants are less
likely to enter a dynamic industry where the established players such as Kennametal. keep
defining the standards regularly. It significantly reduces the window of extraordinary profits
for the new firms thus discourage new players in the industry.
Bargaining Power of Suppliers
All most all the companies in the Machine Tools & Accessories industry buy their raw
material from numerous suppliers. Suppliers in dominant position can decrease the margins
Kennametal. can earn in the market. Powerful suppliers in Industrial Goods sector use their
negotiating power to extract higher prices from the firms in Machine Tools & Accessories
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field. The overall impact of higher supplier bargaining power is that it lowers the overall
profitability of Machine Tools & Accessories.
How Kennametal. can tackle Bargaining Power of the Suppliers
 By building efficient supply chain with multiple suppliers.
 By experimenting with product designs using different materials so that if the prices go up of
one raw material then company can shift to another.
 Developing dedicated suppliers whose business depends upon the firm. One of the lessons
Kennametal. can learn from Wall-Mart and Nike is how these companies developed third
party manufacturers whose business solely depends on them thus creating a scenario where
these third-party manufacturers have significantly less bargaining power compare to Wall-
Mart and Nike.
Bargaining Power of Buyers
Buyers are often a demanding lot. They want to buy the best offerings available by paying the
minimum price as possible. This put pressure on Kennametal. profitability in the long run.
The smaller and more powerful the customer base is of Kennametal. the higher the
bargaining power of the customers and higher their ability to seek increasing discounts and
offers.
How Kennametal. can tackle the Bargaining Power of Buyers
 By building a large base of customers. This will be helpful in two ways. It will reduce the
bargaining power of the buyers plus it will provide an opportunity to the firm to streamline its
sales and production process.
 By rapidly innovating new products. Customers often seek discounts and offerings on
established products so if Kennametal. keep on coming up with new products then it can limit
the bargaining power of buyers.
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 New products will also reduce the defection of existing customers of Kennametal. to its
competitors.
Threats of Substitute Products or Services
When a new product or service meets a similar customer needs in different ways, industry
profitability suffers. For example, services like Drop box and Google Drive are substitute to
storage hardware drives. The threat of a substitute product or service is high if it offers a
value proposition that is uniquely different from present offerings of the industry.
How Kennametal. can tackle the Treat of Substitute Products / Services
 By being service oriented rather than just product oriented.
 By understanding the core need of the customer rather than what the customer is buying.
 By increasing the switching cost for the customers.
Rivalry among the Existing Competitors
If the rivalry among the existing players in an industry is intense then it will drive down
prices and decrease the overall profitability of the industry. Kennametal. operates in a very
competitive Machine Tools & Accessories industry. This competition does take toll on the
overall long-term profitability of the organization.
How Kennametal. can tackle Intense Rivalry among the Existing Competitors in Machine
Tools & Accessories industry
 By building a sustainable differentiation
 By building scale so that it can compete better
 Collaborating with competitors to increase the market size rather than just competing for
small market.
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Implications of Porter Five Forces on Kennametal.
By analysing all the five competitive forces Kennametal. strategists can gain a complete
picture of what impacts the profitability of the organization in Machine Tools & Accessories
industry. They can identify game changing trends early on and can swiftly respond to exploit
the emerging opportunity. By understanding the Porter Five Forces in detail Kennametal. 's
managers can shape those forces in their favour.
2.7 MISSION:
Kennametal delivers productivity to customers seeking peak performance in demanding

environment by providing innovative custom and standard wear resistant solutions. This
productivity is enabled through their advanced materials sciences and application knowledge.
The commitment to a suitable environment provides additional value to their customers.

Kennametal’s portfolio of well-respected brand names and broad global presence enable
them to help customers of all sizes in virtually every geography drive success at every stage
of their value chain. Strategically aligned across two crore business industrial and
infrastructure their products and services touch these results throughout many aspects of their
day, from the light switch they turn on to the car they drive.
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2.8 VISSION:
To be recognized as a premier, customer driven enterprise that delivers their promise of

exceptional value, growth and productivity solutions to their customers, consistent returns for
shareholders and rewarding careers to employees.
2.9 QUALITY POLICY OF KENNAMETAL [ISO 9001-2015]
 We will ensure the QUALITY of work and products meet customer requirements.
 We will company with the requirements of QUALITY MANAGEMENT SYSTEM
and continually improve the effectiveness of it.
 We will establish and review QUALITY OBJECTIVES.
 We will strive for CONTINUAL IMPROVEMENT, in quality of our processes,
products and services.
 We will aim to continue as a market leader by SATISFING CUSTOMER.
2.10 INFRASTRUCTURE FACILITIES
Kennametal India is in Bangalore Tukur National Highway on 33 acres land. Each

department is situated in a separate building. Moreover, each production unit has a separate
building. 55+1 technique are followed not only on the shop floor but also outside in the sense
that buildings are white washed every year. There is good communication and transport
support to the employees. Also, a good information technology support is available. Healthy
food is provided free of cost and cleanliness is given utmost importance in canteen, and other
facilities like Training hall, overhead projectors, sounds system, library computers
accessories, medical facilities and safety equipment’s.
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2.11 Kennametal Board of Directors
Lawrence W. Stranghoener.
Chairman of the Board
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Joseph Alvarado William M Lambert.
Timorthy R Mclevish Chris Rossi.
Cindy L. Davis. William J.Harvey
Lorraine Martin Sagar A Patel
Steven H Wunning.
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HIERARCHY
AT
KENNAMETAL INDIA LTD.
Managing Director
Executive Assistant
KMT Industrial Infrastructure Widia Tooling

Manufacturing
Business Business Business
2.12 HIERARCHY AT KENNAMETAL INDIA LTD.
 Managing Director.
 Executive Assistant.
 KMT Industrial Business.
 Infrastructure Business.
 Widia Tooling Business.
 Manufacturing.
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ORGANIZATION CHART – MANUFACTURING.
Vice president HR
Executive
VP Manufacturing
Senior manager plant

Manager EHS
engineering MR
Senior Manager QA Senior Manager PED

and Lean
Senior Manager HRD

Senior Manager
Reliability
Engineering
Head-PU5-Inserts
(Senior Manager) Head-PU1-Power
preparation
Head-PU6-Carrier
bodies (Manager) Head-PU4-Round
tools (Senior Manager)
Head-PU9-MTB Head-EPG (Senior

(Senior Manager) Manager)
PU2-Sintered PU3-Dies and

products wear parts
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EPG – Engineered Products Groups
QA – Quality Assurance
PED – Production Engineering Department
MTB – Machine Tools Business
2.13 DUTIES AND RESPONSIBILITIES OF MANUFACTURING
 Metal working business units (MWT) – PU5 and PU6.

