Professional Documents
Culture Documents
EXECUTIVE SUMMARY
The objective of the study is to analyze the actual recruitment process in BAJAJ
HINDUSTAN LTD. and to evaluate how far these processes confirm to the purposes
underlying the operational aspects of the industry. How far the process is accepted by it?
The study on recruitment highlights the need of recruitment in Bajaj Hindustan ltd.
Human resource is a most valuable asset in the Organization. Profitability of the
Organization depends on its utilization. If their utilization is done properly Organization
will make profit otherwise it will make loss. If a good dancer appointed as a Chief
Executive Officer of a Company, he may not run the business. So right man should be
procured at right place in right time, otherwise their proper utilization may not be done.
To procure right man at right place in right time, some information regarding job and job
doer is highly essential. This information are obtained through Job Analysis, Job
Descriptions, Job Specifications. Bajaj Hindustan ltd. procure manpower in a very
scientific manner. It gets information by use of these important documents like Job
Analysis, Job Descriptions and Job Specifications. Without these recruitment may be
unsuccessful.
COMPANY PROFILE
Bajaj Hindusthan Ltd. (BHL), a part of the 'Bajaj Group', is India's Number One sugar and ethanol
manufacturing company, headquartered at Mumbai (Maharashtra), India.
The Company has ten sugar plants, which are all located in the northern Indian state of Uttar
Pradesh (UP): Golagokarannath, Palia Kalan and Khambarkhera (district Lakhimpur Kheri),
Barkhera (district Pilibhit), Kinauni (district Meerut), Gangnauli (district Saharanpur),
Thanabhavan and Budhana (district Muzaffarnagar), Bilai (district Bijnore) and Maqsoodapur
(district Shahjahanpur).These ten plants have an aggregate sugarcane crushing capacity of 96,000
tcd (tonnes crushed per day).
BHL's subsidiary, Bajaj Hindusthan Sugar and Industries Limited (BHSIL), has four sugar plants
across Uttar Pradesh at Pratappur (district Deoria), Rudauli (district Basti), Kundarkhi (district
Gonda) and Utraula (district Balrampur). BHSIL has a total crushing capacity of 40,000 tcd. The
Bajaj Hindusthan Group as a whole, with fourteen manufacturing facilities, has an aggregate
sugarcane crushing capacity of 136,000 tcd. The Group has a distillery capacity to produce
800,000 liters of Alcohol per day.
BHL is Indias largest ethanol producer. It is the pioneer of Indias fuel ethanol programme. BHL
is currently producing 38 million litres of ethanol in a year. In anticipation of emerging market
demand, the Company has increased its ethanol manufacturing capacity to nearly 218 million
litres per year.
BHL generates 430 MW of power from the bagasse produced in its sugar mills. After meeting its
own energy needs, BHL has a surplus of 105 MW. The Company has already begun to supply a
significant part of this surplus power to the UP state grid. BHL has now embarked upon the
3
expansion of its power generation capacity by 450 MW through the setting up of new coal based
power plants of 90 MW each in the vicinity of 5 of its existing sugar units. These new projects are
expected to be completed within a period of eighteen months at an aggregate project cost of
around Rs. 23 billion.
Besides this, through a Consortium, the Company, in a major diversification move, has also
embarked on developing a mega thermal power project in UP which will produce 1,980
megawatts of power, ready for commissioning in around 5 years.
BHLs wholly owned subsidiary, Bajaj Eco-tec Products Limited (BEPL), produces environmentfriendly Medium Density Fibre Boards (MDF) and Particle Boards (PB), both from its bagasse
waste. Both MDF and PB are invaluable substitutes for wood in construction and furnishing. The
manufacturing of MDF and PB has been a trail-blazing venture in India. It will protect and
preserve Indias forests from commercial exploitation by the construction and furniture industries.
A 50,000 cubic metre MDF plant saves one lakh mature trees from being cut down in a year.
BEPL is among the very few units in the world to manufacture MDF and PB that is completely
wood-free. Its three Units, put together, turns out 210,000 cubic metres of MDF and Particle
Boards in a year. This will prevent the felling of an estimated 420,000 fully matured trees
annually.
BHL recorded a net profit of Rs.1,546 million and annual turnover of Rs. 17,807 million for the
year October 1, 2008 - September 30, 2009.
Bajaj Hindusthan Limited (BHL) was incorporated on 23rd November, 1931 under the name The Hindusthan Sugar Mills Limited - on the initiative of Jamnalal Bajaj - a businessman,
confidante, disciple and adopted son of Mahatma Gandhi. He sought Gandhiji's blessings in this
new venture, which, apart from being a sound commercial proposition would also meet a national
need. Till then, there were barely thirty sugar factories in the country. The site selected for the first
plant was at Golagokarannath, district Lakhimpur Kheri in the Terai region of Uttar Pradesh (UP),
an area rich in sugar cane. The original crushing capacity of the factory was 400 tons of cane per
day (tcd). Subsequently, this capacity was increased in stages and is currently 13,000 tcd. The
distillery Unit at this plant commenced production during the end of World War II in 1944. In the
initial few years, the major output was in the form of power alcohol as an additive to petrol, which
was the in short supply. The unit was the first to supply alcohol-mixed petrol to the army.
YEAR
1931 -
EVENTS
The Company was incorporated in 1931 at Mumbai. The Companymanufacture
sugar and its allied products and cement.
1968 -
In December, 48,000 `A' Pref. shares offered for public subscription and 24,000
right equity shares offered at par in the proportion 1:6.
1969 -
1972 -
1980 -
1982 -
1985 -
A sugar factory with 1,250 tonnes capacity per annum commenced operation at
Sampornanagar in the cane supply zone of Gola Palia sugar factories. Due to the
Government's policy of importing sugar from foreign countries, free market prices
remained subdued.
- A stack reclaimer for uniform feeding of timertone and 2 diesels sets of 4 MW each were
installed during the year. It was proposed to instal a X-Ray analyser and programmable logic
controller (PLC) for computerised quality control of cement.
