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Under the Guidance of: Mrs. Shalini Joshi

Trainee Name Vikas Paswan


I take immense pleasure in thanking Mr. Rakesh Patel, Senior General Manager (HUMAN RESOURCE) for having permitted me to carry out this project work. I wish to express my deep sense of gratitude to my Internal Guide, Mrs. Shalini Joshi, for her able guidance and useful suggestions, which helped me in completing the project work, in time. I was privileged to experience a sustained enthusiastic and involved interest from her side. This fueled my enthusiasm even further and encouraged us to boldly step into what was a totally dark and unexplored expanse before us. Besides, this internship program makes me realized the value of working together as a team and as a new experience in working environment, which challenges us every minute. Not forget, great appreciation goes to the rest of (KIEL)s staff that helped me from time to time during the project. The whole program really brought us together to appreciate the true value of friendship and respect for each other. Words are inadequate in offering my thanks to the Project Trainees for their encouragement and cooperation in carrying out the project work. Finally, yet importantly, I would like to express my heartfelt thanks to my beloved parents for their blessings, my friends/classmates for their help and wishes for the successful completion of this project.


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Introduction of the company Company Profile Product Profile Product Range Companys Vision Corporate Responsibility Review of the Literature Organizational Structure Functional Areas Important codes of conduct of KIEL Awards Certificates Introduction of the Study Objectives of the Study Conducting the Performance Appraisal Statement of the Problem Limitations of the study Conclusion Suggestions Bibliography

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The Company
Kemrock Industries and Exports Ltd.,the worlds most integrated Fibre Reinforced Composites manufacturer provides an extensive range of standard products that are ideal replacements for traditional materials. Additional customised, innovative, bespoke products tailored to clients specific needs ensure the provision of complete composite solutions.


1981- Kemrock Industries and Exports Limited established. 1995- Manufactured Wind Mill Nacelle Covers for Suzlon Energy Limited. 1996- KIEL signs a license with Creative Pultrusions Inc. to produce pultruded structural shapes under license. 2002- KIEL manufactured the cable racking on behalf of Fibergate Inc. thereby beginning their relationship. 2003- The company moved from its limiting city location to a new site at Asoj village, North East of Vadodara. KIEL entered into a strategic alliance with Stoncor Group Inc. for the licensed manufacture and supply of moulded & pultruded grating along with pultruded standard structural shapes to Fibergate Inc. 2004- KIEL obtained ISO 9000-2001 certification. KIEL licensed the production of Phenolic Resins from Georgia Pacific Resins Inc. This enabled KIEL to become the first manufacturer outside of North America to gain US Coast Guard approval for its gaining products. 2005- KIEL began production of Unsaturated Polyester and Vinyl esters. Commenced production and sale of all types of resins. Established a joint venture with top glass (S.P.A) for manufacture of high end pultruded products and Lighting poles. 2006- Georgia Pacific and KIEL formed Georgia Pacific Kemrock international private limited to manufacture and supply thermo setting resins to the Indian sub-continent and the GCC countries of the Middle East. KIEL invested in the worlds most advanced multi-axial fabric machine. Technical Fabric production commences. KIEL signed a license agreement with top glass (S.P.A) in Italy to manufacture centrifugally cast composite poles. KIEL bought a state of the art machine for the manufacture of Sheet Moulding Compounds (SMC).

National Aerospace Laboratories (NAL), a constituent of Council of Scientific and Industrial Research (CSIR), is Indias pre-eminent civil R&D establishment in aeronautics and allied disciplines. 2007- Commercial production of filament wound pipe, upto 1.5 mts in diameter. In April 2007, in the face of severe competition from Indian based multi-nationals, KIEL was Awarded by the Indian Government, a contract to manufacture carbon fibre under license. And in collaboration with the National Aerospace Laboratory (NAL). 2008- Continuing expansion to establish one of the largest and most integrated GRP composite manufacturing facilities in the world. Kemrock signs an MOU to purchase the majority stock in Top Glass (S.P.A) Kemrock establishes the Wind Energy Division. Resin plant expansion. 2009- Kemrock establishes a GLOBAL COMPOSITE VILLAGE at its Vadodara Facility. New Mass Transportation Division Plant established. 2010- Former President of India, Dr. APJ Abdul Kalam inaugurated Indias first Carbon Fibre Plant, on 9th May10. SAERTEX-KEMROCK India Limited is established as a JV with SAERTEX, Germany to serve the Aerospace market. 2011- Kemrock & DSM sign MOU for manufacturing of Specialty Resins in India.


KIEL entered in the field of composites in early 1980s with a modest manufacturing facilities in GIDC, Makarpura, Vadodara. Under the leadership of its proprietor, Mr.Kalpesh Patel, KIEL has created possibly the worlds most comprehensive and integrated Fibre Reinforced Plastics (FRP) composite manufacturing facilities. With composites being well accepted as the new age material, the growth of the composites industry globally has been exponential. Kemrock Industries and Exports Limited (KIEL) with its global scale facilities are well established at Village Asoj, 36 kms from Vadodara. The company is established with over 100,192 plant area, on the land area of appx. 8 lac covers appx. 80 survey nos. KIEL established a Global Composite VillageTM with a diverse product range to offer a complete composite solution. Kemrock is Indias largest composite exporter & its products reaching over 50 countries worldwide.