 Machine tools business units (MTB) -PU9, MW and MTB are together called Metal
Working Solutions and Service Group (MWSSG).
 Engineered products group (EPG) -PU2 and PU3.
 Facilitate smooth flow of products from one PU to other or PU to customers through
Finished Goods (FG) stores.
There are 9 manufacturing plants across the KENNAMETAL INDIA Campus, it is

abbreviated as PU (Production Unit) and it is named from PU-1 to PU-9.
1. PU 1: - Powder preparation: In this production unit, tungsten trioxide powder

imported from China and Thailand is carburized to obtain tungsten carbide. This is
then mixed with cobalt and other pre- alloys and sintered to make it hard. This is
called Ready Mix Powder (RMP) and is the raw material to be used in other PU’s.
2. PU 2: - Pressing, Shaping and Sintering (INFRASTRUCTURE): In this PU tungsten

carbide is pressed to the required shape and then sintered with cobalt as binder. Inputs
for this PU are RMP from PU 1, worksheet and drawings. Output is finished product
part of which is dispatched to customers and part is supplied to PUS to PU7.
3. PU 3: - Metal forming tools (INFRASTRUCTURE): This PU does metal forming
tools, copper tungsten and lamination dies, and products are supplied to Defense units
and blade manufacturing companies and electrical industries.
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4. PU 4: - Round Tools: This plant does products like Gun drills, Gun reamers and other
multi points. Both solid carbide and brazed tools are done here. CNC machines are
conventional machines are used for the operations.
5. PU 5: - Inserts or cutting tools and coating: This PU does press of the carbide powder;
final sintering inserts on thickness and periphery by Diamond Grinding Wheels.
Later, the components are inspected, Laser etched and packed for dispatch to the
customers.
6. PU 6: - Carrier bodies: This PU is concerned with the manufacture of carrier bodies,

circular saws and brazed tools.
7. PU 7: - Press tools: The press tools are manufactured and supplied to PU 5 and PU 2.
The special and conventional machines are used for manufactured process.
8. PU 8: - Special Purpose Machines (INFRASTRUCTURE): These machines are used

in house applications. These machines are exported to China. It is expected to make
its debut on European market soon.
9. PU 9: - Machining Solutions Group (MSG): The WIDA range of Special Purpose

Machines, VTL’s, Fixtures, Eco grind machines and Ezee-grind machines offers you
solutions covering all machining operations: turning, milling, drilling including
special operations like fine boring, deep hole drilling, facing and centering etc. All
WIDMA machines are designed to maximize productivity, reduce cycle time and
achieve optimal cost per component.
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ORGANIZATION STRUCTURE HR.
General Manager
HR India
HR-Business Partner HR-Business Partner

(BP)Manufacturing HR-Business Partner
(BP)
(BP)
Commercial
Shared Service IT
Manufacturing
Manager HRSSC
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DUTIES AND RESPONSIBILITIES OF HR
 Employee relations that also includes legal and security issues, plants HR.
 Administration.
 Organization development and talent acquisition, which includes staffing and training.
 Compensation and benefits.
2.14 BUSINESS ACTIVITY /PRODUCT PORTFOLIO:
HR DEPARTMENT
 Employee relations, which includes legal and security issues, plant HR.
 Administration.
 Organization development and talent acquisition, which includes staffing and training.
 Compensation and benefits.
FINANCE DEPARTMENT
 Payments
 Book keeping
 Cash office
 Budgeting
PURCHASE DEPARTMENT
 Provides raw materials to the PUS in time (Both domestic and imported raw
materials)
MANUFACTURING DEPARTMENT
 Metal working business units (MW) – PU5 and PU6.

 Machine tool business units (MTB) – PU9, MW and MTB are together called Metal
Working Solutions and Service Group (MWSSG).
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 Engineer products group (EPG) – PU2 and PU3.

 Facilitate smooth flow of products from one PU to other or PU to customers through
Finished Goods (FG) stores.
2.15 DIFFERENT INDUSTRY SOLUTIONS OF KENNAMETAL
 Aerospace and Defense:

From lightweight composite materials to exotic alloys, Kennametal is committed to
reducing risks and costs in the manufacturer of aerospace and defense programs. They
partner with their customers to implement standard and customized solutions with
minimum cost per part and high reliability in mind. Kennametal has unique
capabilities and resources to cover the total manufacturing equation from roughing to
automate DE-burring and finishing.
 Transportation:
Kennametal has traditionally been a strong player in the transportation field,
pioneering innovative solutions with automotive, shipbuilding and railroad customers.
They deliver global services and products that exceed the customers’ expectations and
continually push the boundaries of science. In today’s competitive world no one can
support customers better, and in turn, deliver the continued service and quality that
has become Kennametal’s trademark.
 Metal Working:
Metal working has been Kennametal’s expertise for 70 years. Kennametal never stop
inventing, designing, testing and manufacturing the world’s best metal working tools.
From milling to turning to whole making, Kennametal provides the industry’s best
metalworking tools using advanced tungsten carbide, ceramics and high-speed steel
materials.
 Energy, Mining and Construction:
Kennametal works with mining companies worldwide to engineer new designs with
advanced technologies for more productivity in any condition.
The construction tools feature the strongest carbide tips for the best performance in
any applications. From pipe threading and drilling to rock bit manufacturing and mud
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motors, their technologies enable oil, gas and petrochemical customers around the
world to optimize performance.
Processing Industries Wear Solutions
Processing is a big industry with a big challenge: Wear.
Equipment and components used in food and feed, cement, pulp and paper, and phosphate
processing are especially susceptible to wear damage.
Kennametal offers start-to-finish wear solutions. We start with a full assessment of your
operation and wear challenges. Then we design solutions for those wear areas. Next, we
create cladding fabric for wear-affected components and give installation support. We finish
strong with ongoing support and wear monitoring
Pet Food Industry
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Single Screws and Liners

Erosion, corrosion, and abrasion are all part of the job in aqua feed processing. That means
wear damage is usually part of the job, too. Kennametal cladding can increase the life of
barrels, single screws, and liners by four to eight times longer than original equipment. With
less wear damage, components last longer and perform better, and maintenance costs are
reduced.
Food and Feed Industry
Kennametal cladding is like a thin coat of armor protection on your components in this wear-
prone industry.
Dies and Wear Plates
Dies and wear plates take a beating daily in food and feed processing. Kennametal cladding
beats back against abrasion to boost component life up to seven times longer than unprotected
components. That means more consistency in the finished product. It also means a
maintenance schedule that’s predictable, rather than uncertain.
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Conveyance
Going with the flow shouldn’t mean pieces of your components go with it. Abrasion,
corrosion, and erosion are expected in conveyance, but blowouts, chipping, and spilling don’t
have to be. Kennametal-cladded conveyance components are much more resistant to wear
damage than unprotected components. That means far fewer blowouts, less downtime and
maintenance costs, more resistance to chipping and spilling, and less risk of cross
contamination.
Auxiliary Extruder Equipment
Auxiliary extruder equipment can last up to seven times longer when you protect it with
Kennametal cladding. TS barrels, TS barrel liners, SS barrels, and screws all can be protected
from wear damage with our cladding. That means more control during the process and better
quality of the finished product.
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Pulp and Paper Industry
Fan Blades.
Wear damage can cause catastrophic fan blade detachment, which is both costly and
dangerous. Industrial fans protected with Kennametal cladding material are far less likely to
detach due to wear. There’s greater fan efficiency, less downtime, and less chipping and
spilling on protected fans. Our cladding guards with an even weight-to-erosion-resistance
ratio.
Cladded Wood Chip Screws
Fewer operation shutdowns and component changes mean longer run times between
scheduled maintenance for your operation. We can make that happen.
Kennametal wood chip feed screws wear evenly and predictably. They last longer, so they
work longer. With fewer maintenance interruptions, you’ll keep production on track.
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General Industries
Pumps
Pumps play a critical role in processing, so it’s important to keep them up and running.
Pumps protected with Kennametal cladding have even, predictable wear – no unexpected
failures due to wear damage. That means longer run time between scheduled maintenance,
and you can enjoy fewer equipment shutdowns and component changes.
Pipes and Elbows

Pipes, in general, are an easy target for wear damage, especially in elbows where unexpected
blowouts can occur. Pipes, elbows, and fittings protected with our cladding have far fewer
blowouts. That means less lost product from undetected blowouts.
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Mixing Paddles
Rotating components like mixing paddles and agitators mix it up with abrasive, corrosive,
and erosive materials daily. Help these components last longer and perform better with
Kennametal cladding.
Cladding-protected components need to be replaced less often, so your machines see less
downtime for equipment replacements and more production.
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2.16 APPLICATIONS OF THE PRODUCT
 Automobile industry.
 Heavy engineering industries.
 Steel plants.
 Railways.
 Machine tool manufacturer.
 Light and general engineering.
 Power generation.
 Watch making.
 Bearing industries.
 Mining industries.
2.17 AREA OF OPERATION
In India, production which is carried out only in Bangalore. Sales offices are located
throughout the country in various major cities. They are:
 Bangalore
 Baroda
 Bhopal
 Chandigarh
 Chennai
 Coimbatore
 Delhi
 Gurgaon
 Hyderabad
 Jamshedpur
 Kanpur
 Kolkata
 Mumbai
 Nagpur
 Pune.
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It exports carbide tools and 5PM’s to countries like: -
 China
 Thailand
 Germany
 Malaysia
 Australia
 South Africa
 Singapore
 United Kingdom
 Japan
 Sri Lanka
 Korea
2.18 ACHIVEMENTS AND AWARDS
 Company standardization Award.

