An Organisation study at ADITYA BIRLA ULTRATECH LTD

ORGANIZATION STUDY AT ADITYA BIRLA ULTRATECH LTD
INDIAN ACADEMY DEGREE COLLEGE, BANGALORE Page 1
CHAPTER-1
1.1Introduction
Internship training is a part of Bangalore University curriculum which help Internship
training to know how the organization function & also to know how various interrelated
department work together to achieve their common goal and it also help the Internship training to
have a practical exposure to the problem faces, function, department, & their business operation.
This is generally meant to develop researcher‟s aptitude towards business environment
practically training given which make Internship training will prepare for a future jobs as a
manager of an organization. So it is observed that the project work is an invaluable part of
education curriculum.
Internship training are required to get answer to their inquisitiveness by themselves in the best
way to they can in the process they go to interact with various personnel department in the
organization where heshe is completely a new entrant this help them to get inspired by the
working of organization in the competitive business world & thus gets to know the what, why,
how management principles.
Basically, an organization is a group of people intentionally organized to accomplish an
overall, common goal. Business organizations can range in size from two people to tens of
thousands.
There are several important aspects to consider about the goal of the business organization.
These features are explicit (deliberate & recognized) or implicit (operating unrecognized,
“behind the scenes”).
Ideally, these features are carefully considered & established, usually during the strategic
planning process. (Later, we‟ll consider dimensions & concepts that are common to
organization.)
Organizational study of the organization in relation to all departmental area such as
Production, Marketing, Finance, Human resource Management,& etc. organizational study helps
the researcher to know the working nature of the company. Researcher can be possible to find
out the deviation take place in any of the department. They can learn the actual working

condition in the organization. This study is generally meant to develop researcher‟s attitude
towards business environment.
Practically & theoretically it is likely a practical training given which will make me
prepared for the future job as manager of an organization. So it is observed that the project work
is a valuable part of the educational curriculum.
I have completed this organizational study at “ULTRATECH CEMENT LTD”. In this
report history of the company growth prospect of the company, nature and operation,
organizational structure, product & services, & financial detail of the company are mentioned in
detail.
The study has certainly helped to add one more dimension in my pursuits to understand the
management theories, principles & practices.
1.2 OBJECTIVE OF THE STUDY
1) To study the organizational culture and structure.
2) To study the various products and services offered by the company.
3) To study the various departmental functions.
4) To experience how theoretical knowledge is applied in practical life.
.

CHAPTER - 2
2.1 INDUSTRY PROFILE
2.1.1 ULTRATECH CEMENT (BSBT)- LOGO
Type Public BSE:532538 industry building materials
Founded 1983
Headquarters Mumbai, Maharashtra, India
Slogan The engineer‟s choice
Revenue US$3.7 billion (2011-12)
Profits US$450 million (2011-12)
Parent Grasim industries
Website WWW.ultratechcement.com
Cement is one of the core industries and plays a vital role in the growth and development
of a nation. The cement industry of India is the second largest producer in the world. The
production of cement has increased at a compound annual growth rate (CAGR) of 9.7 per cent to
reach 272 million tones (MT) during FY 06–13. The production capacity is expected to grow to
550 MT by FY 20. India's potential in infrastructure is huge. The country is expected to become
the world's third largest construction market by 2025, adding 11.5 million homes a year to
become a US$ 1 trillion a year market, according to a study by Global Construction Perspectives
and Oxford Economics

.
Notwithstanding its current position as one of the leaders in cement production, India‟s riches in
the sector remain somewhat untapped. “Lafarge's India business has been very successful and the
country is among the top 10 markets globally for Lafarge. But going forward, we should rank
higher because of the potential of the Indian market,” says Mr. Martin Kriegner, CEO of the
Indian branch of the world‟s largest cement manufacturer, Lafarge.
The Indian cement industry is second largest cement producer in the world, with an
installed capacity of 144 million tones. The industry has undergone rapid technological updates
and vibrant growth during the last two decades, and some of the plants can be compared in every
respect with the best operating plants in the world. The industry is highly energy intensive and
the energy bill in some of the plants is as high as 60% of cement manufacturing cost. Although
the newer plants are equipped with the latest state of the art equipment, there exists substantial
scope for reduction in energy consumption in many of the older plants adopting various energy
conservation measures.
The Indian cement industry is a mixture of mini and large capacity cement plant, ranging
in unit capacity per kiln as low as 10 tpd as high as 7500 tpd majority of the production of
cement in the country (94%) is by large plants, which are defined as plants having capacity of
more than 600 tpd. At present there are 124 large rotary kiln plants in the country.
The Ordinary Portland Cement (OPC) enjoys the major shares (56%) of the total cement
production in India followed by Pozzolana Portland Cement (PPC) and Portland Slag Cement
(PSC). A positive trend towards the increased use of blended cement can be seen with the share