Some distinctive features of the company are described as under: It is the ISO 9001-2000 company offering composite products of Global Standards. The manufacturing capabilities are one of the most comprehensive in the industries covering various processes like Pultrusions, RTM, Compressing, Moulding, VRTM, etc. Its products are well accepted in the countries like USA, Europe, Africa, Canada, Australia, Middle East and Far East. Kemrock offers a comprehensive range of high performance products that can be tailored to meet the highest demands of market. The products are manufactured to international norms and in conformance with their own quality standards. Kemrock Industries & Exports Ltd. manufactures and exports FRP/GRP (Composite) Products for major industrial sectors such as aerospace, defense, renewable energy, wind energy, railways, chemical processing, oil and gas, water and waste water management, infrastructure, construction, electrical and electronics, marine, telecommunications and many more... A leader in the field of composites in India, the company delivers standard as well as customized solutions that are ideal replacements for conventional materials. The State-of theArt facility, located close to Vadodara in the western part of India, provides high-quality engineered advanced composite solutions and reliable services, complying with customer specifications as well as national and international standards. The company operates using principles of Total Integrated Management (TIM), ensuring complete customer satisfaction. An end-to-end solution provider, it encompasses conceptual design, prototype development, testing, manufacturing, logistic support, installation and comprehensive after sales service. Kemrock has the unique distinction of commissioning India's first Carbon Fibre Manufacturing facility to cater to Defence, Aerospace & Infrastructure Sectors. Kemrock has established a reputation as a major supplier to key industries by manufacturing first quality material, consistently. In order to do that, a full and wide ranging Quality Assurance Team oversees the manufacture of products at Kemrock, ensuring complete traceability. The Integrated management system is certified under ISO 9001:2008, ISO 14001: 2004 and OSHAS 18001:2007. Kemrock is also proud to be Indias First and only IRIS Certified Company (IRIS - International Railway Industry Standard).

Kemrock's state-of-the-art design studio for design and development is endowed with the most talented and experienced team of design engineers who are proficient in the application of advanced software packages for industrial design. Kemrock also boasts of a fully equipped test center, supporting the needs of its customers and associates. Mechanical Testing and Product Performance Testing Capabilities are supplemented with the most sophisticated material analysis equipment.

Kemrock is listed on Bombay Stock Exchange (Scrip Code 526015 and Scrip ID KEMIE) and National Stock Exchange of India (ISIN Code INE99B01012) and has been the proud recipient of many awards along with the prestigious Export Award from The Plastic Export Promotion Council for the years 2003-04 to 2008-09.

Global Alliances
Is a Fortune 500 company and a multi-billion dollar conglomerate comprising four of the worlds leading corrosion protection companies.

Stonhard - The world leader in high performance polymer floors. Plasite - A pioneer in the development of corrosion resistant linings. Carboline - An innovator in high performance protective coatings.

Composite Structures Inc., manufacturer of the Chemgrate and Fibregrate brands, is the inventor and worlds leader in moulded fibreglass reinforced plastic (FRP) grating, and the fourth member of the StonCor Group. With 35 years of experience in the FRP industry Fibregrate Composite Structures manufactures and sells the most complete line of high performance FRP products for industrial, commercial and recreational applications. As a part of the StonCor Group, Inc., Fibergrate functions under the umbrella of the huge multibillion dollar, multi-locational RPM Group. Began in 1927 at an Augusta, Ga., as a hardwood lumberyard. Today, as one of the worlds leading manufacturers and distributors of tissue, pulp, paper, packaging, building products and related chemicals, they employ more than 55,000 people at 300 facilities in the United States, Canada and 11 other countries. Top Glass S.p.A. is a world-class manufacturer of fibreglass reinforced plastic pultruded and pull wound profiles for industrial applications in chemical processing plants, building construction, marine, transportation, electrical, water and gas manufacturing. When TOP GLASS S.p.A. was founded in 1963, and now produces over FOUR HUNDRED different sections for a wide variety of applications around the world.

DSM Composite Resins

Hindustan Aeronautics Limited

Council of Scientific and Industrial Research

National Aerospace Laboratories, Bangalore




Product Profile
Kemrocks Composite Product Range: Carbon Fiber Railway Interiors & Exteriors Rotor Blades, Nacelle Covers & Nose Cones GRP Pipe Systems & Solutions Cooling Tower Solutions Industrial Cable Management System Moulded & Pultruded Gratings Pultruded Structural Profiles Lighting / Utility Poles & Flag Masts Access System Easy Reach Handrails & Ladders Thermosetting Resins: Epoxy, Phenolic & Unsaturated Polyester Resins Technical Fabrics

Kemrock serves major industrial sectors such as: Aerospace Defense Renewable Energy Wind energy Railways Chemical processing Oil and gas Water and waste water treatment Infrastructure Construction Electrical and electronics Marine Telecommunications


Product Range 1) Resin

Georgia Pacific Kemrock International Private Limited (GPK) offers a comprehensive range of high performance thermosetting resins for FRP composites. GPKs range of ready as well as customized and specialty resins include:

Fire Safe Phenolic Resins:Kemrocks Phenolic Resins are inherently fire resistant, demonstrate low smoke generation and have very high temperature resistant; over and above they provide superior strength.

Unsaturated Polyester Resin:Our range of UPRs is highly effective resins for FRP composites as they have excellent mechanical properties, corrosion resistant and are light weight.

2) FRP Gratings & Composite

Moulded and pultruded gratings are superior to metal gratings, comprehensive range includes mouler as well as customized solutions. These high performance gratings find applications across the industry.

3) Fabric
Design of reinforced geometries for specific product applications. Predominantly glass fiber fabrics. Quadraxial capability. Glassfibre, carbon fibre and aramid hybrids.

4) FRP Cable
Kemrock Cable Tray Systems come in a unit or assembly of units/sections, with associated fittings forming a rigid structural system used to securely fasten or support cables and raceways. They perform in the toughest of


industrial environments and come in a ready modular range as well as customized for specific requirement.

5) Access Systems
FRP access systems are modular and highly portable, hence providing access to the most inaccessible areas. These systems can be customized to clients requirements; they are suitable for both indoor and outdoor use.

6) Handrails and Ladder Systems

A ready as well as customized range of horizontal and inclined handrails with two, three or four nails. The range includes stairways as well as specialty handrail including those with round tube picketed railing, standard and retractable walk-through safety and ladder system. These products are proven to deliver years of reliable service, even in the most demanding corrosive conditions.