 National HRD Award.
 Rajeev Gandhi National Quality Award.
 ISO-9001, FIE Award at 1MTEX.
 National productivity Award.
 National safety Award.
 Regional Export Award.
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2.19 MAJOR COMPETITORS FOR KENNAMETAL WIDIA PRODUCTS
 Sandvik.
 Mitsubishi.
 Hitachi.
 Kyocera.
 Sumitomo.
 Taegu Tec India Private ltd.
 Carbide India.
 Zcc.ct.
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2.20 SWOT ANALYSIS OF KENNAMETAL:
STRENGTHS: -
 Wide product range.

 Ores distributors in 9 branches.
 In- house research and development department for product development.
 Good stocking and service backup.
 Continuous product up-gradation.
WEAKNESS
 Automation.
 Not on- time delivery.
 Manufacturing cost.
 Product gap in certain areas
OPPORTUNITIES: -
 Manufacturing sector on a growth path.

 Growing at over 8%.
 Good demand from key sectors like auto ancillary steel, defense etc.
 New products demanded.
 Reaching medical industries.
THREATS: -
 Several competitors.
 Global brands.
 Price deciding factor.
 Innovative product from competition.
 Gradual reduction in customers.
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2.21 STATEMENT OF PROFIT AND LOSS FOR THE YEAR ENDED JUNE 30, 2018
(All amounts in lakhs)
PARTICULARS Year ended Year ended

June 30, 2018 June 30, 2017
INCOME
Revenue from operations 79312 69597
Other income 836 586
Total Income 80148 70183
EXPENSES
Cost of materials consumed 23840 17479
Purchase of stock-in-trade 20726 16936
Changes in inventories of finished goods, stock- (2721) (43)
in-trade and work-in-progress
Excise duty - 4412
Employee benefits expense 12266 12236
Depreciation and amortization expenses 2811 2826
Other expenses 15156 12751
Total Expenses 72078 66597
Profit before exceptional items and tax 8070 3586
Exceptional items (770) (550)
Profit before tax 7300 3036
Tax expense/ (credit)
Current tax 2044 795
Tax adjustments relating to earlier years (460) -
Deferred tax 490 (196)
Total tax expense 2074 599
Profit after tax for the year 5226 2437
Other comprehensive income
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Items that will not be reclassified to profit or

(loss)
Re-measurements of net defined benefit (315) 2
plans
Income tax relating to above items 109 (1)
Total other comprehensive income for the (206) 1
year (net of tax)
Total comprehensive income for the year 5020 2438
Earnings per equity share in rupees [Nominal
value per share rs10 (June 30, 2017: rs10)]
Basic 23.78 11.09
Diluted 23.78 11.09
2.22 BALANCE SHEET AS AT JUNE 30, 2018
(All amounts in lakhs)
As at As at
June 30, 2018 June 30, 2017
ASSETS
NON-CURRENT ASSETS
Property, plant and equipment 15392 14637
Capital work-in-progress 2105 278
Investment properties 1 1
Intangible assets 14 -
Financial assets
1) Investments 50 50
2) Loans 181 139
3) Other financial assets 4 4
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Deferred tax assets (net) 686 1068

Income tax assets (net) 2508 3826
Other non-current assets 1371 336
Total non-current assets 22312 20339
CURRENT ASETS
15587 10726
Inventories
Financial assets
Investments - 5001
Trade receivables 12635 11016
Cash and cash equivalents 9448 4204
Bank balance other than cash and cash 27 140
equivalents
Loans 26 31
Other financial assets 102 115
Other current assets 1997 2171

Assets classified as held for sale - -
Total current assets 39822 33404
TOTAL ASSETS 62134 53743
EQUITY AND LIABLILITIES

EQUITY
Equity share capital 2198 2198
Other equity 41678 37193
Total equity 43876 39391
LIABILITIES
NON-CURRENT LIABILITIES
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Financial liabilities 10 10
Provisions 518 473
Total non-current liabilities 528 483
CURRENT LIABILITIES
Financial liabilities
1) Trade payable s 10590 8343
2) Other financial liabilities 2692 2195
Provisions 1605 1487
Other current liabilities 2843 1844
Total current liabilities 17730 13869
TOTAL EQUITY AND LIABILITIES 62134 53743
2.23 RATIOS CALCULATIONS:
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CURRENT RATIO:
Current ratio = Current assets
Current liabilities
YEAR CURRENT CURRENT CURRENT

ASSETS LIABILITIES RATIO
2017 33404000 13869000 2.40
2018 39822000 17730000 2.24
45000000
40000000
35000000
30000000
25000000
20000000
15000000
10000000
5000000
0
current asset current liabilities current ration
2017 2018 Column1
INTREPRATION: The table indicates that the current ratio from 2017 to 2018. The
Kennametal’s financial is kept decreasing over the period i.e., 2.40 to 2.24 respectively.
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2.24 QUICK RATIO:
Quick ratio = Current assets – stock
Current liabilities
YEAR CURRENT CURRENT QUICK RATIO

ASSETS– LIABILITIES
LIABILITIES
2017 16468000 13869000 1.18
2018 19096000 17730000 1.07
25000000
20000000
15000000
10000000
5000000
0
current assets-liabilities current liabilities quick ratio
2017 2018 Column1
INTREPRETATION: Compare to 2018 quick ratio, 2017 has highest quick ratio i.e., in 2018
it has 1.07 and in 2017 it has 1.18.
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2.25 DEBT TO EQUITY RATIO:
Debt equity ratio = Total liabilities
Total shareholder’s equity
YEAR TOTAL LIABILITIES TOTAL DEBT EQUITY RATIO

SHAREHOLDER’S
EQUITY
2017 53743000 39391000 1.36
2018 62134000 43876000 1.41
70000000
60000000
50000000
40000000
30000000
20000000
10000000
0
total liabilities total shareholders debt equity ratio
2017 2018 Column1
INTREPRETATION: The debt equity ratio of 2018 i.e., 1.41 is highest compared to ratio of
2017 i.e., 1.36. A higher ratio indicates the company is getting more of their financing from
borrowing which may pose a risk to the company if debt levels are too high.
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2.26 WORKING CAPITAL RATIO:
Working capital = Current Assets – Current liabilities
YEAR CURRENT CURRENT WORKING

ASSETS LIABILITIES CAPITAL
2017 33404000 13869000 19535000
2018 39822000 17730000 22092000
45000000
40000000
35000000
30000000
25000000
20000000
15000000
10000000
5000000
0
current assets current liaBILITIES working capital
2017 2018 Series 3
INTREPRETATION: As per the above data it is observed that working capital is rising
compared to previous year. It is in the position to meet its payment obligations.
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2.27 WORKING CAPITAL TURNOVER RATIO:
Working capital turnover ratio = Net sales
Working capital
YEAR NET SALES WORKING WCT RATIO