of blended cement increasing to 43%. There is regional imbalance in cement production in India
due to the limitations posed by raw material and fuel sources, exploiting the natural resources to
the full extent. The southern region is the most cement rich region while other regions have
almost same cement production capacity.
The Indian cement industry is about 90 years old and its main sources of energy are
thermal and electrical energy. The thermal energy is generally obtained from cola ant the
electrical energy is obtained either from grid or captive power plants of the individual
manufacturing units.
2.1.2 CEMENT PRODUCTION CAPACITY
Cement production increased at a compound annual growth rate (CAGR) of 9.7 percent in the
period 2006-2013, producing 272 million tonnes (MT). the production capacity is projected to
reach 550 MT by FY 2020.
The cement industry has been expanding in the back of increasing infrastructure activities and
demand from the housing sector. The department of industrial policy and promotion (DIPP),
report says that cement and gypsum products attracted foreign direct investment (FDI) worth Rs
13370.32 Crore (US$2.24 billion) between April 2000 and February 2014. The housing segment

accounts for a major portion of the total domestic demand for cement in India. In the 12th
five
year plan of the government plans to increase investment in infrastructure to an amount of US$ 1
trillion. The industry is expected to add a capacity of 150 MT during the plan period.
Some major initiative of the government to boost the cement industry are as follows:
An expert appraisal committee under ministry of environment, government of India, has
provided approval to India cements to double its capacity and set up a 40 megawatt(MW)
power plant at one of its facilities in Tamilnadu. The proposed expansion project will
come up at Dalavoi in Ariyalur district. The competition commission of India (CCI) has
approved the proposed acquisition of cement plants of Jaypee cement corporation ltd,
comprising an integrated cement unit at Sewagram and grinding unit at Wanakbori in
Gujarat by Ultratech cement ltd(BSBT). Giving impetus to green initiatives, goa state
pollution control board (GSPCB) has signed a memorandum of understanding (MoU)
with vasa Vadatta cement, a company with its plant in Karnataka. The cement
manufacturer will use the plastic waste collected from Goa as fuel for its manufacturing
plant.
The cement industry in India is globally competitive as the Industry continues to witness positive
trends such as cost control, continuous technology Upgradation and increased construction
activities.
Major cement manufacturers in India as also increasingly using alternate fuels, especially Bio-
energy, to fire their kilns. This is not only helping to bring down production costs of cement
companies, but is also proving effective in reducing emissions. With the ever-increasing
industrial activities, real estate, construction and infrastructure, in addition to the onset of various
special economic zones (SEZs) being developed across the country, there is remains a growing
demand for cement.
2.1.3 MAJOR PLAYERS IN THE INDIAN CEMENT INDUSTRY
COMPANY PRODUCTION INSTALLED
CAPACITY
ACC 17,902 18,640
Ambuja 15,094 14,860
Ultratech 13,707 17,000

Grasim 14,649 14,115
India cements 8,434 8,810
JK group 6,174 6,680
Jaypee group 6,316 6,531
Century 6,636 6,300
Madras cements 4,550 5,470
Birla group 5,150 5,113
In million tones.
2.1.4 MANUFACTURING PROCESS OF CEMENT
 Cement is made out of limestone, shale, clay mined out of quarry close to the plant. The
raw material is crushed, and then heated at temperature in excess of 1000 degree Celsius
in rotating kiln to become clinker. Clinker is then mixed with gypsum and ground to a
fine powder to produce final grade of cement.
 The technology is a continuous process and is highly energy intensive.
 At present 93% of cement production in India is based on modern and environment-
friendly dry process technology and only 7% of the capacity is based on wet and semi-
dry process technology.
 The cost of the cement is 29% energy; 27% raw materials; 32% labour and 12%
depreciation.

2.1.5 MACHINERY EQUIPMENT USED IN MANUFACTURING OF CEMENT

Globally the Aditya Birla group is:
Smelter A metals powerhouse, among the world‟s most cost-efficientAluminium and copper
producers. Hindalco-novelis is the largest Aluminium rolling company. It is one of the three
biggest producers of primary Aluminium in Asia, with the largest single location copper
 No.1 in viscose staple fiber
 No.1 in carbon black
 The fifth-largest producer of acrylic fiber. Among the top 10 cement producers
 Among the best energy-efficient fertilizer plants
 The largest Indian MNC with manufacturing operations in the USA
 In India:
 The second-largest players in viscose filament yarn.