In a strategic alliance with Top Glass (S.P.A) Italy, Kemrock offers an innovative range of Centrifugally Cast FRP poles. The poles are usually made with orthophthalic or isophthalic polyester resins reinforced by fibreglass mats. The exterior of the poles are made of polyester non-woven veil impregnated with resin, for protection from ultraviolet rays and ensuring long life. These poles are tough as well as lightweight, making them very easy to transport and install. They are self colored making them aesthetically pleasing.

8) GRP/GRE Piping Systems

Pipes made with glass reinforcements and thermosetting polyester or vinyl ester and epoxy resins, they are manufactured by the filament winding technique. They are extremely tough & substantially lighter than the metal pipes, but have more elasticity & provide increased flexibility in configurations and liquid flow & saves energy in pumping.


9) Mobile Towers
The unique technology consisting fully modular and highly portable mobile towers with standardizes size on demands are produced, hence providing access to the most inaccessible areas. These systems can be customized to clients requirements; they are suitable for both indoor and outdoor use.






Corporate Responsibility
At Kemrock we have a strong belief that the improvement of educational standards in the community will result in the improvement of the general well-being of society. In order to support this belief, Kemrock...

Invests to improve the conditions of schools in the local community by building new buildings, renovating existing buildings and providing hygienic drinking water.

Adopts and supports the ITIs (Industrial Training Institute), entering into joint ventures with the Government of Gujarat, local engineering colleges and software developers to provide industry specific training. This has the dual benefit of generally improving skills levels locally, whilst ensuring a flow of talented graduates ready to adapt to the challenges of our industry.

Provides regular medical checkups for local school children

Local Community Development As further support to the local community Kemrock...

Ensures that its in-house Ambulance and Fire Services are available for any local emergency. Understands its environmental responsibilities, abiding by all national and international protocols. In doing so, our Effluent Treatment Plant recycles 80% of all the water we use, in addition to implementing a rain water harvesting programme to improve water consumption, making the Kemrock campus a haven for local wildlife.

Implements a continual improvement plan, making Kemrock a better place to work for all.

Integrates all aspects of our environmental responsibility and organizational safety needs into our QHSE Policy.

Places an emphasis on the training and development of best practices by all workers on their awareness of the safety and health hazards in their working environment.

Provides an on campus medical centre, manned by experienced medical staff to support the everyday needs of its 3500 workers.

Support to Local Tribal Population

Kemrock also supports the local tribal community, through Sahaj, an NGO that enhances their lives by showcasing their arts and crafts to the world. In addition, Kemrock has taken the lead in a consortium of local industries, to provide collective support to many of the natural disasters occurring in the world today.

FRP Recycling-A Green Initiative

In accordance with our QHSE Policy statement, we have committed that Kemrock shall continually seek to improve the Health, Safety and Environment(HSE) by carrying out ongoing risk assessment, waste minimization and the optimised use of resources through the three R concept of Recovery, Recycle and Reuse.


Solid waste generated in the various fibre reinforced composites manufacturing processes is a matrix of cured polymer resin and fibre reinforcement material. Because the polymers are produced from a thermosetting reaction, the chemical structure of the polymers used combined with the fibres and fillers in fibre reinforced composites scrap makes recycling more complex than typical thermoplastic recycling. This makes the need to recycle even more compelling.

At Kemrock we have been relentlessly working for the past few years with some of the industrys leading specialists in waste reprocessing. We now are able to recover reinforcement scrap and off-cuts, as well as recycle cured composites. Careful introduction of the recycled product can in fact enhance certain products, and we have conducted extensive


testing to demonstrate how their use can improve flexural properties, stiffness and fatigue resistance.

At Kemrock we share a responsibility with our customers to care for the environment and protect resources for our future generations. We therefore work with our customers at the start of a new project to ensure the correct product selection results in the minimum environmental impact and maximum product life cycle. Once the product has reached the end of its useful life, Kemrocks commitment is to accept the product back at our recycling facility, to recover, recycle and re-use the product.







management (HRM, HR)


the management of



employees. This includes employment and arbitration in accord with the law, and with a company's directives.

Its features include:

Organizational management Personnel administration Manpower management Industrial management


But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even employee and industrial relations are confusingly listed as synonyms,

although these normally refer to the relationship between management and workers and the

behavior of workers in companies. The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. Human Resource Management (HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations. Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being: a series of activities which: first enable working people and their employing organizations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled". While Miller (1987) suggests that HRM relates to: ".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage".

Academic Theory
Research in the area of HRM has much to contribute to the organizational practice of HRM. For the last 20 years, empirical work has paid particular attention to the link between the practice of HRM and organizational performance, evident in improved employee commitment, lower levels of absenteeism and turnover, higher levels of skills and therefore


higher productivity, enhanced quality and efficiency. This area of work is sometimes referred to as 'Strategic HRM' or SHRM. Within SHRM three strands of work can be observed. Best practice, Best Fit and the Resource Based View (RBV). The notion of best practice - sometimes called 'high commitment' HRM - proposes that the adoption of certain best practices in HRM will result in better organizational performance. Perhaps the most popular work in this area is that of Pfeffer, who argued that there were seven best practices for achieving competitive advantage through people and 'building profits by putting people first'. These practices included: providing employment security, selective hiring, extensive training, sharing information, self-managed teams, and high pay based on company performance and the reduction of status differentials. However, there is a huge number of studies which provide evidence of best practices, usually implemented in coherent bundles, and therefore it is difficult to draw generalised conclusions about which is the 'best' way. Best fit, or the contingency approach to HRM, argues that HRM improves performance where there is a close vertical fit between the HRM practices and the company's strategy. This link ensures close coherence between the HR people processes and policies and the external market or business strategy. There are a range of theories about the nature of this vertical integration. For example, a set of 'lifecycle' models argue that HR policies and practices can be mapped onto the stage of an organizations development or lifecycle. Competitive advantage models take Porter's (1985) ideas about strategic choice and map a range of HR practices onto the organizations choice of competitive strategy. Finally 'configurational models' provide a more sophisticated approach which advocates a close examination of the organizations strategy in order to determine the appropriate HR policies and practices. However, this approach assumes that the strategy of the organization can be identified - many organizations exist in a state of flux and development. The Resource Based View (RBV), argued by some to be at the foundation of modern HRM focuses on the internal resources of the organization and how they contribute to competitive advantage. The uniqueness of these resources is preferred to homogeneity and HRM has a central role in developing human resources that are valuable, rare, and difficult to copy or substitute and that are effectively organized.