CAPITAL
2017 2438000 19535000 0.12
2018 5020000 22092000 0.22
25000000
20000000
15000000
10000000
5000000
0
net sales working capital working capital ratio
2017 2018 Column1
INTREPRETATION: The working capital turnover ratio has been increased by 0.1% when
compared with that of previous year
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Chapter 3
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3.1 LITRETURE REVIEW:
You Lochia and Saner Raymond (2014)
Estimated HR work by investigating the discoveries of a study of steady loss in Indian

organizations and talked about the conceivable methodologies picked by Indian organizations
to counter expensive work turnover. Higher wearing down can be limited through the
installment of higher pay bundles. The examines proposed that Indian organizations ought to
accomplish more to reinforce the holding of interior interpersonal organizations and extend
singular occupation fulfillment and hierarchical duties to guarantee ability maintenance
through fitness advancement and profession arranging.
Jeen Dorance Batty S. (2014)
expected to the elements which might be the conceivable purposes behind a worker to leave
an association. Worker's turnover aim and its effect on authoritative results were broke down
and that was gathered through polls from the first and center line employees in chose sorted
out retail outlets in Bangalore. From the econometric investigation, it was discovered that
turnover goal has impacted steady loss factors, for example, Quality of Work Life, profession
development, working hours, individual/family reasons, and connection with inside co –
specialist, welfare, working condition, and compensation.
Rana Hussain, Aiza (2013)
inspected the impact of ability the board (TM) and representative turnover goal (ETO) on
hierarchical proficiency (OE) in media transmission division of Pakistan (TSP). It was
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discovered that by lessening ETO associations productivity can be improved. Research

results uncovered a fascinating element of ability the executives which reflects negative
association with hierarchical proficiency in TSP. This finding mirrored that TM at some point
raises ETO and decreases the OE. TSP needs to diminish worker turnover rate by dealing
with the ability legitimately to hoist OE.
Kanwal and Muhammad (2013)
concentrated on the maintenance of workers in banks in Pakistan. Research concentrated on

the components that are in significance to the reward and rewards, fulfillment of employees
with the activity, preparing as a vocation introduction supervisory crew work, are the real
benefactors towards the worker maintenance in an association. It was discovered that
preparation and advancement significantly affected the representative maintenance. Different
components that have been perceived in the writing survey had a synergy impact on the
workers' execution. Accordingly, it was proposed that both the employees and the Manager
must work in a group and had a successful cooperation with one another while performing in
the collaboration.
Mathur, Atul and Agarwal, P. K. (2013),
meant to comprehend the effect of maintenance systems on representative turnover in sugar

industry in India. The focal point of this investigation was on useless turnover. Different
factors, for example, welfare benefits, individual fulfillment and association culture, which
are related with the worker turnover, were additionally explored as a piece of this
examination. It was discovered that the fundamental purpose behind leaving the association
by employees were remuneration and workplace. Aftereffects of the examination uncovered
that maintenance methodologies have direct effect on worker turnover. Analyst proposed that
by utilizing distinctive HR rehearses like viable pay arrangement, execution examination,
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preparing and improvement program, input and allotting aggressive work the state of
representative maintenance can been expanded.
Balakrishnan and Masthan, D. (2013),
recognized the drivers of the representative commitment and furthermore inspected the
connection between worker commitment and representative maintenance. It was seen that
worker commitment prompts duty and mental connection and reflects as high maintenance
(low wearing down) of employees. The investigation recommended that the dimension of
commitment in workers can be improved by recognizing its drivers (powerful factors).
Associations can plan great practices in the light of discoveries to hold their best ability
(profoundly talented and particular HR) absent much money related weight. Measurable
proof in the investigation affirm that the representative maintenance can be improved by
tending to non-financial drivers of worker commitment like correspondence,
acknowledgment, director/chief help (relationship), work commitment, cooperation and job
lucidity.
Kwenin, O. D. what's more, Muathe S. et.al (2013),
broke down the impact of representative prizes, work fulfillment and human asset strategies
on worker maintenance in Vodafone Ghana Limited. The outcomes demonstrated that
associations' reasonable reward frameworks lead to value and expand maintenance. The
discoveries additionally uncovered that activity fulfillment and good human asset
arrangements have positive connection with maintenance. Besides, the examination
additionally recognized that representative employment fulfillment as a solid flag for
maintenance. thus, the investigation prescribed that administration of the association ought to
give natural qualities in the occupations to make them all the more fulfilling for the
employees to remain. HR strategies were additionally distinguished to associate specifically
with maintenance and was hence proposed that the organization should investigate its
arrangements to advance development and open doors for employees.
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Appiah, A. F. what's more, David A. (2013).
concentrated on human asset the executives exercise that were every now and again utilized
in the mining business in Ghana and their impact on worker maintenance. The principle
discoveries of the investigation were that dominant part of turnover aims inside the
association were owing to human asset the board. Preparing and improvement,
correspondence and data sharing, wellbeing, wellbeing and welfare, motivating forces and
remuneration and employer stability factors were noteworthy in realizing turnover goals
inside the mining business. The investigation gives bits of knowledge into the impacts of
human asset the board rehearses on workers' intention to leave and maintenance in the mining
area in Ghana.
Lakshmi Devi, R., Amalraj R. et. al. (2013),
aimed to study the employee turnover ratio in a pharmaceutical industry in India. It was
observed that the mean of the pull factors was higher owing to higher turnover intention of
the employees. Under this study, all factors were divided into two clusters using hierarchical
clustering technique namely push and pull factors. The various push factors identified in case
study were: Health reasons (Personal), family problems, pursuance of higher education,
behavior of boss, conflict of employees, motivation and encouragement of good work, size of
the organization, difficulty of job and social status. Among the pull factors, expectation of a
high salary, expectation of promotion and reputation of the organization was the most
significant reasons for which the employees quit. Among the push factors, family related
problems were the most significant push factor contributing to employee exit. This study
concluded that the most significant factor is pull factor. The push factor also contributed to
the turnover, but not significantly.
http://shodhganga.inflibnet.ac.in/bitstream/10603/94178/9/09_chapter%203.pdf
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Reiche Sebstian B. (2008),
conducted a research to explore the determinants which influence retention capacity of

MNCs. Researcher proposed a conceptual framework through linked institutional and human
resource management perspectives. Labor market perspective and psychological perspective
were addressed. It was found that the level of satisfaction and commitment of subsidiary staff
which may be affected by HR practices can be moderate by locally oriented management
style.
Huselid A. Mark (1995),
Examined human resources literature in three ways. First, the level of analysis used to
estimate the firm-level impact of HRM practices, and the perspective was strategic rather
than functional. Second, the analytic focus was comprehensive. Third, this study provided
one of the first tests of the prediction that the impact of High-Performance Work Practices on
firm performance was contingent on both the degree of complement, or internal fit, among
these practices and the degree of alignment, or external fit, between a firm's system of such
practices and its competitive strategy. It was found that use of effective human resource
management practices enhances firm performance.
Malinowski C., Shaw K., Prennushi G. (1993),
analyzed the impact of cooperative and innovative HRM practices on organizational

productivity. It was found that "bundles" of internally consistent HRM practices
were related to higher productivity and quality.
Study finished that perceptions of job security, compensation level, job