- In order to meet part of the power requirements, additional diesel sets of total 10 MW capacity
was proposed to be installed.
1986 -
- The operations of Distillery unit continued to be affected due to heavy duties levied by
Government.
1987 -
The working of cement unit was adversely affectd due to depressed price
realisation owing to over-supply of cement coupled with steep increase in the cost
of various inputs.
1988 -
The name of the Company was changed from Hindustan Sugar Mills Ltd. to Bajaj
Hindustan Ltd. on 27th June.
1989 -
The working of the Cement Division was not satisfactory due to all round increase
in input costs.
1990 -
The working of the cement division suffered due to delay in stabilisation of the
production process and labour problem.
1991 -
With effect from 1st April, Sharda Sugar & Industries Ltd. (SSIL) was
amalgamated with the Company. As per the terms of the scheme 1,46,246 equity
shares of Rs 10 each of the Company were allotted without payment in cash to
members of SSIL in the Ratio of 2 equity sharers of the Company for every 5
shares held in SSIL. This allotment was made in early 1991.
- Plant operations were completely suspended from 26th May to 18 th June 1991, and from 14th
December, 1991 to the end of January 1992.
- The Company proposed to dispose of the cement unit in view ofliquidity crunch and to
rationalise the operations of the Company. The Company entered into Agreement for sale of its
current plant to S. K. Udaipur Udyog Ltd. (a company promoted By Straw Products Ltd.) for Rs
147.50 crores.
- As per the terms of agreement 1,46,246 No. of equity shares were allotted as fully paid-up to the
erstwhile shareholders of SSIL.
- The Company held the entire share capital of 15,010 equity shares of Rs 100 each (Rs. 85 paidup) and 15 equity shares of Rs100 each fully paid-up of Construction Boards, Ltd.
- The Company issued 14,25,000-14% non-convertible debentures of Rs 100 each at par to the
shareholders on rights basis in the proportion of 1 debenture : 4 equity shares held.
- Another 71,250-14% non-convertible debentures were issued to the employees of the company.
- Only 2,809 debentures were taken up. The remaining 14,93,441 debentures devolved on the
underwriters.
- The Company had on 23rd December, allotted 14,96,250 Secured Redeemable Non Convertible
Debentures of Rs. 100/- each aggregating to Rs. 14,96,25,000 and 29,86,600 Fully Convertible
Debentures of Rs. 40/- each for an aggregate amount of Rs.11,94,64,000.
1992 -
Production of industrial alcohol was lower at 150 lakh litres and 142 lakh litres
respectively due to the partial control on molasses imposed by the U. P.
Government.
- 526 shallow borings were installed and 135 pump sets distributed, resulting in additional
increase of 5260 acres under irrigation.
- 21 India Mark II hand pumps were installed with assistance from CAPART and the Jamnalal
Bajaj Foundation making safe drinking water facilities available to about 6300 villagers.
- 90 ordinary hand pumps were installed on 50% subsidy to benefit about 900 villagers.
- Company was the first to set up a full-scale Primary Effluent Treatment Plant way back in 1960.
- The Company has since installed a full-scape Primary and Secondary Treatment Plants based on
separately treating sugar factory's effluent with significant results.
1993 -
1994 -
1995 -
- The Company has received a Letter of Intent from Central Government for installation of a new
sugar plant at Shardanagar, Lakshimpur, Dist. Kheri, U.P. with a capacity of 2500 TCD.
1996 -
The Company Installed one No. Falling Film Evaporator body of 3000 sq.m.
heating surface to work as second body of D E V C to result in steam economy at
evaporator station.
- The Company Installed one No. Evaporator body of 1600 sq.m. heating surface and
configuration of evaporator is made such that the plant can run continuously without periodical
shut-downs for cleaning.
1997 -
The project of up gradation of the boiler and power stations at Palia has been
commissioned in February.
- Indian Institute of Sugarcane Research also established collaborative varietal selection trials at
Company's research farm to identify appropriate varieties developed by them for cultivation in the
area.
10
- Company's research-cum-demonstration farm bagged 2nd highest sugarcane yield prize in the
State with 189 Ton yield/Ha.
- During the year, the free market sugar price constantly remained under pressure due to heavy
sugar stocks which have also resulted in higher burden of interest on the Company.
- Necessary modifications in the system have been done and energy efficient Condensors have
been installed for economy in use of energy.
- Installation of One No. 120 tons per strike capacity pan for 'C' massecuite boiling was
commissioned.
1998 -
Dumping of sugar by countries like Pakistan, Brazil and a few others at cheaper
rates have affected the domestic industry.
- Launched the Minikit scheme under which 200 saplings of early varieties were given to farmers
for multiplying their own seed for next crop planting.
- The company treated 704 tonnes of sugarcane seed by Moist Hot Air Method and distributed
5643 Danti and Palkati and installed 1350 borrings and subsidised 290 D/Engines under irrigation
scheme to cover about 5000 Ha area.
11
- One Dynamic Steam swept Semikestner rising film evaporator body of 3000 mw H.S. has been
installed to improve evaporation in the Double effect and Quad system.
- One new low head centre steam entry design pan of 120 ton strike capacity is commissioned.
Two Nos. Continuous Centrifugal have also been added.
1999 -
During the year its Golagokarannath plant started crushing on November 22, 1998,
and achieved installed capacity of 9000 TCD, while its Paliakalan plant started
crushing on November 30, 1998, with an installed capacity of 7000 TCD.
- The Gola and Palia units have introduced the early and high sugarcane varieties as available to
the extent of 20% and 10% respectively.
- The Company has entered into an Agreement with National Securities Depository Limited
(`NSDL') to enable investors to hold and trade in Company's shares in electronic form with Effect
from 15.2.1999.
- During the year heavy floods occurred in Gola and Palia areas affecting about 30,000 dwellers.