Overall, the theory of HRM argues that the goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organizations employees, and the overall strategic direction of the company (Miller, 1989). The basic premise of the academic theory of HRM is that humans are not machines; therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial relations, industrial engineering, sociology, economics, and critical theories: postmodernism, post-structuralism play a major role.

Business Practice
Human resources management involves several processes. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company.

Workforce planning Recruitment (sometimes separated into attraction and selection) Induction, Orientation and On boarding Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM) Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal Labor relations


HRM strategy
An HRM strategy pertains to the means as to how to implement the specific functions of Human Resource Management. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies; however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas. An HRM strategy typically consists of the following factors:

"Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organization. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.

Continual monitoring of the strategy, via employee feedback, surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.


An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met. One of the important processes of Human Resource Management is the Performance Appraisal. It deals with the overall evaluation of the employees performance in the organization.

Performance Appraisal

A performance appraisal, employee appraisal, performance review, or (career) development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the

corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone.


Generally, the aims of a performance appraisal are to:

Give employees feedback on performance Identify employee training needs Document criteria used to allocate organizational rewards Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, bonuses, etc.

Provide the opportunity for organizational diagnosis and development Facilitate communication between employee and employer Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.

To improve performance through counseling, coaching and development.

A common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes. In some companies, employees receive assessments from their manager, peers, subordinates, and customers, while also performing a self assessment This is known as a 360-degree appraisal and forms good communication patterns. The most popular methods used in the performance appraisal process include the following:

Management by objectives 360-degree appraisal Behavioral observation scale Behaviorally anchored rating scales

Trait-based systems, which rely on factors such as integrity and conscientiousness, are also commonly used by businesses. The scientific literature on the subject provides evidence that assessing employees on factors such as these should be avoided. The reasons for this are twofold: 1) Because trait-based systems are by definition based on personality traits, they make it difficult for a manager to provide feedback that can cause positive change in employee

performance. This is caused by the fact that personality dimensions are for the most part static, and while an employee can change a specific behavior they cannot change their personality. For example, a person who lacks integrity may stop lying to a manager because they have been caught, but they still have low integrity and are likely to lie again when the threat of being caught is gone. 2) Trait-based systems, because they are vague, are more easily influenced by office politics, causing them to be less reliable as a source of information on an employee's true performance. The vagueness of these instruments allows managers to fill them out based on who they want to/feel should get a raise, rather than basing scores on specific behaviors employees should/should not be engaging in. These systems are also more likely to leave a company open to discrimination claims because a manager can make biased decisions without having to back them up with specific behavioral information.













































1) PRODUCTION Resins Fabric Moulding Wind mill Blades Epoxy Pipes Pultrusion Railways Mobile towers Cooling towers 2) TECHNICAL SUPPORT UNITS Assembly Fabrication, Assembly and Finishing, Drilling, Routing, Sawing and punching precision bonding, Painting. Maintenance Utility/Engineering Services Electrical Instrumentation QA/QC 3) SERVICE UNITS R&D Design Projects I.T Civil HR- Recruitment & Training, Salary & Wages, Grievances handling, Time keeping. Finance- Accounts Purchase Dispatch Transport

Export Vigilance Fire & Safety ETP Stores Marketing

Details of Departments:
1) Resins Departmental Head- Mr. Vijay Kumar & Mr. Pramod Soni Production Process:Modern State of the art of production facility PLC automated system enabling full traceability and batch consistency, full range of unsaturated polyesters, vinylesters, epoxies and phenolic resins are being produced in KIEL. 2) Fabric Departmental Head- Mr. Rajesh Patel (GM) Production Process:Various types of Fabric mats are produced in fabric plant through fully computerized automated pneumatic weaving machines. 3) Moulding Departmental Head- Mr. Hemant Dusane Production Process:Hand lay-up DMC full range of sheet and bulk moulding compound for general purpose, fire retardant and low profile grades as standard. A flexible mould made from room temperature vulcanized silicon rubber (RTV) is made from each part. 4) Pultrusion- composites, blocks, beams etc. Departmental Head- Mr. Ajay Rathod Production Process:The word Pultrusion is a combination of Pull+Extrusion technology. The pultrusion process allows us to produce continuous lengths of fiber reinforced polymer (FRP) profiled shapes.


5) Wind Mill Blades Departmental Head- Mr. Sanjay Sule & Mr. Jitendra Devnani Production Process:Vacuum Assisted Resin Injection Centrifugal Casting technology is used. Vacuum Bag Moulding process utilizes plastic film to cover pre-impregnated reinforcements such as mats and woven fabrics in a mold. Air is extracted by drawing a vacuum, also removing excess resin. This process is low cost for making large and complex parts, such as windmill blades and aerospace parts.

6) GRP Pipes- Hot & Cold press moulding Filament Winding Departmental Head- Mr. Muralinarayan Rangnathan (President) Production Process:Filament Winding is an open moulding process. Fiber glass rovings are pulled through a bath of catalyzed resin and impregnated. The resin impregnated rovings are wound under tension onto a cylindrical mandrill. The composite material cures and the mandrill is removed.