satisfaction, structure tenure, demographic variables like age, gender, education,
and variety of dependents, structure commitment, whether or not employment
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meets an individual's expectations, and the expressed intention to search for another job
were all predictors of employees' leaving the organization, Sheridan (1992) also found
that perceptions of organizational culture influences turnover.
Spencer, G. Daniel (1986),
Examined the extent to which employees have opportunities to voice dissatisfaction and
voluntary turnover in general care hospitals. Responses to declining firms in terms of exit and
voice were extensively studied. Researcher focused on the amount of opportunity available
for voice and not on the quality of that opportunity. Researcher conducted two studies for this
purpose. Under first study it was found that the more an organization gives employees the
opportunity to voice dissatisfaction over aspects of their work to change dissatisfying work
situations, the greater the likelihood that its employees will remain with the organization. It
was revealed that in general care hospitals Registered nurses' turnover rates in short-term,
were significantly lower in hospitals with many mechanisms for the voicing of employees'
dissatisfaction. The results of study two indicated high numbers of voice mechanisms were
associated with high levels of employees' expectancies for problem resolution and high
perceived effectiveness of an organization's procedures for resolving problems. Results
revealed that high numbers of mechanisms for employee voice were associated with high
retention rates.
Petkar, R. and Suhas, S. (2013),
triggered to examine the various functions and HRM practices adopted at TCS with the focus
on its retention management. Researcher focused on the balancing of the global trends in
human resource management and the various changes in the policies made accordingly by the
company which affects the people working in the organization. This study found that HRM
for a global firm has become extremely challenging, among all the functions, talent
management and retention appears to be the most significant function of Human Resource
Management. With the help of a brief case study of TCS retention policy researcher revealed
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that the dynamic and employee oriented flexible retention policy based on its own values is a
clear ‘X’ factor for the success of TCS in retention. It was also revealed that the rate of
attrition in TCS was only 13.1%.
Shukla, K., Somesh and Sinha, Deepti (2013),
study was undertaken to understand the major issues associated with the retention of the
pharmaceutical employees in Dehradun city. The objective was to identify the major causes
of the high level of attrition. The study also investigated the influence of HR policies,
compensation and benefits, work pressure and relationship with the superiors on employee
retention. It was found that due to growing expectations among employees at all levels, most
employees want to have an improved quality of work life.
Narang, Uma (2013),
analyzed the impact of HRM practices i.e. career development opportunities, supervisor
support, working environment, rewards and work-life policies on employee retention in the
banks. The retention of human resources has been shown to be momentous to the
development and the accomplishment of the organization’s goals and objectives. Increased
emphasis has been laid on retention especially with the onset of revolution of information
technology which is human sensitive. The findings of the study concluded that there was a
good relationship between the employee retention and the HRM practices. The frequencies of
career development, allocation of rewards regarding work and work environment revealed the
highest values in relation to their perceived level of retention with the concern. It was
recommended that Organizations should provide their employees with the best career growth
opportunities, working environment, rewards, supervisor support and work-life balance and
should work on them.
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Thite M., Russell B. (2010), addressed the human resource (HR) implications of providing
customer service by Indian customer contact centers and the BPO model. The main aim of
the researcher was to explore the effects of HR practices on employee retention and attrition
in Indian BPO. Researcher critically analyzed the role that HR played in the very dynamic
context of offshore business process outsourcing by conducting study of retention and
attrition at four larges Indian BPO providers. Indices of work load manageability, job skills,
training, monitoring, team functioning, workplace socialization practices and elements of the
employee relations climate were analyzed. It was revealed that high employee turnover were
potentially destabilizing effects for the industry with flow-on effects on other aspects of HR,
including recruitment and training, remuneration, and finally for productivity and unit costs.
It was also found that the relationship between globalization and HR were mainly seen in a
linear fashion. The relationship between work designs, strategic HR practices and employee
retention was moderated by external labor market conditions, changing business models,
emerging technologies and employee aspirations.
Bawa, A. M. and Jantan, M. (2013),
investigated the relationship between human resource (HR) practices and employee turnover
in Malaysia where companies were generally experiencing labor shortage and labor turnover.
Researches attempted to distinguish between the causes of voluntary and involuntary
turnover in organizations, though recognized for quite some time. The two phenomena seem
to be influenced by a different set of factors. It was found that (1) staffing process and
employee monitoring were effective in reducing involuntary turnover, and (2) none of the HR
practices were effective in reducing voluntary turnover. The study concluded that economic
factors such as availability of alternative jobs were most likely relevant in explaining the
turnover process. As a practical strategy for combating involuntary turnover, managers
should retain and reinforce the current staffing practices (recruitment, selection, orientation
training, etc.) and uphold the existing style of performance measurement.
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Perumal, P., Choi S. L., et. al. (2012),
talked about widely the effect of human asset rehearses that can change the negative impact
on the association because of high workers' turnover. The investigation was directed to
analyze whether and how quality representative hierarchical relationship impact turnover
aims. Studies have demonstrated that turnover was a standout among the most explored
marvels in authoritative conduct. The wide scope of turnover contemplates showed the critics
and multifaceted nature of the issue. Results uncovered the connection between workers'
activity execution the executives and their aim to stop. Results showed a solid negative
connection between positive worker relations as a HR rehearses against turnover aims.
Shanmugam, R., Anbu, A.et. al. (2012),
led an investigation with triple targets: first to distinguish the significant components of
maintenance; by endeavor deciding the degree to which these variables were influencing
worker maintenance lastly a contextual investigation was broke down in real IT Company for
recognizing the elements of maintenance. It was uncovered that the HR were not just the
drivers and key esteem makers of the yield of the business however they were likewise the
scholarly capital or the 'foundation speculation'. Additionally, drawing in, preparing, holding
and persuading Employees were the basic achievement determinants (Kiran Karnik, 2006).
Creator additionally uncovered that factors identified with pay (Compensation related
strategies and non-monetary advantages) issues have the most elevated impact on whittling
down.
Zin, M. S. what's more, Ahmad, N., et. al. (2012),
expected to illustrate one specific issue concerning Malaysian SMEs which was worker
maintenance and in more explicitly, this examination meant to deliver a model for
representative maintenance. To accomplish this point, the two-factor, or inspiration
cleanliness hypothesis (Herzberg, 1968) was taken as the essential establishment. Study
prescribed that HR supervisors must undertaking to upgrade the activity to be increasingly
shifted and decentralized to support power among Employes. Along these lines, inspiration
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demonstrate were considered as significant to be utilized in HRM rehearses for worker

maintenance.
Rao, Aparna, K. (2012),
endeavored to bring out representative maintenance approaches, systems for information

workforce, for accomplishing upper hand. Specialist investigated all perspectives identified
with workforce dependability issues in the business showcase with an attention on holding
Employes. It was discovered that Employee maintenance was the most basic issue
confronting corporate pioneers because of the deficiency of talented work, financial
development and worker turnover. Specialist inferred that representative maintenance can be
rehearsed better by inspiring the workers in the parts of Open Communication which upholds
faithfulness among Employes.
Akuoko, O. K. what's more, Ansong, F. (2012),
concentrated on job of representative maintenance procedures played in associations since it

influences laborers" execution. The examination researched the different representative
maintenance procedures and its impact on specialists" execution. Five associations were
chosen by straightforward irregular examining method. They were stratified into three
creation and two administration associations. It was uncovered that the effect of worker
turnover on associations was regularly imperils sweeping results and may risk endeavors to
accomplish authoritative targets (Hill and Jones, 2001). The investigation found that
representative maintenance systems added to workers' pledge to authoritative objectives,
along these lines, presenting their unwillingness to their association. It was additionally
discovered that when Employes were held, the information they had gained encouraged the
improvement of activities of the association they worked for (Butler, P. furthermore, Glover,
L., 2007).
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3.2 STATEMENT OF THE PROBLEM:
In today’s competitive world where every organization is trying to gain maximum results and
employees especially the youths looking for the opportunities to fulfill their demand the
retention of an individual in an organization is not for long and without employees an
organization cannot function well. It’s important to understand the various problems an
organization faces in order to maintain the employees and use methods to overcome these
problems and retain the employees in organization.
3.3 TITLE OF THE STUDY:
“A Study on Employee Retention Strategies at Kennametal India Ltd”.
3.4 NEED FOR THE STUDY:
We are in a dynamic environment due to which there would be a constant study of various
aspects in the working environment which is more important. Unlike the previous years,
loyalty of an employee towards an organization is a very big challenge today. Monetary
aspect is not only the criteria to retain the employees they also expect much more than
monetary benefits too. Due to increase in competition it become very difficult for the
organization to retain the employees.
It’s like 2 side of coin without the support of one of the parties the goals of the organization
can be non-achievable. The need to study the employee retention challenges will allow the
organization to understand the reasons and ways of retaining the employees back and
achieving organizational goals.
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3.5 SCOPE OF THE STUDY:
The scope of this study is limited to know the employee’s opinion on the above topic and to
get the valuable suggestions from the employees at Kennametal India Ltd for the future
growth and improve the organization performance.
3.6 OBJECTIVES OF THE STUDY:
 To know the satisfaction level of the employees in the organization.