- During the year Company also joined hands with Family Planning Association of India wherein
a Project office is opened at Gola with necessary infrastructure.
- Biomethanation plant of 750 M3 capacity per day has been installed and commissioned to treat
the spent wash of the distillery. 2002
12
-Bajaj group increases its stake by acquiring 9.5% stake from UTI for Rs 7.9 crore
-Bachhraj & Co. Pvt. Ltd. has acquired 4,50,000 shares amounting to 5.153% and the
shareholding after acquisition is 34,69,625 shares amounting to 39.730%. Jamnalal Sons Pvt. Ltd.
has acquired 4,21,559 shares amounting to 4.827% and the shareholding after acquisition is
5,19,359 shares amounting to 5.946%. The combined total (for promoter group as a whole) are
holding 8,71,559 shares amounting to 9.980% and the shareholding after acquisition is 39,88,984
shares amounting to 45.677%. The mode of acquistion is through off-market purchases on August
19, 2002
2003 -
Bajaj Hindusthan Ltd has informed that the Board of Directors of the Company at
its meeting held on June 19, 2003 re-appointed Shri. Shishir Bajaj as a Managing
Director for a period of 5 years w.e.f. July 1, 2003.
-First unit to crush 20 million quintals of cane during the drought year 2002-03
2004 -
Overtakes Balrampur Chini Mills to become the most profitable sugar company in
the country
13
-New 7,000 TCD plant near Meerut commenced operations in November 2004
2005 -
2006 -
2007 -
Bajaj Hindusthan Ltd has Appointed Mr. Kushagra Bajaj as Joint Managing
Director of the Company for a period of 5 years w.e.f. April 24, 2007.
-Bajaj Hindusthan Ltd has appointed Mr. Kausik Adhikari, Asst. Company Secretary as
Compliance Officer of the Company with effect from August 01, 2007.
14
2008 -
2009 -
Bajaj Hindusthan Ltd has informed that the Board of Directors of the Company at
its meeting held on March 12, 2009, has appointed Dr. Sanjeev Kumar, as a
Whole-time Director on the Board of the Company with effect from March 12,
2009.
15
MANAGEMENT
Name
Shishir Bajaj
D S Mehta
R V Ruia
Alok Krishna Agarwal
Kushagra Bajaj
M L Apte
D K Shukla
Sanjeev Kumar
Designation
Chairman and Managing director
Non Executive Director
Non.Exe.Independent Director
Non.Exe.Independent Director
Joint Managing Director
Non.Exe.Independent Director
Non.Exe.Independent Director
Director
16
Lakhimpur Kheri - 0
Uttar Pradesh - India
Internet : N.A. Factory/plant Distillery & Sugar Mills ,
Lakhimpur Kheri - 0
Uttar Pradesh - India
Email : N.A.
Internet : N.A. Factory/plant Sugar Mills Thane Bhawan
17
Lakhimpur Kheri - 0
Uttar Pradesh - India
Email : N.A.
Internet : N.A. Factory/plant Distillery & Sugar Mills , Palia Kalan
Lakhimpur Kheri - 0
Uttar Pradesh - India
Email : N.A.
Internet : N.A. Factory/plant Sugar Mills Kinauni
18
19
Lakhimpur Kheri - 0
Uttar Pradesh - India
Email : N.A.
Internet : N.A. Factory/plant Distillery: Palia Kalan
Lakhimpur Kheri - 0
Uttar Pradesh - India
Email : N.A.
Internet : N.A. Factory/plant Khambarkhera
20
21
Lakhimpur Kheri - 0
Uttar Pradesh - India
Email : N.A.
Internet : N.A. Registered Office Bajaj Bhawan, 2nd Floor, Jamnalal Bajaj Marg, 226 Nariman
Point
22
Mumbai - 400021
Maharashtra - India
Phone : 22049056
Fax : 22048681
Email : investor.complaints@bajajhindusthan.com
Internet : N.A.
23
FINANCIAL RESULTS
The summarised financial results of the Company for the year ended September 30, 2009 are
presented below:
2008-09
2007-08
(Rs.million)
(Rs.million)
18,148.94
18,028.72
5,952.94
2,185.44
Interest (Net)
1,870.77
1,394.44
Depreciation
2,022.13
1,872.21
2,060.04
(1,081.21)
6.60
13.80
491.07
(618.17)
1,562.37
(476.84)
24
1,609.82
164.53
400.00
Transfer to debenture
redemption reserve
275.00
Proposed dividend
123.80
84.84
21.04
14.42
789.98
65.27
On a stand-alone basis the Company achieved a turnover of Rs. 18,148.94 million as compared to
Rs. 18,028.72 million in the previous year. The Profit after tax stood at Rs. 1,562.37 million as
compared to the loss of Rs. 476.84 million on the previous year. On consolidated basis, the
turnover is Rs. 23,335.19 million as compared to Rs. 21,202.60 million in the previous year. The
profit after tax and minority interest is Rs.617.84 million compared to a loss after tax and minority
interest of Rs. 1,574.22 million in the previous year.
25
2.05 (1.54%)
Open
High
Low
Prev. Close
133.50
135.45
133.50
132.70
Price
Quantity
134.70 2.00 (1.51%)
Open
High
Low
Prev. Close
Vol
52 Week
52 Week
Bid
Offer
134.75
182.00
134.90
50.00
133.80
135.35
133.50
132.70
Bid
134.65
120
Price
Quantity
126181
242.90
98.80
Vol
52 Week
52 Week
460830
242.75
98.00
Offer
134.75
80
BSE
NSE
Price
Gain / Loss
1 week
131.55
2.43%
2 week
124.70
8.06%
1 month
113.50
18.72%
3 month
116.85
15.32%
26
6 month
137.65
-2.11%
9 month
223.00
-39.57%
1 year
184.30
-26.89%
India is a major source of sugar and sugarcane. The sugar industry of India is the second biggest
manufacturer of sugar after Brazil. At present more than 5million hectare of land is allocated for
sugarcane cultivation with a productivity of 69 tones on each hectare.