7) Technical/Manufacturing/Support Units Assembly- Fabrication, Assembly and Finishing, Drilling, Routing, Sawing and punching precision bonding, Painting. Maintenance Utility/Engineering Services Electrical Instrumentation- Tooling In-house computer aided designing CNC machining of masters and final dies precision grinding to ensure ongoing reproducibility.

8) QA/QC Resin and moulding compound stability testing full section testing of composites Tensile, flexural, compressive, shear and impact testing of laminates Electrical, fire, weathering and water absorption testing.


Service Units
1) R & D 2) Design Departmental Head- Mr. Sanjeev Reddy Function:Modern technology center, with well integrated design facilities to provide comprehensive composite & designing solutions to the company as per the market requirements. The center covers prototyping testing, product development and enhancement facilities.

3) I.T. Departmental Head- Mr. Naimish Pathak Function:I.T department is a service department providing IT related services from departmental communication devices to the Security Camera systems in the company. The department is constantly engaged in enhancing and maintaining the better technology in the field of communication through various systems and program development such as ERP.

4) Civil Departmental Head- Mr. Deepak Purohit Function:Civil department is an indigenous department of Kemrock which is responsible for any kind of new civil works or extension of the company buildings.

Current Projects Construction of Electric Sub Station Reservoir Pond IT Office Plan Projects RCC Tri Mix Road Compound wall

Windmill Blade Project Office between Green patch Extension of Filament winding unit Carbon Fiber Tank Farm

5) HR Polices Departmental Head- Mr.Rakesh Patel (Sr.Gen.Mgr) Functions:Recruitment and Selection KIEL is an Equal Opportunity provider. We believe in the maxim Rightperson-for-the-right-job. Our process of Recruitment is a dialogue whereby a platform is created to mutually understand each other. This is supported by psycho analytical measure/tools.

Promotion Being a performance-based organization, promotion opportunities are also dependent on the performance of the person. Some of the criteria which govern vertical mobility are- demonstrating technical competence on all assigned tasks; adaptability, creativity, innovation, and initiative; dependable, responsible, and accountable; a team member; an effective communicator etc...

Training & Development Developmental Policy at Kemrock fosters development on a continual basis to meet both todays and the future requirements of the company. This includes providing both job-related and long range developmental training, and encouraging for selfdevelopment.

The objectives of Development are to: Ensure the optimum performance of team members in present jobs; Provide a reservoir of management, technical and administrative skills to meet the goals and future needs of the company. And provide an opportunity for team members to grow toward their career.


Career Development/Planning Career planning is the pivotal process in career management. It focuses on all the information available by the organizations assessments of requirements, Performance Assessments and potential and the management succession plans. This then gets translated in the form of individual career development programs and general arrangements for management development, career counseling, mentoring and management training.

Succession Planning Largely depending upon the long range plans, future of the organization, succession planning involves planning for the smooth continuation and the success of a business which again relies greatly on the availability of competent people. At Kemrock, through constant interactions and interventions, deliberate efforts are made to see that a Back-up Force is available creating such a back-up task force is either for smooth transition of a vacancy created, or catering to meet organizations ambitious plans/projects.

Performance Planning and Review We review an employees performance on an annual basis, through a process of giving people credit for their achievements and setting targets for the forthcoming year. We have developed a balanced policy that is both objective and holistic in its approach. Our HRD personnel facilitate the appraisal process and also train senior personnel in assessing individual performance. They resolve the areas of conflict and follow up on the outcomes of the appraisal. KIELs Performance Appraisal System (a MBO method) has several salient features: An opportunity for Self-review and assessment A clear and equal focus on both, the End results and the process Identifying training and development needs, career planning, distribution of incentives in an objective, value based manner.


Personnel Administration

Salary and Allowances All personnel are regularly remunerated for their contributions to the growth of the organization and for the organization to meet its todays targets. The remuneration package is so structured to give optimum advantage to the personnel and the organization within the given legal framework, leaving no room for ambiguity.

Flow chart showing Recruitment Process:

Job description and Specification. (HODDepartment Level)

Manpower Requisition.(Sent by HOD to GM with the approval of CMD) Approval by CMD/GM.(If requisition will approved sent to HR Dept.) HR Dept.(Use data base or through Job Search engines, Advt., Campus interview, walk-in,etc...) Short listing and Scrutinizing of resumes based on Job Description Arrangement and scheduling of Interviews.(With GM & HOD's time availability)

Interview Schedules co-ordination.


On the day of Interview:

Application Blank, FIROB test is being filled up by candidate with 1 photograph & C.V

Interview Panel member measures the attitude (FIROB) and take interview

Second round of interview and salary negotiation

Joining formalities/offer Letters.(Bank Account/I Card/Punching Card)

Dept.wise Induction.(appointment letter allotment and NDA signed)

Deputing the employee in respected Department.

House Rent Allowance is 40% of the basic salary. Education allowance is fixed to Rs.200 per child upto 2 children. Hostel allowance is being provided to the employees whose children are residing in hostel- Rs.600/child upto 2 children. This is provided on providing the hostel bills.

Leave available to employees. After confirmation of an employee, he/she is entitled to get following paid leaves: Privilege leave- 1PL for actual 20 working days i.e. for 240 working days in a year, an employee gets 15 PL. Casual leave- 7(Yearly) Sick Leave- 7(Yearly) Sick leave can be accumulated of 14 days.