 Identifying the factors contributing to employee retention in the company.
 To examine the relationship between the working environment and employee
retention strategies.
 To examine the relationship between the employee retention strategies and reward
and Recognition.
3.7 RESEARCH METHODOLOGY:
Research Design:
Sampling Technique:
The sampling technique used in the study is a Non-probability sampling technique which is
“Convenience Sampling” technique.
Population of the study:
The employees of Kennametal India Pvt Ltd are the population of this study.
Sample Size:
The sample size is 100.
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3.8 Method of data Collection
Primary Data:
The primary data is collected through the survey method by preparing a questionnaire and
meeting the respondents personally and interviewing them and gathering the information. The
questionnaire is main source of primary data.
Secondary Data:
The secondary data was collected by company official website, magazines, articles, annual
reports, financial statement of Kennametal India Ltd and text books.
Statistical Presentation of the data
1. Tabular presentation of financial statement.

2. Graphic representation using- Pie chart, Bar graph.
Data Analysis Tool:
The data analysis was done using Microsoft Excel.
3.9 Limitations of the study:
 The study was done on a permanent employee who has more than 2 years of
Experience.
 The study is limited to 100 respondents.
 The study has time constraint.
 The study was based on convince sampling which may not be captured by the whole
population.
 Since filling the questioner and interview need special attention so which employees
may have less interested in entertaining.
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Chapter 4
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4.DATA ANALYSIS & INTERPRETATION:
Table 4.1: Table that showing the age group of Respondents
Age Employees Respondent (No’s) %

20-25 10 10
26-30 20 20
31-35 40 40
>40 years 30 30
100 100%
Age
10%
20-25
30%
20% 26-30
31-35
>40 years
40%
ANALYSIS
The table shows the age of the employees, wherein the majority of the respondents are below
31-35 years. About 10% of them lie between 20-25 years, 20% of the respondents lie
between 26-30, 40% of them lie between 31-35 years and 30% of them are 40 and above.
INTERPRETATION
The above pie chart indicates that most employees belong to the age group of 31-35 years.
Therefore 40% of respondents have chosen Kennametal Company to start their work.
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Table 4.2: The table that is showing the Martial status of employees
Marital status Employees Response (no’s) %

Married 70 70
Unmarried 30 30
100 100%
Marital status
30%
married
unmarried
70%
ANALYSIS
The above table shows the marital status of the employees, which includes 70% of married
employees and 30% of unmarried employees.
INTERPRETATION
From the above survey it is revealed that majority of the employees (70%) are married.
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Table.4.3: Table showing the Gender of employees
Gender Employees Response (no’s) %

Male 85 85
Female 15 15
100 100%
Gender
15%
male
female
85%
ANALYSIS
The above table shows the gender wise classification of the employees, which includes 85%
of male employees and 15% of female employees.
INTERPRETATION
The above pie chart displays that majority of employees are male, since the industry is
preferred choice of many males and its nature of work is best suitable to the male when
compared to female.
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Table 4.4: Table showing the Educational qualification of employees
Educational Employees Response (no’s) %

qualification
SSLC 0 0
ITI 30 30
Diploma 40 40
Graduation 8 8
Post-Graduation 17 17
Others 5 5
100 100%
Educational Qualification
0%
5% sslc
17% 30% iti
diploma
8% graduation
post graduation
others
40%
ANALYSIS
The above table shows the educational qualification of the employees in the organization.
Where in 30% of employees are from ITI background, 40% of employees are from Diploma
and 8% are from UG and 17% are from PG and 5% employees are from other educational
qualification.
INTERPRETATION
The above pie chart indicates that the 40% of employees has done their Diploma and that
indicates the role requires the complexity skills to begin their carrier.
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Table 4.5: Table showing total experience of employees
Work experience Employee Response (no’s) %

2-5 35 35
6-10 40 40
11-15 10 10
16-20 5 5
21-25 5 5
25 & Above 5 5
100 100%
Work Experience
5% 5% 1 to 5
5% 6 to 10
35%
10% 11 to 15
16 to 20
21 to 25
40% 25 & above
ANALYSIS
The above table shows the experience of the employees, where in the 35% have 2-5 years’
experience, 40% have 6-10 years’ experience, 10% have 11-15 years’ experience, 5% have
16-20 years, 5% have 21-15 years and 5% have above 25 years of experience.
INTERPRETATION
The above pie chart shows most employees have their experience between 6-10 years that is
40%.
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Table 4.6: Table showing work category of employees
Work Category Employee Response (no’s) %

Technical 60 60
Non-Technical 20 20
Others 20 20
100 100%
Work Category
20%
Technical
Non-Technical
20% 60% Others
ANALYSIS
The above table shows that the employees are into Technical background. Where in 60% of
employees are into technical and 20% are into non-technical background and 20% are into
other background.
INTERPRETATION
The above pie chart indicates that more than half of the employees, that is 60% of the
employees are from technical background.
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Table 4.7: Table showing that supervisors periodically reinforce and support working system.
Supervisors periodically Employees Response (no’s) Percentage %

reinforce.
Highly dissatisfied 5 5%
Dissatisfied 5 5%
Neutral 10 10%
Satisfied 30 30%
Highly satisfied 50 50%
100 100%
Supervisors periodically reinforce.

Highly dissatisfied
5%5%
10% Dissatisfied
50%
30% Neutral
Satisfied
Highly satisfied
ANALYSIS
The above table shows that the supervisors periodically reinforce and support working system
Where in 50% of employees are highly satisfied and 30% are satisfied 10 % is of neutral and
remaining 5% and 5% is of dissatisfied and highly dissatisfied.
INTERPRETATION
employees are highly satisfied about supervisors periodically reinforce and working system
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Table 4.8: Table showing that Employees can take responsibilities and authorities
Responsibilities and Employees Response (no’s) Percentage %

authorities.
Dissatisfied 5 5%
Neutral 10 10%
Satisfied 35 35%
100 100%
Responsibilities and authorities
5% 5%
10% Highly dissatisfied
45% Dissatisfied
Neutral
35%
Satisfied
Highly satisfied
ANALYSIS
The above table shows that whether Employees can take responsibilities and authorities
Where 45% of employees are highly satisfied and 35% are satisfied 10 % is of neutral and
INTERPRETATION
The above pie chart indicates that more than 40 of the employees, that is 45% of the
employees are highly satisfied about the statement Employees can take responsibilities and
authorities.
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Table 4.9: Table showing that working environment is open and trustworthy.
working environment Employees Response (no’s) Percentage %

Dissatisfied 5 5%
Neutral 15 15%
Satisfied 25 25%
100 100%
working Environment
0%
5%
15%
Highly dissatisfied
Dissatisfied
55%
25% Neutral
Satisfied
Highly satisfied
ANALYSIS
The above table shows that working environment is open and trustworthy Where 55% of
employees are highly satisfied and 25% are satisfied 15 % is of neutral and remaining 5% and
0% is of dissatisfied and highly dissatisfied.
INTERPRETATION
employees are highly satisfied about working environment is open and trustworthy.
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Table 4.10: Table showing that whether the Morale is high in the company.
Morale Employees Response (no’s) Percentage %

Dissatisfied 5 5%
Neutral 20 20%
Satisfied 30 30%
100 100%
Morale
5% 5%
Highly dissatisfied
40% 20%
Dissatisfied
Neutral
30% Satisfied
Highly satisfied
ANALYSIS
The above table shows that whether the Morale is high in the company Where 40% of
INTERPRETATION
The above pie chart indicates that more than 40% of the employees, that is 40% of the
employees are highly satisfied about morale in the company.
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Table 4.11: Table showing that Workers participate in management activities.
Workers participate Employees Response (no’s) Percentage %