Over the past few years, the Indian sugar industry is giving sleepless nights to the common man
by increasing the domestic prices to a great extent. The price rise has attained new heights due to
supply scarcity. The consumption demand of sugar in India is around 23 m tones while the
production
is
less
than
16
tones
year.
2010 Budget Sugar Industry Expectations are the decontrolling of the sugar industry by the
government in terms of costs and tariff allocation, re- establishing sugar trading measures,
abolition of release order device, improving productivity by introducing improved technology,
revitalization of financially unwell units via disinvestments, tax exemption till another 5 years and
promotion of ethanol. The sugar industry expects the administration to include the ethanol
schemes under section 80-IA of the IT Act. The industry also expects tax relief as well expansion
of the income tax advantages to the ethanol schemes.
World Renewal Spiritual Trust, a unit of Brahma Kumaris in Mysore.
It contributed substantially and also participated actively in social activities and seminars, among
them noted a one healthy lifestyles by Dr. Premasand from Mount Abu.
It participated in a chess tournament organized for raising funds for Tsunami relief with the help
of employees contribution.
It conducted Cricket and Football tournaments in Babbal, Rankhandi, Bhaila and other villages
27
RISK REVIEW
There are 12 types of risks, which can occur in the company at any time. These are:
1)
Climatic Risk
2)
3)
Regulatory Risk
4)
Competition Risk
5)
Liquidity Risk
6)
Realization risk
7)
Costs Risk
8)
Funding Risk
9)
Default Risk
10)
Cyclicatic Risk
11)
12)
1) CLIMATIC RISK:
Cane is monsoon dependent and monsoon failure could lead to a decline in cane availability.
Risk Mitigation:
The companys units are situated in locations that enjoy abundant rain fall reinforced by
adequate irrigation facilities. High degree of irrigation in the western UP areas, where the
companys three units are located, substantially insulates the cane crop from a monsoon failure.
The sugar units in the western UP are situated in the Doab, considered as one of the best regions
in India for cane cultivation, due to a fertile soil and adequate canal irrigation.
28
3) REGULATORY RISK:
The Sugar industry is influenced by the governments sugar policy. Populist measures may
influence profitability.
Risk Mitigation:
The government has been pragmatic of late with respect of sugar policies. During the Last two
years, when production was low, the government allows the import of raw sugar under an advance
license with corresponding export obligations. This ensured that the immediate demands were met
and the exports could then take place from subsequent surplus stocks. There are currently only
few restrictions on the sugar industry, most important being the fixation of the cane price by the
government. Lately the sugar mills in western UP are paying a cane price higher then the
government recommended price and hence, this risk is only minimal.
4) COMPITITION RISK:
An increasing number of sugar mills in the companys vicinity could increase the war for cane
and effect utilization and growth.
Risk Mitigation:
29
The companies have taken the following initiatives to ensure an adequate supply of required cane
from its command areas.
Maintaing strong farmer relations through timely payments.
Active involvement in cane development to increase cane yield and quality.
Reduce the diversion of cane for the manufacture of alternative sweeteners.
5) LIQIDITY RISK:
The company requires ready funds to meet working capital requirements. A lack of funds could
lead to a loss of raw material while a high cost could result in loss in profitability.
Risk Mitigation:
The company enjoys an excellent relationship with its bankers and has been able to mobilize its
working capital at competitive rates. The company also uses foreign currency loans and shortterm instruments like commercial paper to reduce overall cost. The company is rated A1+
(signifying highest safety) by ICRA with respect to short term loans, permitting is to access cheap
funds.
6) REALISATION RISK:
Any decline in sugar realizations could affect the Companys performance.
Risk Mitigation:
The sugar units of the company are located in the vicinity of sugar deficit areas, like Delhi,
Haryana, Punjab and Rajasthan. As a result, it is able to earn relatively higher realizations.
Further, the sugar units produce substantial large crystal sugar brands its output, maximizing
realizations.
30
7) COSTS RISK:
An inefficient fiscal control may threaten margins and profitability, especially during an industry
downturn.
Risk Mitigation:
The company employs strict internal and budgetary controls adequately supported with an
effective management information system to keep costs low. The company has a centralized
procurement cell to meet the Requirements of all its sugar units; it is able to source large volumes
at the Best terms.
8) FUNDING RISK:
The company may not be able to complete its ongoing projects on schedule in the absence of
adequate financial resources.
Risk mitigation:
The company maximizes the equity contribution for its expansion. Its gearing of less then one
allows it to borrow prudently and maximize the mobilization of low cost borrowing from the
sugar development fund.
9) DEFAULT RISK:
31
The company provides customized solutions in its engineering business. Any default in
receivables could skew its financial structure.
Risk Mitigation;
The company mitigates its risk through the following measures:
Appraisal of customer liquidity, both before initiating a contractual relationship with them and
also at different stages during the project.
Arranging timely receipts, both in terms of the advance at the initiation of the contract and at
various stages during the course of the project.
In the case of default, the company, after forfeiting the advance, can reengineer the Product
and supply it to another buyer after making suitable changes.
Risk Mitigation:
The turbine and gear divisions supply their products to diversified sectors such as sugar,
cogeneration, independent power plants, paper and steel etc.Which mitigate the risk of cyclicality.
Further, there is an endeavor to enhance the product range with a view to enlarge the market size.
There is a focus to maximize the sourcing of profitable business from the supply of spares,
servicing, retro fitment and maintenance.
Risk mitigation:
The companys divisions are technology-conscious. Constant R&D initiatives, in house product
development, extensive training programmes coupled with technology absorption from foreign
partners has made it possible for the company to upgrade its products. There is a system of
benchmarking product efficiencies with the best global standards.