For staff provision of Medical claim, policy is being made along with medical reimbursement on producing the medical treatment bills. MRA is fixed upto Rs.1250. Uniform- After confirmation of an employee within 3-4 month, he gets his uniform 3 shirts and 2 trousers yearly. Uniform allowance of Rs.500 is fixed. Professional Developmental allowance is provided which depends on the salary of an employee. City Compensation allowance is variable pay, depending upon the employee salary and residing area. Performance incentive is being provided to the worker depending upon the attendance for 100% attendance. Factory/Office Working Hours: The present working hours are as under: a) First Shift- 08.00 am to 04.00 pm b) Second Shift- 04.00 pm to 12.00 midnight c) Third Shift- 12.00 midnight to 08.00 am d) General Shift- 08.30 am to 06.30 pm (Below manager) e) General Shift- 09.00 am to 06.00 pm (Manager & above) For Bus facilities, deduction of Rs.771 monthly is being made to whom the monthly salary is more than Rs.16000 For lunch, canteen facilities are available, Executive lunch (AC) - with Rs.40/coupon and Non-Ac- Rs.20/coupon. Proper wearing- Shirt should be properly in. Clean shave daily. Saturday casual wearing is allowed. 6) Finance- Accounts Departmental Head- Mr. Avinash Patel. Functions:The finance and account department is handling all the financial transaction of the company.


7) Dispatch Functions:The goods prepared in the workshops are brought in this department and according to the requirement of the customer and consignment; the goods are packed with its durability of good conditions in wooden boxes or frames as per requirement. 8) Transport Departmental Head- Ms. Priyavadan Patel. Functions:Transport department is looking after all the requirement of the transport vehicles from staff, worker buses to the cargos needed for goods supply and vehicle for the guests if required. 9) Vigilance Departmental Head- Mr. Sunil Pathak Functions:This departmental is one of the unique aspects of the company, it works for 24 hours and 7 days a week for providing each and every details of shop floor to the management. It covers details of status of workmen inflow and outflow, keep track of any sort of injury or small or big accidental cases, manufacturing processes, inflow of raw material, outflow of finished goods, wastage of resources, movement of goods and people, maintaining of ISO standards. 10) Fire & Safety Departmental Head- Mr. Mukesh Vadghama Functions:KIEL is the company which is working with highly inflammable chemicals. So to maintain the precautionary steps, the Fire & Safety department is working 24*7 maintaining the safer environment in the company. 11) ETP Departmental Head- Mr. Pramod Soni Functions:Effluent Treatment Plant is a unit where in the different effluent (water) is being treated so that their hazardous quality is being minimized. This plant is also having RO system from where the drinking water is being supplied to the company.


Important Code of Conducts of the KIEL

ISO 9000- Quality Management System:ISO 9000 is a family of standards for quality management systems. ISO 9000 is maintained by ISO, the International Organization for Standardization and is administered by accreditation and certification bodies. The rules are updated, the time and changes in the requirements for quality, motivate change. Recently, on November 15, 2008 it has made changes to the requirements of ISO 9001.

Some of the requirements in ISO 9001 include: A set of procedures that cover all key processes in the business; Monitoring processes to ensure they are effective; Keeping adequate records; Checking output for defects; with appropriate and corrective action where necessary; Regularly reviewing individual processes and the quality system itself for effectiveness; and Facilitating continual improvement

A company or organization that has been independently audited and certified to be in conformance with ISO 9001 may publicly state that it is ISO 9001 certified or ISO 9001 registered. Certification to an ISO 9001 standard does not guarantee any quality of end products and services; rather, it certifies that formalized business processes are being applied.

ISO 14001- Environmental Management System:ISO 14001 is a standard for environmental management systems to be implemented in any business, regardless of size, location or income. The aim of the standard is to reduce the environmental footprint of a business and to decrease the pollution and waste, a business produces. The most recent version of ISO 14001 was released in 2004 by the International Standards organization (ISO) which has representatives from committees all over the world. The ISO 14001 environmental management standards exist to help organizations minimize how their operations negatively affect the environment. In structure it is similar to ISO 9000 quality management and both can be implemented side by side. In order for an organization to be awarded an ISO 14001 certificate, they must be externally audited by an audit body that

has been accredited by an accreditation body. In the UK, this is UKAS. Certification auditors need to be accredited by the International Registrar of Certification auditors. The certification body has to be accredited by the Registrar Accreditation Board in the USA, or the National Accreditation Board in Ireland.

ISO 14001 Environmental management systems- requirements with guidance for use ISO 14004 Environmental management systems- general guidelines on principles, systems and support techniques ISO 14015 Environmental assessment of sites and organizations ISO 14020 series (14020 to 14025) Environment labels and declarations ISO 14031 Environmental performance evaluation- guidelines ISO 14040 series (14040 to 14049), Life Cycle Assessment (LCA) discusses preproduction planning and environment goal setting ISO 14050 terms and definitions ISO 14062 discusses making improvements to environmental impact goals ISO 14063 Environmental communication- guidelines and examples ISO 19011 which specifies one audit protocol for both 14001 and 9000 series standards together. This replaces ISO 14011 meta revolution-how to tell if your intended regulatory tools worked. 19011 are now the only recommended way to determine this.


Applicability of the Act: Any premises whereon 10 or more persons with the aid of power or 20 or more workers are/were without aid of power working on any day preceding 12 months, wherein manufacturing process is being carried on- [Sec.2(ii)]

Employer to ensure health of workers pertaining to Cleanliness disposal of wastes and effluents Ventilation and temperature dust & fumes Overcrowding artificial humidification lighting

Drinking water spittoons [Sec.11 to 20] Registration & Renewal of Factories: To be granted by Chief Inspector Of factories on submissions of prescribed form, fee & plan. [Sec.6]

Safety measures: Fencing of Machinery Work on near machinery in motion Employment prohibition of young persons on dangerous machines Striking gear & devices for cutting off power Self-acting machines Casing of new machinery Prohibition of employment of women & children near cotton- openers Hoists & Lifts. [Sec.21 to 28]

Welfare measures: Washing facilities Facilities for storing & drying clothing Facilities for sitting First-Aid appliances- one first-aid box, not less than one for every 150 workers Canteens when there are 250 or more workers Shelters, restrooms & lunch rooms when there are 150 or more workers Crches when there are 30 or more women workers Welfare office when there are 500 or more workers.[Sec.42 to 49]