Dissatisfied 7 7%
Neutral 20 20%
Satisfied 35 35%
100 100%
Workers Participate
3% 7%
35% Highly dissatisfied
20%
Dissatisfied
Neutral
35% Satisfied
Highly satisfied
ANALYSIS
The above table shows that Workers participate in management activities Where 35% of
INTERPRETATION
The above pie chart indicates that more than 30 employees, that is 35% of the employees are
highly satisfied about Workers participate in management activities.
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Table 4.12: Table showing that Leaves offered by company.
Leaves offered Employees Response (no’s) Percentage %

Dissatisfied 5 5%
Neutral 25 25%
Satisfied 25 25%
100 100%
Leaves offered
5% 5%
Highly dissatisfied
40%
25% Dissatisfied
Neutral
25% Satisfied
Highly satisfied
ANALYSIS
The above table shows that Leaves offered by company Where 40% of employees are highly
satisfied and 25% are satisfied 25 % is of neutral and remaining 5% and 5% is of dissatisfied
and highly dissatisfied.
INTERPRETATION
highly satisfied about Leaves offered by the company.
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Employee Retention Strategies and reward and Recognition.
Descriptive Statistics
Std.
Mean Deviation N
ERS 2.976 .81416 100

0
REWAD 3.454 .90246 100

0
Correlations
ERS REWAD
ERS Pearson 1 .331**

Correlation
Sig. (2-tailed) .001
N 100 100
REWAD Pearson .331** 1

Correlation
N 100 100
**. Correlation is significant at the 0.01 level (2-

tailed).
NONPAR CORR
/VARIABLES=ERS REWAD
/PRINT=SPEARMAN TWOTAIL NOSIG
/MISSING=PAIRWISE.
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Employee Retention strategies / working condition.
Model Summary
Adjusted R Std. Error of

Model R R Square Square the Estimate
1 .538a .289 .282 .68986
a. Predictors: (Constant), WORKING
b. Dependent Variable: ERS
Coefficients
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.413 .257 5.502 .000
WORKIN .450 .071 .538 6.316 .000

G
a. Dependent Variable: ERS
ANALYSIS:
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To understand the relationship between the employee retention strategies and working
environment where in this process the correlation of the employee retention strategies and
working environment It is observed from table that predictors (constants),working
environment and the dependent variables (Employee Retention Strategies).coefficient
unstandardized coefficients B it is 1.413 and .450 std error constant is .257 and .071 and
standardized coefficients beta 5.502 t 6.316 and reward is .000 and sig is .000
From the above correlation we could find out the relationship between the employee retention
strategies and working environment job security, carrier development and the higher
education and reward most of the employees are satisfied with the strategies and when it
comes to the working environment employee treated with respect. work process and other
process are highly satisfied, and the employee feel a secure and good among the working
environment.
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Employee Retention Strategies and Working Environment.
Descriptive Statistics
Std.
Mean Deviation N
ERS 2.9760 .81416 100
WORKING 3.4725 .97306 100
Correlations
ERS WORKING
ERS Pearson 1 .538**

Correlation
N 100 100
WORKING Pearson .538** 1

Correlation
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).
CORRELATIONS
/VARIABLES=ERS REWAD
/PRINT=TWOTAIL NOSIG
/STATISTICS DESCRIPTIVES
/MISSING=PAIRWISE.
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Employee Retention strategies /Reward and Recognition.
Model Summary
Adjusted R Std. Error of

Model R R Square Square the Estimate
1 .331a .109 .100 .77228
a. Predictors: (Constant), REWAD
b. Dependent Variable: ERS
Coefficients
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.946 .307 6.339 .000
REWAD .298 .086 .331 3.468 .001
a. Dependent Variable: ERS
95
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96
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To understand the relationship between the employee retention strategies and Reward and
recognition where in this process the correlation of the employee retention strategies and
reward and recognition It is observed from table that predictors (constants),reward and the
dependent variables (Employee Retention Strategies).coefficient unstandardized coefficients
B it is 1.946 and .298 std error constant is .307 and .086 and standardized coefficients beta
.331 t 6.339 and reward is 3.468 and sig is .001
strategies and reward and recognition job security, carrier development and the higher
comes to the reward system performance based incentives, support and guidance of the
superiors and process in a genuinely or not and supervisor cares me as a team member are
neutral satisfied as because when it comes to the monetary and the reward most of the
employees will not be satisfied.
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CHAPTER 5
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India ltd.
5.FINDINGS:
1. ANALYSIS:
The table shows the age of the employees, wherein the majority of the respondents are below
31-35 years. About 10% of them lie between 20-25 years, 20% of the respondents lie
between 26-30, 40% of them lie between 31-35 years and 30% of them are 40 and above.
INTERPRETATION
The above pie chart indicates that most employees belong to the age group of 31-35 years.
Therefore 40% of respondents have chosen Kennametal Company to start their work.
2. ANALYSIS:
The above table shows the marital status of the employees, which includes 70% of married
employees and 30% of unmarried employees.
INTERPRETATION
From the above survey it is revealed that majority of the employees (70%) are married.
3.ANALYSIS:
The above table shows the gender wise classification of the employees, which includes 85%
of male employees and 15% of female employees.
INTERPRETATION
The above pie chart displays that majority of employees are male, since the industry is
preferred choice of many males and its nature of work is best suitable to the male when
compared to female.
99
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4.ANALYSIS:
The above table shows the educational qualification of the employees in the organization.
Where in 30% of employees are from ITI background, 40% of employees are from Diploma
and 8% are from UG and 17% are from PG and 5% employees are from other educational
qualification.
INTERPRETATION
The above pie chart indicates that the 40% of employees has done their Diploma and that
indicates the role requires the complexity skills to begin their carrier.
5.ANALYSIS:
The above table shows the experience of the employees, where in the 35% have 2-5 years’
experience, 40% have 6-10 years’ experience, 10% have 11-15 years’ experience, 5% have
16-20 years, 5% have 21-15 years and 5% have above 25 years of experience.
INTERPRETATION
The above pie chart shows most employees have their experience between 6-10 years that is
40%.
6.ANALYSIS:
The above table shows that the employees are into Technical background. Where in 60% of
employees are into technical and 20% are into non-technical background and 20% are into
other background.
INTERPRETATION
employees are from technical background.
100
India ltd.
7.ANALYSIS:
The above table shows that the supervisors periodically reinforce and support working system
Where in 50% of employees are highly satisfied and 30% are satisfied 10 % is of neutral and
INTERPRETATION
employees are highly satisfied about supervisors periodically reinforce and working system
8.ANALYSIS:
The above table shows that whether Employees can take responsibilities and authorities
Where 45% of employees are highly satisfied and 35% are satisfied 10 % is of neutral and
INTERPRETATION
The above pie chart indicates that more than 40 of the employees, that is 45% of the
employees are highly satisfied about the statement Employees can take responsibilities and
authorities.
9.ANALYSIS:
The above table shows that working environment is open and trustworthy Where 55% of
INTERPRETATION
employees are highly satisfied about working environment is open and trustworthy.
101
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10.ANALYSIS:
The above table shows that whether the Morale is high in the company Where 40% of
INTERPRETATION
The above pie chart indicates that more than 40% of the employees, that is 40% of the
employees are highly satisfied about morale in the company.
11.ANALYSIS:
The above table shows that Workers participate in management activities Where 35% of
INTERPRETATION
highly satisfied about Workers participate in management activities.
12.ANALYSIS:
The above table shows that Leaves offered by company Where 40% of employees are highly
satisfied and 25% are satisfied 25 % is of neutral and remaining 5% and 5% is of dissatisfied
and highly dissatisfied.
INTERPRETATION
highly satisfied about Leaves offered by the company.
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13.INTERPRETATION
strategies and working environment job security, carrier development and the higher
comes to the working environment employee treated with respect. work process and other
process are highly satisfied, and the employee feel a secure and good among the working
environment.
14.INTERPRETATION
strategies and reward and recognition job security, carrier development and the higher
comes to the reward system performance based incentives, support and guidance of the
superiors and process in a genuinely or not and supervisor cares me as a team member are
neutral satisfied as because when it comes to the monetary and the reward most of the
employees will not be satisfied
5.1 SUGGESTIONS:
 The Employees in the organization should be appreciated for their good work
regularly.
 Proper training has to be provided to the employees when the new software or any
new module is implemented in the organization.
 Employee has to give feedback of the employee’s performance on the regular basis
 Employee should motivate the employees in adoption of new change occurs in the
organization.
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5.2 CONCLUSION:
Retention is very important concept that been receiving attention from scholars, researchers,
HR managers. Retention comprises important things such as need, concept, search and choice
of strategies, goal directed behavior, reward and reinforcement, performance satisfaction.
There are several reasons to justify that retention is very important where some of them are:
 Motivated employees to do new way of jobs.