TECHNOLOGYS
TECHNOLOGIES IN SUGAR DIVISION:
33
Developed by Bajaj SRI Limited, a wholly owned subsidiary, in association with Sugar
Research International (SRI) of Mackay, Australia, the CVC was installed in the Deoband sugar
factory for usage on C massecuite, the first time an SRI pan was installed for C massecuite in a
sulphitation plant.
SRI is one of the sugar machinery technology authorities in the world; its subsidiary, Bajaj
SRI Limited, has an exclusive license in India from SRI International for many of their products.
Owing to technical improvements made on the CVP, Bajaj and SRI are now eligible to jointly
own the intellectual property for this new improved vacuum pan. Company has in the past
presented these details in a paper jointly presented with SRI at a convention of the International
Society for Sugar Sugarcane Technology.
34
Mill-Tandem:
Designed and manufactured by the company (captive technology), installed in companys
sugar plants. The mill-tandem has proved to be one of the most efficient in India: reflected in the
reduction in Bagasse losses and increase in reduced mills extraction (RME); RME for the unit is
96 while that of the industry is around 95; bagasse loss in the unit is 1.6 compared to 1.9 for the
rest of the industry; strong design feature ensures a negligible downtime. Bajaj has set up over 65
sugar plants and supplied over 300 cane mills to sugar factories in India and overseas.
Science, the Indian Institute of technology and the university of De Mont fort (UK) were utilized.
The result was the successful development of highly efficient low pressure twisted and tapered
blades. The company already has received orders for turbine incorporating these blades. The
company also developed new efficient turbine designs up to 22 MW.
Memcor for Membrane Bio-Reactor (MBR) and micro filtration membrane solutions and
equipment.
The company expects to revolutionize Indias water and waste water treatment segments
through the introduction of various technologies relevant to the current / evolving market
needs, particularly the following:
36
CEDI Technology
Relevance: Indias water treatment business in the power sector
Source: Ion Pure (US Filter)
Replacing: Conventional de-mineralization based on resin.
Advantages:
Barrier filtration technology that cans rationalize coli form content in polluted
water to less then safe limits making the water conducive for marine life.
Enhanced post- treatment water quality or downstream cities down to only 3-4
ppm BOD.
Zero discharge and the absence of additives to treat the water, minimizing side
effects.
Lower space requirement (a quarter of the normal plant size) and a 40 % power
37
workshop.
The net segment revenue provided here in is prior to the inter unit adjustments and further other
include operations of the agri centers up to October 25, 2005; following this date, the business
was carried out by a wholly owned subsidiary.
Sugar Division:
This division accounted for a gross turnover of Rs 8.13 bn, 78 per cent of the companys revenue
in 2004-05.the revenue break - up in respect of its major products is given below:
2005
2010
2015
EU
Russia
Europe
Africa
U.S.A.
N & C America
Brazil
South America
China
India
Asia/Pacific
TOTAL
18080
6860
32122
13842
8959
19221
10395
18161
12500
19250
63204
149549
18612
7942
33976
15989
8969
20462
11379
18669
14143
22470
71516
160709
19117
8866
35685
18114
8949
21760
12383
20254
16553
25188
80187
176163
38
39
2002-03
2003-04
2004-05
2005-06
Company Estimate
19.05
13.6
13.0
18.0
Actual Production
20.1
13.6
13.0
18.2
The key determinant of average sugar prices over a year is the stock ratio (stock in the
country compared to consumption), which is also the basis on which the International Sugar
Organization, Sugar Journal F.O.Licht and global sugar trading houses draw out their estimates.
Some factors used by company in arriving at the estimated stock levels comprise the following:
Even as industry estimates have opening stocks as on October 1, 2004 that vary from 6.9 mn
tones to 7.5 mn tones, the Government is using a figure of between 8.2 mn and 8.5 mn tones. If
we take the Government figure, than internal consumption in 2003-04 will be even lower than
17.7 mn tones, which does not seem sustainable as the industry and Government have agreed on
the consumption figure of 16.80 mn tones in 2001-02 as their bases.
With low sugar prices in 2002-03 and 2003-04 as well as the impact of rising population
and prosperity, it would be reasonable to assume that sugar consumption increased by around 0.6
mn tones per year during the period.
40
While it is difficult to accurately predict sugar production before the onset of the monsoons, as
in the past, Company have collected data on the existing area under sugarcane in different parts of
the country, and after making a prediction on sugarcane drawal rates based on expected
competition from alternate sweeteners, arrived at subsequent years production. Sugar production
for 2006-2007 has taken into account new crushing capacity, which will come on a stream and
the closure of sum unviable ones.
By the end of the 2006-2007 season, around 2.0 mn tones of raw sugar will have been
imported (as per Government policy, tolled white sugar will need to be exported within 24/36
months from the date of imports). It will only be possible for these exports commitments to be
completed by 2007-2008.
With closing stock as a proportion of consumption under 30 per cent up September 2007, we
expect sugar prices to keep pace with inflation and the inevitable rise in sugarcane cost during the
next three years, enabling current margins to be preserved.
Company has not factored an increase in disposable incomes, which, if it transpires, will
strengthen Indian average consumption for 2004-05 (17.82kg / year) towards the European
(39.34kg / year) and North American (37.24 kg / year) averages.
41
Production, Consumption and Stock Past, Present and Future (mn tones):
Details
2003-04
2004-05
2005-06
2006-07
Opening Stock
Production
Imports/ raw sugar processed
Total Available
Internal Consumption
Exports
Closing Stocks
Closing per cent (of domestic
11.6
13.6
0.5
25.7
17.7
0.2
7.8
43.6
7.8
12.9
2.0
22.7
18.2
4.5
18.0
1.5
24.0
18.8
0.4
4.8
25.0
4.8
22.0
4.5
24.7
26.8
19.4
1.6
5.8
27.6
42
Purchase journal vouchers have detail about the rate of sugarcane; quantity of sugarcane
purchased etc. And according to the quality and quality of the sugarcane and according to the
government price company give the payment to the cane cooperative society and then society give
the payment to the farmers. Company does not give the payment directly to the cane cooperative
society rather then it all the payment of sugarcane is given by bank to the cane cooperative society
and then society gives the payment to the farmers.