Working Hours, Spread Over & Overtime of Adults Weekly hours not more than 48 Daily hours, not more than 9 Intervals for rest at least half an hour on working for 5 hours Spread over not more than 10.5 hours Overlapping shifts prohibited

Extra wages for overtime double than normal rate of wages Restrictions on employment of women before 6 am & beyond 7 pm [Sec.51, 54 to 56, 59 & 60]

Annual leave with wages A worker having worked for 240 days @ one day for every 20 days & for a child one day for working of 15 days Accumulation of leave for 30 days [Sec.79]

Offence For contravention of the provisions of the Act or Rules On continuation or contravention On contravention of Chapter IV pertaining to safety or dangerous operations Subsequent contravention of some provisions

Penalties (Sec.92) Imprisonment upto 2 years or fine upto Rs.100,000 or both Rs.1000 per day Not less than Rs.25,000 in case of death Not less than Rs.5000 in case of serious injuries Imprisonment upto 3 years or fine not less than Rs.10,000 which may extend to Rs.200,000

Obstructing Inspectors

Imprisonment upto 6 months or fine upto Rs.10,000 or both

Wrongful disclosing result pertaining to results of analysis For contravention of the provisions pertaining to compulsory disclosure of information by occupier, specific responsibility of occupier or right of worker to work imminent danger

Imprisonment of 6 months or fine upto Rs.10,000 or both Imprisonment upto 7 yrs with fine upto Rs.200,000 and on continuation fine @ Rs.5000 per day. Imprisonment of 10 years when contravention continues for one year.



Object of the Act: To provide for fixing minimum rates of wages in certain employments. Minimum rates of wages such as basic rates of wages, variable DA and value of other concession etc [Sec.4] Fixation of minimum rates of wages: The appropriate government to fix minimum rates of wages. The employees employed in Para 1 or Para B of schedule either at 2 or either part of notification u/s 27. To make review at such intervals not exceeding five years, the minimum rates or so fixed and revised the minimum rates. Government can also fix minimum wages for: Time work, piece work at piece rate, piece work for the purpose of securing to such employees on a time work basis, over time work done by employees for piece work or time rate workers. [Sec.3] Procedure for fixing and revising minimum rates of wages: Appointing Committee issues of notification etc-Sec.5 Composition of committee Representation of employer & employee in schedule employer in equal number and independent persons not exceeding 1/3rd or its total number, one such person to be appointed by the Chairman.- Sec.9 Payment of Minimum rates of wages Employer to pay to every employee engaged in schedule employment at a rate not less than minimum rate of wages as fixed by deduction other than prescribed. - Sec.12 Fixing hours for normal working: Shall constitute a normal working day inclusive of one or more specified intervals. To provide for a day of rest in every period of seven days with remuneration. To provide for payment for work on a day of rest at a rate not less than the overtime rate.-Sec 13 Overtime: To be fixed by the hour, by the day or by such a loner wage- period works on any day in excess of the number of hours constituting a normal working day.

Payment for every hour or for part of an hour so worked in excess at the overtime rate double of the ordinary rate of (1.5 times or for agriculture labour) - Sec.14 Wages for workers who works for less than normal working days: Save as otherwise hereinafter provided; be entitled to receive wages in respect of work done by him on that day as if he had worked for a full normal working day. Sec.15

Wages for two classes of work: Where an employee does two or more classes of work to each of which a different minimum rate of wages is applicable, wages at not less than the minimum rate in respect of each classSec.16 Minimum time rate wages for piece work must not less than minimum rates wages as fixedSec.17 Maintenance of registers and records: Register of fines-form I Rule 21 (4) Annual Returns-form III Rule 21 (4-A) Register for overtime-form IV Rule 25 Register of wages-form X, Wages slip-form XI Muster roll-form V Rule 26 Representation of register-for three years Rule 26-A [Sec.18] Claims by employees: To be filled by before authority constituted under the Act within 6 months. Compensation upto 10 times on under or non-payment of wages. [Sec.20]

Penalties Sec.20

Offence For paying less than minimum rates of wage For contravention of any provisions pertaining to fixing hours for normal working day etc

Punishment Imprisonment upto 6 months or with fine upto Rs.500 Imprisonment upto 6 months or with fine upto Rs.500


Salary and Wages

Salary: Money paid periodically to persons whose output. Wages: Payment made to compensate labour for the work done is generally termed as wages. Types of Wages: Subsistence wage: Meets only bare physical needs of work. Minimum wage: Minimum wage provides not only for bare physical needs but also preservation of efficiency of the worker plus some measure of education, health and other things. This is the legal minimum wage of Minimum Wage Act. Fair wage: This is an adjustable step, moves up according to the capacity of the industry to pay & the prevailing rates of wages in the area or industry. Bifurcations of Salary Basic Salary Dearness Allowance House Rent Allowance Medical Allowance Educational Allowance Uniform Allowance Deductions Provident Fund Professional Taxes etc




Kemrock bags 'ICERP-JEC INNOVATION AWARD' for Outstanding Innovation in Composites under Telecom & Electronics Category at ICERP 2011, Mumbai.

2008 INDUSTRY 2.0 for Top Indian SMB in plastic & plastic products

2008 ICERP-JEC Innovation Award for Building & Civil Engineering

2007 FGI Award for excellence Outstanding Entrepreneur from Federation of Gujarat Industries, Vadodara

PLEXCONCIL - Export Award, first position (FRP / GRP products) for two consecutive years (2004-2005 and 2005-2006).