 The largest producer in the chlor-alkali sector.
 Among the top three mobile telephony companies.
 A leading player in the life insurance and asset management.
 Among the top two supermarket chains in the retail business.
 Among the top 10 BPO companies. Rock solid in fundamentals, the Aditya Birla group
nurtures a culture where success does not come in the way of the need to keep learning
afresh, to keep experimenting.
2.1.6 Beyond business:
 Works in 3000 villages.
 Reaches out to seven million people, annually through the Aditya Birla centre for
community initiatives and rural development, spearheaded by Mrs.Rajashree Birla.
 Focuses on healthcare, education, sustainable livelihood, infrastructure and espousing
social reform in India, Asia, Egypt, Philippiness, Thailand, Laos, Indonesia, Korea and
brazil.
In India:
 Our group runs 42 schools, which provide quality education to 45000 children. Of these,
over 18000 children receive free education.
 Its 18 hospitals tend to more than a million villagers.
 In line with its commitment to sustainable development, has partnered with the Columbia
university in establishing the Columbia global center‟s earth institute in Mumbai.
 To embed CSR as a way of life in organizations, has set up the FICCI- Aditya Birla CSR
centre for excellence, in Delhi.
 Transcending the conventional barriers of business because we believe it is our duty to
facilitate inclusive growth.
Revenues
Revenue US $45 billion (2014) number of employees 136000(2012) subsidiaries list of
subsidiaries website www.adtiyabirla.com. The Aditya Birla group is a multinational
conglomerate named after AdtiyaVikram Birla, headquartered in theAdtiya Birlacentre in

World, Mumbai, India. it operates in 40 countries with more than 120000 employees worldwide.
The group was founded by Seth Shiv Narayan Birla in 1857. The group interests in sectors such
as viscose staple fiber, metals, cement (largest in India),viscose filament yarn,branded apparel,
carbon black, chemicals, fertilizers, insulators, financialservices, telecom (third largest in
India),BPO and IT services.
The group had a revenue of approximately US$45 billion in year 2014. with a gross revenue of
USD 45 billion (in 2014) it is the third-largest Indian private sector conglomerate behind Tata
group with revenue of just over US$100 billion and RIL with revenue of US$74 billion.
2.1.7 ABG CSR strategy:
ABG projects are carried out under the aegis of the “Aditya Birla centre for community
initiatives and rural development”, led by Mrs.Rajshree Birla. The centre provides the strategic
direction, and the thrust area for ABG‟s work ensuring performance management as well.
ABG focus is on the all-round development of the communities around ABG plants located
mostly in distant rural areas and tribal belts. All Aditya Birla group companies-grasim, hindalco,
Aditya Birla Nuvo and Ultratech have rural development cells, which are the implementation
bodies.
ABG partners in development are government bodies, district authorities, village Panchayats and
the end beneficiaries- the villagers. The government has, in their 5-year plans, special funds
earmarked for human development and ABG recourse to many of these.
At the same time, ABG network and collaborate with like-minded bilateral and unilateral
agencies to share ideas, draw from each other‟s experiences and ensure that efforts are not
duplicated. At another level, this provides a platform for advocacy.
2.1.8 Project identification mechanism
All projects are planned in a participatory manner, in consultation with the community, literally
sitting with them, and gauging their basic needs. ABG take recourse to “participatory rural
appraisal”, which is a mapping process. Subsequently, based on a consensus and in discussion
with the village Panchayats, ABG prioritize requirements. And thus a project is born.
Implementation is the responsibility of the community and ABG team, as is the monitoring of

milestones and the aspects. Monitoring entails physical verification of the progress and the actual
output of the project.
Village meetings are held periodically to licit feedback on the benefits of surrounding
community Programme and the areas where these need to be beefed up. ABG tries and ensure
that while in the short term, company have to do enormous hand-holding, the projects become
sustainable by the beneficiaries over the long haul. Once this stages reached, company will
withdraw. In this way ABG does not build a culture of dependence, instead ABG will make the
villagers self-reliant.
Model villages
One of ABG‟s unique initiatives is to develop model villages, so each of ABG major companies
is working towards the total transformation of a number of villages in proximity to ABG plants.
Making of a model village entails ensuring self-reliance in all aspects viz.., education, health care
and family welfare, infrastructure, agriculture and watershed management, and working towards
sustainable livelihood patterns. Fundamentally, ensuring that their development reaches a stage
where in village committee‟s takeover the complete responsibility and ABG teams become
dispensable.
Project operations
The geographic reach, annual spends the footprint of ABG community work straddles 3000
villages across the length and breadth of our country. ABG will reach out to more than 7 million
people annually. Over 60 percent of these live below the poverty line and belong to schedule
castes and tribes.
The group spends in excess of rs.130 croreannually, inclusive of the running of 18 hospitals and
42 schools. The group transcends the conventional barriers of business and reaches out to the
marginalized as a matter of duty and to bring in a more equitable society.
Focus areas
Here is to help build model villages that can stand on their own feet. ABG focus area are
healthcare, education, sustainable livelihood, infrastructure and ABG rural development
activities span five key areas and their single-minded goal espousing social causes.