At that time companys finance department prepare the payment vouchers and bank
vouchers. In Bank voucher department have to give all the details about the procurement of the
sugarcane how much cane and what type of cane is procured by the company. At this time
company have to give the projection of their project to the Bank and according to that projection
bank give the money to the company on Pledge.Then according to that pledged money Bank give
the payment to the cane comparative society according to the details and cane cooperative society
gives the payment to the farmers according to their cane quantity and quality.
Bank voucher has three types of accounts on the basis of requirement of bank and the
company.
BANK VOUCHER:
Cash credit
Current account
43
(i)
44
Internal Factor
Organizational Culture
45
Company's Size
Company's Products/Services
46
The sources of recruitment are broadly divided into Internal Sources and External Sources.
1. Transfer
Transfer involves the shifting of an employee from one job to another. At the time of transfer it is
ensure that the employee to be transfer to the new job is capable of performing it .Infect transfer
does not involve any drastic change in the responsibility and status of the employee.
2. Promotion
A promotion is the transfer of employee to a job that pays more money and some preferred
status. It involves re-assignment of an employee to a position having higher pay increase
responsibilities, more privileges, increase benefits and greater potential. The purpose of
promotion is to provide a vacancy, which is worth more to the organization. Then the employee
present position, if a higher vacant position is given to an employee who deserves it. It stimulates
all employee of the organization. The employees can be informing such a vacancy by internal
advertisement.
47
All the organization have to depend upon the external sources of the recruitment at one time to the
another. There are many different external of recruitment out of which the most commonly use
sources are as follows;
48
1. Advertisement
Advertising job openings in newspapers, magazines, newsletters and other media sources is a
relatively inexpensive recruiting mechanism. Advertising is useful for filling open position
quickly. Advertising usually does not target a specific audience. Specified deemed
advertisements will attract qualified applicants, dissuade unqualified ones from applying and
make the recruitment process more efficient. Most of the superior positions in the industry are
filled by this method.
49
given detailed influence about the job and the profile. Salaries are negotiated. The expenses are
borne by the Organization. Many of the changes are designed to reduce overall recruiting costs
while maintaining a strong applicant's flow into the organization. The trend seems to be for an
organization to develop a stronger, ongoing relationship with a relatively select number of schools
4. Employment exchanges
Employment exchanges provide a nation-wide service for getting the required personnel.
Employment exchanges in India are run by the government. For unskilled, semi-skilled, skilled,
clerical posts etc, it is often used as a source of recruitment.
5. Telecasting
The practice of telecasting of vacant jobs over T.V. is gaining importance these days. Special
programmers like 'Job Watch', 'Youth Pulse', 'Employment News', etc. over the T.V. have become
quite popular in recruitment for various types of jobs.
50
Given the importance of recruiting to the organization the method used in recruiting should be
evaluated periodically. One of the most important reasons to evaluate recruiting method is to
determine the cost versus benefits of various methods. When recruiting method do not attract
enough applicants many organization's respond by raising the salaries. Although some job
applicants may be enticed by money, this may not be a cost-effective method of recruiting.
Further employees within the organization may perceive inequity if new employees are brought in
at a similar or even higher salary. Recruiting costs include factors such as the cost of advertising,
the salaries and travel expenses of recruiters, travel expenses of potential job applicants and
recruiting agencies. These costs must be weighed against factors such as the potion of acceptance
offers. At a minimum, organizations should compare the length of time applicants from each
recruiting source stay with the organization with the cost of hiring from a particular source. The
effectiveness of recruiting method varies among organizations and even jobs within the same
organization.
51
Recruit Planning: The first stage in the recruitment process is planning. Planning involves the translation of likely
job vacancies and information about the nature of these Jobs into a set of targets that Specify the:
a.) Number of contacts
b.) Type of applicants
Strategy Development
Once it is known how many and what types of recruits are required, serious considerations need to
be given to
1.
2.
3.
4.
Sources of recruitment
5.
52
'MAKE' OR 'BUY'
Originations must decide whether to hire less skilled workers and train them or to hire
skilled workers and professionals i.e. buying of skilled labour.
'TECHNOLOGICAL SOPHISTICATION'
This refers to the develop or upgrade the methods used in the training and development of
labour i.e. use of new technology.
'WHERE TO LOOK'
Organizations generally look for skilled and sophisticated labour in the national market and
try and use local labour for unskilled jobs.
'HOW TO LOOK'
An organization has several sources for generating employment 'Internal sources' and
'External sources'
Searching: Once a recruiting plan and strategy are worked out, the search process can begin.
Search involves two steps: a.) Source Activation
b.) Selling.
53
SOURCE ACTIVATION:Typically, sources and search methods are activated by the issuance of an employee regulation.
This means that no actual recruiting takes place until line managers have verified that a vacancy
does exist or will exist. Its result is flood of applications or resumes. The applications received
must be screened. Those who pass have to be invited and contracted for interview. Unsuccessful
applicants must be sent letters of regret.
SCREENING:Screening of applications can be regarded as an integral part of the recruiting process, though
many view it as the first step in the selection process.
54
55
Organization's objectives: Both in the short- term must be taken into consideration as
a basic parameter for recruitment decisions and needs of the personnel- area-wise,
Job-family-wise.
Identification of the recruitment needs: To take decisions regarding the balance of the qualitative dimensions of the recruits i.e.
the recruiters should prepare profiles for each category of workers and accordingly work
out the man specification decide the sections, department or branches where they should
be placed and the particular responsibilities which may be immediately assigned to
them.
Preferred sources of recruitment: Which would be tapped by the organization e.g? for skilled or semi skilled manual
workers. Internal sources and employment exchange preferred, for highly specialized
categories and former, may be utilized.