Bureau Veritas Certification ISO 9001:2008/ISO 14001:2004

Germaischer Llyod

IRIS Certification

TUV Rheinland


Lloyd's Register

United States Coast Guard

Det Norske Veritas

Bureau of Indian Standards

Kitemark: BS EN 1004:2004


Introduction to the study:

On the first day of the internship training in KIEL, I was introduced to the employees of the HR department by the training correspondent Mrs. Shalini. First two days, I went through the introduction of the enterprise as well as the Human Resource Department as well as the brief view of the other departments.

Then I was given the training about the induction of the newly joined employees by our trainee. It is a very important part of the department to induct the employees about their company properly so that they feel ease and comfortable in sharing their problems with their superiors and should maintain healthy relationship among them. Then I was given the task of inducting the employees, it was a challenging task as language was a barrier and some of the employees were not comfortable in English and Gujarati so they were finding difficulty in filling up the joining forms, provident fund form etc so as the task was assigned to me, so I have to complete the task so I helped them in these filling formalities. This process was done on weekly basis.

I have chosen Performance Appraisal as a special task in my internship training. Performance Appraisal is one of the most essential part of any organization in measuring the accuracy of performance of the employees and then taking corrective actions if required. Performance Appraisal may also give negative impact on the employee who is been appraised and productivity may also suffer as the employee may not give his cent percent as expected from him/her by the organization. By doing performance appraisal, there may question arise about the comparison between the employees such as, (one employee who is being appraised may ask question to the appraiser that my colleague is also with the same position so why he is not being appraised?) So these comparisons arise when performance appraisal is done for the employees and the employees may take negative impression of the persons who is doing the appraisals. So Performance Appraisal is a mammoth task to do and it is a very challenging task for the HR managers to do the appraisals. The appraisal is done according the companys norms and policies. For example, Performance Appraisal can be done yearly, bi-monthly, quarterly, monthly etc


Objectives of the Study:

The objectives of Performance Appraisal carried out at KIEL are described as under: To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between superiorsubordinates and management-employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees.




The Performance Appraisal conducted at Kemrock Industries and Exports Limited is described briefly as under:

1) Forward the list of employees pending for the appraisal to their respective Head of Departments (HODs) 15 days before the actual date and give the selfappraisal forms to the same employees.

2) Study the appraisal form and return the filled up form to the HR department within 5 days from the said form.

3) HR will return the form to the employees and submit to the concerned department/ (HOD).

4) HR member and appraiser will together decide the timings and location for the evaluation interview and accordingly convey the same to the employee.

5) Before the interview on mutually agreed date, HODs are supposed to study the self-evaluation from an employee before actually going for an evaluation.

6) Put the employees at ease and establish rapport.

7) Purpose of the interview and how the employee was appraised. 8) Appraiser should address the positive areas of an employees assessment and express employees appreciation for those positive areas.

9) Address the performance criteria where improvement is needed and cite, e.g. that illustrate the reasons for assessment.


Statement of the Problem:

The study/task which I have taken is the performance appraisal and its various aspects. So am studying on how to conduct the appraisal in the organization and what will be the result after completing the appraisal formalities.

After conducting the appraisal, it is not necessary that the employee will always be satisfied with his appraisal. There are chances of becoming de-motivated and the work will also affect and as a result, performance will not upto the satisfaction level and upto the organizations expectations. So it is very necessary to make the procedure of performance appraisal in such a way that it gives appropriate guidance as to how he can improves his performance and the atmosphere of the appraisal should also be very co-operative.

Necessary actions are to be taken after the appraisal has completed so that the same mistakes should not occur. And the most important thing is that there should not be any kind of partiality during the appraisal of the employees otherwise it will create indifferences amongst the employees itself.


Limitations of the study:

It is impractical to carry out a research without limitation, so hereby I am presenting my limitation in positive aspects. Only one sector was taken from the entire sector and I was able take very few respondent of different organization. Area is too big so it is not possible to cover all the departments. HR employees, though co-operative but are restricted when asked about their HR policy and manuals. Some of the respondents in spite of the request made were not ready to give the appropriate answers due to lack of time. The survey was done in the mid-day part so many of the respondents were busy with their hectic schedules. The employees in the HR department were not supervising about the task they have assigned to me because of their busy schedules. The structure of the department was not formal.

It should be noted that in consideration with the above limitation, the conclusions and suggestions have been drawn.




With reference to this survey and research work, I can bring it to a close saying that in all large, small and medium businesses alike, Performance has already risen to the top of the priority list. In addition to this, companies are trying their best to improve their technologies to match with the current market requirements.

It was interestingly found out that Performance management is the need of hour. From the entire data analysis, it can be concluded that Performance management is an upcoming trend in the organization but has not being taken much seriously until now. Whatever efforts which are taken are passive and not active. HR professional knows the need and importance of Performance management but yet they have not design a concrete strategy.

Companies are now going for smarter recruitment process, they are now emphasizing more on soft talent of people and after taking it, they are further developing hard performance. (While recruiting, more emphasis is given on persons skill and potential then past experience and qualification.)

To reduce the process time of recruitment and to make it more cheap and faster, now most of the HR professionals are using online database (Portal) to find employees. According to survey, respondents find it more easy, cheap and faster.

For retaining employees, organization are now much more serious and they are trying to find out problems behind it and if possible they try to retain talented employees in the organization by fulfilling their demands or solving their problems related to work.




I suggest that a specified roles and responsibility along with an amount of authority is being provided to the second line executive as they can take working decisions. I suggest that there should be some developing welfare activities for worker to increase the sense of belongingness. I further suggest that KIEL should take-up some CSR activities for nearby villages and for workers families. There should be a uniformed formal structure in the department. There should be transportation facilities for the Project Trainees as the plant is located at outskirts of the city.




To gather comprehensive information regarding the contents presented in this report, following material was referred in order to substantiate it with theoretical proof.

Books and other supplementary referred were as follows:

Personnel Management- C.B.Mamoria. Annual reports of the company. Sample reports provided by the company. Some information provided by the training correspondent.