EDUCATION:
 Formal and non-formal education, adult education
 Scholarship for girls, merit scholarships and technical education for boys
 Distance education
 Girl child education
 Digital literacy/ computer education
Health care and family welfare
 Pulse polio programme
 Mobile clinics- doctor‟s visits
 General and multispecialty medical camps, cleft lips
 Reproductive and child healthcare, supplementary nutrition /mid-day projects
 Safe drinking water, sanitation- household toilets, community hospitals
 HIV/ AIDS, cancer, TB awareness and prevention camps
 Blood donation
 Responsible parenting
Social causes
 Window re-marriage/ dowry-less mass marriages
 Social security (insurance)
 Culture and sports
 Women empowerment
Infrastructure development
 Community centers
 Schools in villages
 Healthcare centers and hospitals
 Roads
 Homes for the homeless
 Rural electrification
 Irrigation and water storage structures

Sustainable livelihood
 Self-help groups (microfinance for women and farmers)
 Integrated agriculture development
 Watershed management
 Microenterprise development
 Skill development/ vocational training through Aditya Birla technology park for
integrated training Programme and VT centers at most of ABG plants in collaboration
with ITI‟s
Every organization has to create a sense of ownership among people who will not be
owned business can ignore this new paradigm of „people power‟, but only at its peril.
2.1.9 TECHONOLOGY UPGRADATION:
Cement industry in India is currently going through a technological change as a lot of up
gradation and assimilation is taking place. Currently, almost 93% of the total capacity is based
entirely on the modern dry process, which is considered as more environment-friendly. Only the
rest 7% uses old wet and semi-dry process technology. There is also a huge scope of waste heat
recovery in the cement plants, which lead to reduction in the emission level and hence improves
the environment.

2.2 COMPANY PROFILE
Aditya Birla Group is India‟s first truly multinational corporation. The group has an annual
turnover of US$ 34 billion and has over 133000 employees belonging to over 42 different
nationalities on its rolls.
Aditya Birla Group has its presence in 20 countries-
India, Thailand, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA, UK,
Germany, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea.
Globally the Aditya Birla Group is:
 A metals powerhouse, among the world‟s most cost-efficient aluminium and copper
producers. Hindalco, from its fold, is a fortune 500 Company. It is also the largest
aluminium rolling company and one of the 3 biggest of primary aluminium in Asia with
largest single location copper smelter.
No.1 in viscose staple fiber.
No.1 in carbon black.
The fourth-largest producer of insulators.
Among the top 10 cement producers
The largest Indian MNC with manufacturing operations in the USA.

In India:
 A premier branded garments player.
 The 2nd
largest player in viscose filament yarn.
 The 2nd
largest in the chlor-alkali sector.
 Among the top 5 mobile telephony companies.
2.2.1 FOUNDER
2.2.2 BACKGROUND AND INCEPTION OF THE COMPANY
The roots of the Aditya Birla Group date to the 19th
century in the picturesque town of Pilani, set
amidst the Rajasthan desert. It was hereby that Seth Shiv Narayan Birla trading in cotton, laying
the foundation for the House of Birla‟s.
Through India‟s arduous times of the 1850‟s the Birla business expand rapidly. In the early part
of the 20th
century, our Group‟s founding father, Ghanshyamdas Birla, set up industries in
critical sector such as textiles and fiber, aluminium, cement and chemicals. As a close confident
of Mahatma Gandhi, he played an active role on the Indian freedom struggle. He represented
India at the first and second round-table conference in London, along with Mahatma Gandhi. It

was at “Birla House” in Delhi that the luminaries of the Indian freedom struggle often met to plot
the downfall of the British Raj.
Ghanshyamdas Birla found no contradiction in pursuing business goals with the dedication of a
saint, emerging as one of the for most industrialists of pre-independence India. The principles by
which he lived were soaked up by his grandson, Aditya Vikram Birla, our Group‟s legendary
leader.
Hindalco:
It has established been in 1958, Hindalco deals in aluminium and copper and is an
industry leader in both. Hindalco is the world‟s largest aluminium rolling company and one of
the biggest producers of private of primary alumimium in Asia. Its copper smelter is today the
world‟s largest custom smelter at a single location. In 2007, Hindalco acquired Novelis and in
the process became the world‟s largest aluminium rolling company and one of the biggest
producers of primary aluminium in Asia, as well as India‟s leading copper producer.
2.2.3 UltraTech Cement:
UltraTech Cement Limited and its subsidiaries have an annual capacity of 52 millions tones,
making it among the top 10 producers of cement globally. UltraTech is also the largest
manufacturer of White Cement in India. The company manufactures and markets ordinary
Portland cement, Portland blast furnace slag cement, Portland pozzalana cement, ready mix
concrete building products and building solutions.
UltraTech Cement has 11 integrated plants, 15 grinding units, five bulk terminals and 101 RMC
plants- spanning India, UAE, Bahrain, Bangladesh and Sri Lanka. UltraTech Cement is also
India‟s largest exporter of cement clinker reaching out to meet demand in countries around the
Indian Ocean, Europe and the Middle East.
The company‟s subsidiaries are Dakshin Cements Limited, Harish Cements Limited,
UltraTech Cement Lanka (Pvt.) Ltd, and UltraTech Cement Middle East Investments Limited,
which completed the acquisition of ETA Star Cement together with its operations in UAE,
Bahrain and Bangladesh, and acquired management control.