56
CRITERIA OF SELECTION AND PREFERENCES: These should be based on conscious though and serious decelerations in other,
management may take the unilateral decision. The cost of recruitment policy in its
broadest sense involves a commitment by the employer to such general principles as:
According to Yoder," The recruitment policies is concerned with quantity and qualifications of
manpower". It establishes broad guidelines for the staffing process. Generally the following
factors are involved in a recruitment policy.
To encourage one or more strong, effective responsible trade union among the
57
employees.
Pre-requisites of a good recruitment policy: The recruitment policy of an organization must satisfy the following conditions.
Thus the nature and extent of the recruitment programme depends on a number of
factors, including the skills required, the state of the labor market, general economic
condition and the image of the employers.
ALTERNATIVES TO RECRUITMENT
Another strategic business decision can be made is not to recruit. Instead they can rely on
alternative staffing options.
Common alternative staffing options
58
59
D Employee Leasing
A Company will transfer some of its employees to a leasing firm. The Leasing firm then
leases back the workers to perform the same job they did for the Client Company.
However the leasing firm is now responsible for cost work associated with the typical HR
functions such as Payroll, benefits and record keeping.
D Independent contractors
Independent contractors are self-employed individuals who market a specific skill they
posses to a variety of companies. A Company will hire them for a specific project or
contract. Payment is usually based on the time and effort the individuals put forth on the
project and expenses are frequently reimbursed.
D Outsourcing services
An independent company with expertise area will contract with a firm to take full
responsibility for that specific function in the organization.
60
Preliminary interview
In many organizations, the selection process, particularly for executive posts, begin with
preliminary interview. The preliminary interview is generally brief and does the job of
eliminating the totally unsuitable candidates. The preliminary interview offers advantage
not only to organization but also to applicants.
prohibitive. Resumes are often instead of application blanks. Job applicants develop their
own resumes, which should include essentially standard information.
Scrutiny of application
All applications received have to be scrutinized by the screening committee of personnel
department in order to eliminate those applicants who do not fulfill job requirements. After the
screening of applicants is completed, a list is prepared of the candidates to be called for various
tests or direct interview.
Employment tests
A number of selection or employment tests have been developed to aid the human resources
manager in hiring employees. The following section covers mental ability test, work sample tests,
trainability tests, personality and interest inventories and honesty tests as selection devices.
Work samples
Also called performance tests, work sample tests measure the ability to do something rather than
the ability to know something. These tests may measure motor skills or verbal skills. Work sample
tests should test the important aspects of the job. Since job applicants are actually performing a
62
small portion of the job, it is difficult to "fake" ones ability on these tests.
One of the most effective ways to design work sample tests is by using the results of a job
analysis, because the results of a job analysis indicate which tasks are most critical and which are
required for successful competition of the task. It is easy to determine which activities need to be
represented on the tests.
Trainability tests
For jobs in which training is necessary due to
l. The skills level of the job applicants
2. Changing nature of the job, trainability tests are useful.
Essentially the goal is to determine the trainability of the candidate. In the first step of the
process, the trainer demonstrates how to perform a particular task. Then the job applicants are
asked to perform the task while the trainer helps to coach him or her through the process several
times. Finally the candidate monitors the performance, recording any errors, to determine the
overall trainability of the job applicant.
But work sample tests and trainability test have shown to have high to moderate success
predicting job performance.
63
traits including aggression, self-esteem and type a behavior. Although personality and general
interest inventories are tests that have no "correct" or "incorrect" answers. Interest tests are used to
measure an individual's work and career orientations. Personality tests focus on identifying traits
or typical behaviors of individuals and are used to measure a variety of traits including
aggression, self-esteem and type a behavior. Although personality tests can be costly, they can
help human resources manager's determiner individual characteristics opt obtained from a resume,
thus increasing the likelihood of finding a go "fit" between the job position and the employee.
64
65
Strong skills do not always reflect or lead to job satisfaction. Many professionals, particularly the
leagues of 20-30 something's streaming out of today's MBA programs, are so well educated and
achievement oriented that they could succeed in virtually any job. But will they stay?
The answer is, only if the job matches their deeply embedded life interests. Personal values have
changed with workers of the new millennium. Employee/ employer loyalty has Diminished and
work environment and a "work/life" balance are more important than ever. It is clearly evident
That as we move into the new millennium. only companies than ever. It is clearly evident that as
we move into new millennium. only companies that have a world-class recruitment, placement
and retention solution will survive. Considering the above scenario studying the recruitment and
retention strategies was the most appropriate topic for my end term project. Since successful
practices of HR begin with an appropriate selection process and retaining the best talent within the
company is another challenge.
67
RESEARCH METHODOLOGY
Descriptive type of research has been used. It includes survey and fact finding enquiries of
different kinds. The main purpose of descriptive research is to describe the state of affairs. The
survey methods included observation and questionnaire.
68
By Observation: - This method implies the collection of information by way of investigators own
observation without interviewing the respondent.
Secondary Data: - All the data, which is already available. The reference of data, which has
already been collected and analyzed by someone else i.e. Books, Reviews, Manuals, Annual
reports of Bajaj Hindustan.
Step 5: - SAMPLING
A process of obtaining information about an entire population by examining only a part of it is
amp ling. In this research random sampling is used. The implications of random sampling is that it
gives each element in the population equal probability of getting, selected and all choices are I
independent of one another
69
Research Methodology is a way to systematically solve the research problem involving a study of
various steps that are adopted by the researcher in studying his/her research problem.
Research
Descriptive
Research Approach
Survey
Contact Method
Personal Interview
Sample Size
40
Sample Criteria
Research Instrument
Questionnaire
Area of Research
Muzaffarnagar (U.P.)
Primary Data
Secondary Data
70
71
Percentage of response
62%
38%
0%
0%
Analysis:
62% employees are clear about recruitment process in Bajaj Hindustan.
72
Is the more emphasis should be given to the internal sources of selection for various posts?