 Quality oriented.
 More productive
 Adoption of technologies.
Various approaches of retention are available. Early theories are too simplest in the approach
towards retention. For example, advocates of scientific management believe that money is the
motivational factors. In some circumstance’s human relation movement pos its social
contacts with the people will motivate the workers to retain. Only the knowledge of the
theories will not help the manager their subordinates instead they should have the various
technique that help them change the employee behavior. One such technique is reward,
Reward particularly money, is a motivator according to need-based and process theories of
retention. But for the scientists, however money is not important as a motivator, an outgrowth
of Herzberg’s, two theory of retention, job enrichment is considered to be powerful
motivator. An enrich job has more responsibilities which makes the job interesting and
rewarding.
5.3 LIMITATIONS OF THE STUDY:
 Time constraints.
 The research is for more than 2 years of experienced employees in the organization.
 The research is only for 100 respondents.
 As research is of convenience sampling was used to collect the data thus the sample
may not be representative.
 Difficulties in contacting the respondents (employees) as the respondents works in
various shifts.]
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QUESTIONNAIRE:
I am pleased to introduce myself as MBA student. As a part of curriculum, I have undertaken

a study on “EMPLOYEE RETENTION STRATERGIES AT KENNAMETAL INDIA LTD”
The information provided by you will kept confidential and used for academic purpose only.
I would be grateful if you kindly spared your precious time to answer the queries.
PERSONAL DETAILS:
a. Name:
b. Age:
a. < 25 yrs. [] b. 26-30 yrs. [ ] c. 31-35 yrs. [ ]
d. > 40 yrs.[ ]
c. Marital status:
a. Married [ ] b. Unmarried [ ]
d. Gender:
b. Male [] b. Female [ ]
e. Total work experience

A.2-5yrs [ ] b. 6-10yrs [ ] c. 11-15 yrs. [ ] d. 16-20 yrs. [ ] e. 21-25yrs [ ] f.
Above 25yrs [ ]
f. Educational Qualification
a. SSLC
b. ITI
c. Diploma
d. Graduation
e. Post-Graduation
g. work Category
a. Technical b. Non-Technical c. Others
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1. Do you agree that supervisors periodically reinforce and support working system.
Highly dissatisfied. Dissatisfied. Neutral. Satisfied.
Highly satisfied.
2. Employees can take responsibilities and authorities.
Highly satisfied.
3. The working environment is open and trustworthy.
Highly dissatisfied . Dissatisfied. Neutral. Satisfied.
Highly satisfied.
4. Morale in the company is high.
Highly dissatisfied . Dissatisfied. Neutral. Satisfied.
Highly satisfied.
106
India ltd.
5. Workers participate in management activities.
Highly satisfied.
H
6.i Leaves offered by company.
g
h Highly dissatisfied. Dissatisfied. Neutral. Satisfied.
l
y Highly satisfied.
7.Employee Retention Strategies.

s
a
sl.no strategies Highly Dissatisfied neutral satisfied Highly
t
i dissatisfied satisfied
1s Job Security.
f
2 Helps in
i
e carrier
d development.
.
3 Management
helps in
higher
education.
4 Promotional
Opportunities
5 Reward and
recognition.
107
India ltd.
8.Working Environment:
sl.no Provisions Highly Dissatisfied neutral satisfied Highly

dissatisfied satisfied
1 Employee
treated with
respect.
2 Good work
is
appreciated
3 Employees
suggestions
and
grievances
are
considered.
4 Ventilation
facilities
are
maintained
well.
108
India ltd.
9.Rewards and Recognition.
sl.no Provisions Highly Dissatisfied neutral satisfied Highly

dissatisfied satisfied
1 Performance
based
incentives.
2 You feel
support and
guidance of
your
supervisors is
important for
you to get
reward and
recognition
3 It is important
to be
recognized for
your work.
4 Is reward
system of your
organization
being followed
genuinely.
5 My supervisor
cares me as
a team member
109
India ltd.
10.Please specify any other strategies that the company should include on to improve in
retaining its employees for the longer time.
Signature of Respondents.
--------------------------------
THANK YOU.
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113

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A Study on Employee Retention Strategies at Kennametal

The internship program is an experience gained by the students by working in an

1.2 INDUSTRY PROFILE:

The present GDP of manufacturing industry is 16.57%.

1.2.1 MANUFACTURING PROCESS:

DIFFERENT TYPES OF FUNCTIONS INVOLVED IN MANUFACTURING

1. To change the physical properties of the raw material.

MANUFACTURING PROCESS MANAGEMENT:

Manufacturing process management (MPM) is a collection of technologies and methods used

1.2.2 TYPES OF MANUFACTURING PROCESS

1.2.3 Financial aspects of Manufacturing

1.2.4 Types of Manufacturing Industries:

• Clothing and Textiles

• Petroleum, Chemicals and Plastics

• Electronics, Computers and Transportation

• Wood, Leather and Paper

1.3 EMPLOYEMENT TRENDS:

Working of Manufacturing Industry

1.4 THEORETICAL BACKGROUND:

"Association is the example of manners by which expansive number of individuals, beyond

John M Pfiffner and Frank P Sherwood.

Meaning of Employee Retention:

As per the Business Dictionary.

The procedure of Employee retention will profit an association in the ways:

1. The Cost of Turnover:

2. Loss of Company Knowledge:

3. Interruption of Customer Service:

4. Turnover prompts more turnovers:

5. Goodwill of the organization:

For what reason do Employees Leave?

Need and Importance of Employee Retention

• Hiring is certifiably not a straightforward technique: The HR Professional

• When an individual leave from his present affiliation, everything considered, he

The following are few of the for-Employee Program Retention.

•Employee Reward Program:

•Career Development Program:

•Performance based Bonus:

•Employee Referral Plan:

•Gifts at a few Occasions (non-monetary).

•Making the supervisors compelling and effectively open:

THREE R’s OF EMPLOYEE RETENTION

KENNAMETAL INDIA LTD

Annual sales revenue Approximately $2.1billion

Number of employees Nearly 11000 employees in 60 countries

World head quarters Latrobe, Pennsylvania, USA

Financial year July to June

2.2 Product range of the company includes:

 Advanced Materials– Kennametal specializes in solving unique wear problems by

COMPLIANCE WITH THE CODE OF CONDUCT

RESEARCH & DEVELOPMENT (R &D)

ENVIRONMENT, HEALTH AND SAFETY (EHS)

2.4 CORPORATE SOCIAL RESPONSIBILITY (CSR)

At Kennametal, they take seriously our global commitment to sustainability.

We're committed to programs that ensure:

 the health and safety of our employees

 a diverse, engaged, and ethical workforce

2.5 PERSONNEL/ INDUSTRIAL RELATIONS

2.6 What are Porter Five (5) Forces

 Threat of New Entrants

 Bargaining Power of Suppliers

 Bargaining Power of Buyers

 Threat from Substitute Products

 Rivalry among the existing players.