2.2.4 Unit Introduction
UltraTech Cement Ltd. (unit- Birla Super Bulk Terminal), Doddaballpur, Established in 1998, is
the first largest Bulk Terminals under UltraTech Cement Ltd., of Aditya Birla Group. The Plant
is situated at Near Railway Station, Doddaballpur, in the Bangaluru Rural District of Karnataka.
The plant having a capacity of about 1.6 MMTPA Cement packing and loading.
Heritage of Birla Super Bulk Terminal:
The plant is unit of Grasim Industry limited. BSBT started its operation from May 1990
onwards. It is situated 40 KMS away from Bangalore city. At Doddaballpur which is also called
as SILK CITY. The plant is located in the Village Veerapur, DoddaballpurTaluk, Bangalore-
Rural District.
This plant caters the requirement of cement to the Bangalore Rural, Urban Districts and other
surrounding Districts. The market share of this cement is substantially increasing annually
because of the product quality, timely supply, customer satisfaction and after sales services.
2.2.5BOARD OF DIRECTORS:
Mr. Kumar Mangalam Birla
Chairman

2.2.6 VISION, MISSION AND VALUES
VISION
To be a premium global conglomerate with clear focus on each business.
MISSION
To deliver superior value to the customers, shareholders, employees and society at large.
VALUES
 INTEGRITY
 COMMITMENT
 PASSION
 SEAMLESSNESS
 SPEED
S. No. Name
1. Mr. O. P. Puranmalka (Whole time Director)
2. Mr. R. K. Shah (Chief Manufacturing Officer)
3. Mr. S. N. Jajoo (Chief Marketing Officer)
4. Mr. Vivek Agrawal (CEO, Star Cement Co. LLC)
5. Mr. K. C. Birla (Chief Financial Officer)
6. Mr. C.B. Tiwari (Chief people Officer)
7. Mr. Rahul Mohnot (Senior President, Birla White)
8. Mr. Prabir Ray (HeadKey Accounts, RMC & BPD)
9. Mr. S. K. Chatterjee ( Company Secretary)

 INTEGRITY
Integrity: Acting and taking decisions in a manner that is far and honest. Following the
highest standards of professionalism and being recognized for doing so. Integrity for us means
not only financial and intellectual integrity, but encompasses all other from as are generally
understood. Integrity shall be the cornerstone for all our dealings, be it with our customers, our
employees, suppliers, our partners, shareholders, the communities we serve or the government.
Key words that connote integrity
 Ethics
 Truthful
 Principle
 Transparent
 Upright
 Respectful
 Customer
 Partner
 Employees
 Investors
 Government
 Communities

Expected individual behavior:
1. With external stakeholder
Keep track of changing requirement of law and following organisation rules and group
standard
2. With the group
Recruit train compensate and promote solely on merit, irrespective of an religious
nationality gender and age.
3. Personal conduct
Transact in a transparent and honest manner confront and highlight issue people
highlight issue people where conduct is not as expected
Non-conformance
Not keeping information confidential. Compromising the organisation interest for personal gain
or using organisation resources individual property time and liabilities for personal gain. Taking
credit for other‟s work and speaking disrespectful.
Conformance
1. Admitting and accepting responsibility for a failure or error in judgement.
2. Up warding what you believe is the right conduct and communicating it.
3. Being polite, yet reduce, in refusing unfair requests.
4. Following the norms and standards of the organisation even when feeling pressure to act
otherwise.

 Commitment:
On the foundation of integrity, we see commitment as doing whatever it takes to deliver as
promised. Each one of us shall take ownership for our own work, teams and the part of the
organisation we are responsible for. Through this value, we shall build an even sharper results-
oriented culture that is high on reliability and accountability. Our commitment is likely to make
us a formidable leader and competitor in every market that we are in.
Key words that connote
1. Accountability
a. Discipline
b. Responsibility
c. Result – orientation
d. Reliability
2. Customer
3. Partner
4. Employee
5. Investor government
6. Communities
 Expect individual behavior with external stakeholders
 Seek customer feedback
Non-Conformance:
1. Not preparing adequately for formal meetings.
2. Not attending the training programmes.
3. Not following the standard process or established time lines.

Conformance:
1. Providing consistent oral and written communication and feedback.
2. Consulting team members before committing them to tasks, projects and meetings.
3. Conserving resources whenever possible.
 PASSION:
We define passion as a missionary zeal arising out of an a motional engagement with work
which inspires each one to give his or her best. All of us are expected to be enthusiastic in the
pursuit of our goals and objectives. We shall recruit and actively encourage employees with a
„fire in the belly‟. With this value, we hope to build a culture of innovation and breakthrough
thinking, leading to superior customer satisfaction and value creation.
1. Intensity
2. Innovation
3. Transformational
4. Fire-in-the belly
5. Inspirational
6. Deep sense of purpose
Non-conformance
1. Being risk aver (eg: “I will not try it because I have never been done before”)
2. Performance to be passive to ascertive (eg: not contributing time, ideas ocollberative effort)
3. Dealing on the negative.