Responses
Strongly agree
Agree
Slightly Agree
Disagree
Percentage of responses
37%
25%
38%
0%
Analysis:
37% of employees are strongly agreed while 25% of employees are agreeing with the option that
more emphasis should be given on internal sources of selection.
73
Is the recruitment done on the basis of recommendation and suggestion made by exiting
employees?
Responses
Percentage of responses
Strongly Agree
37%
Agree
13%
Slightly Agree
37%
Disagree
13%
Analysis:
37 % of employees are strongly agreed while 13% of employees are agreed with the option that
recruitment should be done on the basis of suggestion and recommendation made by exiting
employees.
74
Percentage of responses
50%
25%
25%
0%
Analysis:
Majority (50%) feel that recruitment to higher posts should be done exclusively by internal
sources.
75
Percentage of responses
75%
25%
0%
0%
Analysis:
Many (75%) feel that recruitment process is fulfilling the objectives of recruitment.
76
Is the rate of recruitment being proportional to the actual need within the origination?
Responses
Strongly agree
Agree
Slightly agree
Disagree
Percentage of responses
62%
38%
0%
0%
Analysis:
62% of employees are strongly agree and 38% of employees are agree that rate of recruitment is
proportional to actual need within the organization.
77
Percentage of responses
95%
5%
0%
0%
Analysis:
This graph shows that most of the employees (95%) are getting training after recruitment.
78
Percentage of responses
90%
10%
0%
0%
Analysis:
Graph shows that most of the employees (90%) are satisfied with the planning system of the
company.
79
Percentage of responses
95%
5%
0%
0%
Analysis:
Mostly all the employees (95%) are satisfied with their work in the organization.
80
Percentage of responses
85%
15%
0%
0%
Analysis:
Graph shows that 85% employees are satisfied with their pay package..
81
Percentage of responses
87%
13%
0%
0%
Analysis:
Graph shows that 87% of employees are getting support from their supervisors.
82
FINDINGS
1. 62% of employees are clear about recruitment process in Bajaj Hindustan?
2. 37% of employees are strongly agreed while 25% of employees are agree with the option
that more emphasis should be given on internal sources of selection.
3. 37% of employees are strongly agreed while 13% of employees are agreeing with the
option that recruitment should be done on the basis of suggestion and recommendation
made by existing employees.
4. 50% of employees are strongly agree that recruitment to higher post should be done
exclusively by internal sources.
5. 75% of employees feel that recruitment process is fulfilling in the objective of recruitment.
6. 62% of employees are strongly agree and 38% of employees are agree that rate of
recruitment is proportional to actual need within the organization.
7. 95% of employees are gating to training after recruitment.
8. 90% of employees are satisfied with the planning system of the company.
9. 95% of employees are satisfied with their work in the organization.
10. 85% of employees are satisfied with their pay package.
87% of employees are gating support from their supervisors.
83
CONCLUSIONS
After analyzing the data collected from various sources following can be concluded :
BAJAJ HINDUSTAN Recruitment and selection procedure is the successful procedure. The
present procedure is very effective and I hold a greater satisfaction to a large extent.
1.
I have given various options for joining of the candidates in the organization in the
questionnaire. Also I got more options from the employees while interacting with them.
Most of the employees have mentioned the salary package as a reason for joining the
organization. While some of the employees have mentioned or pointed it out the working
environment as the reason for joining the organization. So I can say salary package and
career growth opportunity are the more attractive to the employees.
2.
From the analysis of recruitment and selection procedure it is clear that for recruiting
employees both the companies following government procedures that consist of mainly
written examination followed by interview. Written exam is mandatory for mainly all
types of recruitment. For selection of the technical candidates they have to go through
three mandatory interviews, out of which two are technical interviews and one is the
interviews with the Human Resource head.
3.
84
LIMITATIONS
People took a lot of time to fill the questionnaire. In same cases 4 visits were required to
collect there responses due to which training period extended.
Sufficient information was not available regarding the recruitment process due to
confidentiality.
This project report is based on the information given by the head or unit manager of the
centers. The information is also collected through some newspapers and e-mails. Some
respondents were not interested in giving answers as they were appearing to be busy.
In fact, this project report involves human processing and analysis. Therefore, there are
chances of human error.
85
RECOMMENDATION
Organization are made up to people and function through people. Without people organization
can not exist. The resources of men, money, materials and machinery are collected,
coordinated and utilized through people. No organization can be successful in the long run
without having the right number and right kind of people doing the right job at right time.
Some of the recommendations are :
1. Before selecting the right man for the right job, it becomes necessary to determine the
quality and quantity of people required in an organization.
2. Availability of required skills and competencies is considered in recruitment.
3. There should be properly planned and systematic recruitment policy in an organization
which is necessary to minimize disruption of work due to changes in employees.
4. Recruitment policy should provide employees with job security and continuous
employment
5. It should integrate organization needs and employee needs.
6. It should be flexible enough to meet the changing needs of the organization.
7. Systematic recruitment leads to greater productivity, higher morale, reduction in labour
turnover and better reputation of the concern.
86
BOOKS :
Dr. C.B. Gupta, Human Resource Management, sultan chand and sons, Education
Publisher, New Delhi.
WEBSITES :
www.google.com
www.hrms.com
www.hr.topics.com
www.wikipedia.com
87
QUESTIONNAIRE
Topic: An analysis of Recruitment and selection Procedure
Name .
Company .
Designation ..
Location .
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
Q.3 Is the more emphasis given to the internal sources of selection for various posts ?
(a)
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
Q.4 Is the recruitment done on the basis of recommendation and suggestion, made by the existing
employees ?
(a)
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
88
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
Q.7 Is the rate of recruitment being proportional to the actual need within the organization ?
(a)
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
Q.8 Are you taken any special training after your recruitment ?
(a)
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
Q.9 Are you satisfy with the planning system of the company ?
(a)
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
89
Q.11 Are you satisfy with your pay packages in the company ?
(a)
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
Strongly agree
(b)
agree
(c )
Slightly agree
(d)
disagree
90