4. Discouraging other‟s from innovating or working on new product development.
 Conformance
1. Sharing new learning and ideas.
2. Always thinking ahead and anticipating what you happens (eg. Budgetng)
SEAMLESSNESS:
We understand seamlessness as thinking and working together across functional silos,
hierarchy levels, across business lines and geographies. Each one of us shall demonstrate high
level of teamwork through sharing and collaborative efforts and garner the synergy benefits from
working together. Before we can truly benefits from a borderless organisation. We visualize free
flow knowledge and information across the group.
I am reminded of the words of my father, the late Aditya Vikram Birla: “Our search for
knowledge is not limited to within the group. We seek knowledge from every nook and croner,
from our competitors, suppliers, customer‟s at al. Even the worst units in Indian would have
something to teach us. It is with this humility that we seek knowledge”.
1. Teamwork
2. Integration
3. Involvement
4. Openness
5. Global

6. Learning from the Best
7. Empowering
Non-Conformance
1. Relying only on formal channels of communication e.g. Need to get permission to move.
2. Individualist behavior e.g. only I can do this assignment.
3. Distrust / low confidence in others e.g. Others are not good enough.
4. Not sharing resources, trust protection.
Conformance
1. When in doubt, discussion pros and cons and possible course of action with the team.
2. Leveraging prior experience of other departments business when dealing with common
constitutes government new country or client.
3. Walking up to the person and taking directly about issues that disturb.
4. When talking a decision, keeping the corporate image and repercussion on other part of
the organization in perspective.
 Speed:
We look upon speed as responding to internal and external customers with a sense of
urgency. We shall continuously seek continuously seek o crash timelines and ensure expeditious
completion of our tasks. Through this value, we hope to build an agile and proactive organisation
that is prompt to respond to the present and future needs of our customers.

All these values together form our core ideology. They are all equally important and no
value will take precedence at the cost of the other. It is in the harmonization of the five that we
see the prospect of greater value creation for all our stakeholders.
Let me conclude by saying that great business are never built on the quick sands of
opportunism. I reiterate that, if living by our values means, perhaps growing at a pace slower
than we would otherwise have liked, so be it. For us, leadership lies at the heart of knowing what
we stand for.
Key words that connote:
1. Response time
2. Agile
3. Accelerated
4. Timeless
5. Nimble
6. Prompt
7. Productive
8. Decisive
Non-Conformance
1. Non adherence to timeliness e..g. Behind schedule with own part of the team work.
Incomplete inaccurate or insufficient information.
2. Not valuing time e.g. not preparing for the meeting keeping others waiting.
3. Slow response / inertia / procrastination.
4. Long winded defocused discussions dithering incisive.
5. Firefighting approach / habitual crisis management.
Conformance
1. Thinking on your feet.
2. Planning ahead for queries / clarification.
3. Quality work that requires no comeback or clarifications.
4. Not getting bogged down by hiccups and roadblocks.

HARMONIZING OUR VALUES
“ICPS & S”. They are all equally important and no value will take precedence at the cost of
the other. It is the harmonization of the five that we see the prospect of greater value creation for
all our stakeholders. If living by our five values means perhaps growing at a pace slower than we
would otherwise have liked, so be it. There can be no greater commitment to our values than
this”.
Kumar Mangalam Birla.
2.2.7 PRODUCT/ SERVICE PROFILE
CEMENT
Companies- Grasim, UltraTech Cement Ltd
NON FERROUS METALS
Companies- Hindalc Industries Ltd., Novel Inc., Aditya Birla Minerals Ltd, etc
TEXTILE
Companies- Aditya Birla Nuvo, Grasim, Thai Acrylic Fiber

TELECOMMUNICATION
Companies- Idea Cellular Limited
CHEMICALS
Companies- Aditya Birla Chemicals Limited (Thailand) & Thai Peroxide co. Brands: Polyphos,
EpoTech, Birol ex, Ecareetc
INSULATORS
Companies- Aditya Birla Insulator Pvt Limited.

AGRIBUSINESS
Companies- Aditya Birla Nuvo
FINANCIAL SERVICES
Companies- Birla Sun Life Insurance Company Ltd, Aditya Birla Finance Ltd.
MINING
Companies-Essel Mining and Industries Ltd
GARMENTS

Companies- Aditya Birla Nuvo
RETAIL
Company- Aditya Birla Retail Limited, Brand- more (Supermarket)
2.2.8 AREA OF OPERATION
Australia, Austria, Bahrain, Bangladesh, Brazil, Canada, China, Egypt, France, Germany,
Hungary, India, Indonesia, Italy, Japan, Korea, Laos, Luxembourg, Malaysia, Myanmar,
Philippines, Poland, Singapore, Spain, Sri Lanka, Sweden, Switzerland, Tanzania, Thailand,
UAE, UK, USA and Vietnam.

COMPETITORS INFORMATION
 Associated Cement Companies Ltd (ACCL): Associated Cement Companies Ltd
manufactures ordinary Portland cement, composite cement and special cement and begun
offering its marketing expertise and distribution facilities to other producers in cement and
related areas. It has fifteen manufacturing plants located throughout the country.
 Birla Corp: Birla Crop‟s product portofio includes acetylene gas, auto trim parts, casting,
cement, jute goods, yarn, calcium carbide etc. The cement division of the company has seven
plants, with an installed capacity of 57.8 lakh tones. The company has two plants in Madhya
Pradesh, Rajasthan and West Bengal and one in Uttra Pradesh and holds a market share of
2.8 percentt. It manufactures Ordinary Portland Cement (OPC), Portland pozzolana cement,
fly ash-based PPC, Low alkali Portland cement, Portland slag cement, low heat cement and
sulphate resistant cement. Large quantities of its cement are exported to Nepal and
Bangladesh.
 Century Textiles and Industries Ltd (CTIL): The product portfolio of CTIL includes
textiles, rayon, cement, pulp & paper, shipping, property & land development, builders and
floriculture. Cement is the largest division of CTIL and contributes to over 40 percent of the
company‟s revenues. The company has an installed capacity of 7.8 million tones. CTIL has
four plants that manufacture cement one in Chhattisgarh, two in Madhya Pradesh and one in
Maharashtra.
 Grasim Cement: Grasim‟s produce profile includes viscose staple fiber (VSF), grey cement,
white cement, sponge iron, chemicals and textiles. With the acquisition of UltraTech, L&T‟s
cement division in early 2004, Grasim has now become the world‟s seventh largest cement
producer with a combined capacity of 45.7 million tones. Grasim (with UltraTech) held a
market share of around 16.7 percent in 2011. It has plants in Madhya Pradesh, Chhattisgarh,
Punjab, Rajasthan, Tamil Nadu and Gujarat among others.
 Ambuja Cement Ltd (GACL): Gujarat Ambuja Cements Ltd was set up in 1986. In the last
decade the company has grown tenfold. The total cement capacity of the company is 18.5

million tones. The company has a market share of around 10 percent, with a strong foothold
in the northern and western markets. Gujarat Ambuja is India‟s largest cement exported and
one of the most cost efficient firms.
 India Cement: India Cements is the largest cement producer in southern India with three
plants in Tamil Nadu and four in Andhra Pradesh. The company has a market share of 5.4
percent.
 Jaiprakesh Associates Limited: Jaiprakesh Industries, now known as jaiprakesh Associates
Limited (JAL) is a part of the Jaypee Group with business in civil engineering, hospitality,
cement, hydropower, design consultancy and IT.
 Madras Cements: Madras Cements Ltd is one of the oldest cement companies in the
southern region and is a part of the Ramco group. The company is engaged in cement,
clinker, dolomite, dry mortar mix, limestone, ready mix cement (RMC) and units generated
from windmills. The company has three plants in Tamil Nadu, one in Andhra Pradesh and a
mini cement plant Karnataka. It has a total capacity of 10 million tons annually and holds a
market share of 4 percent.
2.2.9 ABG CORPORATE SOCIAL RESPONSIBILITY
ABG projects are carried out under the aegis of the “Aditya Birla Centre for Community
Initiatives and Rural Development”, led by Mrs. Rajashreebirla. The Centre provides the
strategic direction, and the thrust areas for ABG‟s work ensuring performance management as
well.
ABG focus is on the all-round development of the communities around ABG plants located
mostly in distant rural areas and tribal belts. All Aditya Birla Group companies Grasim,
Hindalco, Aditya Birla Nuvo and UltraTech have Rural Development Cells, which are the
implementation bodies.
ABG partners in development are government bodies, district authorities, village panchayats and
the end beneficiaries- the villagers. The Government has, in their 5-year plans, special funds
earmarked for human development and ABG recourse to many of these.

At the same time, ABG network and collaborate with like-minded bilateral and unilateral
agencies to share ideas, draw from each other‟s experiences, and ensure that efforts are not
duplicated. At another level, this provides a platform for advocacy.
S JAPANESE CONCEPTS
Principles of 5s
The 5s are prerequisites for any improvement program. As waste is potential gain, so eliminating
waste is a gain. 5s philosophy focuses on effective work place organization, implifies work
environment, reduce waste while improving quality and safety.
There is no hope for efficiency or quality improvement with dirty work place, waste of time and
scrap.
The five S stand for the first letters of these Japanese words :
Meaning
Seiri Sorting out
Seiton Systematic arrangement
Seiso Spic and span
Seiketsu Standardizing
Shitsuke Self-discipline
Calling this principle 5s is a good way to remember its content
Seiri :
5

Sorting, keep the necessary in work area, dispose or keep in a distant storage area less frequently
used items, unneeded items are discarded.
Seiri fights the habit to keep things because they may useful someday. Seiri helps to keep work
area tidy, improves searching and fetching efficiency, and generally clears much space. Seiri is
also excellent way to gain valuable floor space and eliminate old broken tools, obsolete jigs and
fixtures, scrap and excess raw material.
Seiton :
Systematic arrangement for the most efficient and effective retrieval. A good example of seiton
is the tool panel. Effective seiton can be achieved by painting floors to visualize the dirt,
outlining work areas and locations, shadow tool boards. For improving changeover time with
SMED or reduce machine downtime through total productive maintenance (TPM) it is
necessary to have tools at hand. So a specific mobile tool cart was designed. An other example of
seiton are “broom carts”. As cleaning is a major part of 5s we custom made carts to hold brooms,
mops and buckets. Several carts have specific locations and all employees can find them.
Seiton saying would be:”a place for everything and everything on its place”.
Seiso:
Cleaning. After the first thorough cleaning when implementing 5s, daily follow-up cleaning is
necessary in order to sustain this improvement. Cleanliness is also helpful to motive damages on
equipment such as leaks, breakage and misalignment. These minor damages, if left unattended,
could lead to equipment failure and loss of production. Regular cleaning is a type of inspection.
Seiso is an important part of basic TPM; TOTAL PRODUCTIVE MAINTENANCE and safety
matter through cleanliness is obvious.
Seiketsu :
Standardizing. Once the first three S are often executed by order. Seiketsu helps to turn it into
natural, standard behavior.
Shitsuke :

Finally, to keep first 4 S alive, it is necessary to keep educating people maintaining standards. By
setting up a formal system; with display of results, follow-up, the now complete 5s get insured to
live, and be expanded beyond their initial limits, in an ongoing improvement way; the KAIZEN
way.
The effect of continuous improvement leads to less waste, better quality and faster lead times.
Hints to 5s
The 5s principle is gradual and necessarily in that order.
5s are for everybody, it is hopeless expectation for subordinates to follow 5s if manager class
does not comply to it
5s show efficiency in time, transforming the physical environment of work area and spirit of all
employee levels.
2.2.10 MILESTONES OF ULTRATECH LIMITED
UltraTech‟s journey began almost three decades ago and throughout this journey, the focus
has always been on providing customers with the best products and services. The resulting
success has only reaffirmed UltraTech‟s desire to be a complete end-to-end building
solutions provider. Each milestone in this journey is a cherished memory becoming the
largest cement manufacturer in India, winning the „SUPERBRAND‟ and
„POWERBRAND‟ accolades and being recognized as a truly global organization, are a few
that stand out.
UltraTech‟s inception can be traced back to the mid- 1980s with the establishment of
Grasim‟s first cement plant at Jawad in Madhya Pradesh. In 2001, with the objective of
increasing its reach, Grasim acquired a stake in L&T Cement Ltd. The stake was further
increased to a majority stake in 2003 thereby giving Grasim a pan-India presence and an
increased market share. In 2004, the demerger of L&T‟s cement business was completed
and Grasim acquired a controlling stake in L&T Cement Ltd and the name was
subsequently changed to UltraTech cement.
The cement business of Grasim was demerged and vested in Samruddhi Cement
Limited in May 2010, with Samruddhi Cement Limited consequently being amalgamated

with UltraTech Cement Limited in July 2010. In September 2010, UltraTech Cement
Middle East Investments Limited, a wholly owned subsidiary of UltraTech Cement
acquired management control of ETA Star Cement Company, along with its operations in
the UAE, Bahrain and Bangladesh, thereby putting UltraTech on the global map.
Today, UltraTech Cement is the tenth largest producer of cement globally. It has a
diverse presence across the globe. The company has eleven integrated plants, one white
cement plant and one clinker station plant, which is based in the UAE. Further more,
UltraTech has 15 grinding units across the world: 11 in India, 2 in UAE and 1 each in
Bahrain and Bangladesh. It also has 2 railway bulk terminals in India, 3 coastal terminals
out of which 2 are located in India and one in Srilanka, UltraTech has 101 concrete plants
across 35 locations in India.
The history UltraTech‟s progress over the years is given below:
UltraTech in 1983
 Awarpur Cement Works Plant I acquired.
UltraTech in 1987
 Awarpur Cement Works Plant II acquired.
UltraTech in 1993
 Jharsuguda grinding unit acquired.
UltraTech in 1994
 Hirmi Cement Works acquired.
UltraTech in 1996
 Gujarat Cement Works plant I become functional.
UltraTech in 1998
 Gujarat Cement Works Plant II becomes functional.
 Andhra Pradesh Cement Works acquired.
UltraTech in 1999

 Narmada Cement Company Limited acquired.
 Ratnagiri Cement Works acquired.
UltraTech in 2000
 Bulk cement terminals established at Mangalore, Navy Mumbai and Clombo.
UltraTech in 2001
 Grasim acquires 10 percent stake in L&T, subsequently increases stake to 15.3 percent by
October 2002.
 Durgapur grinding unit becomes functional.
UltraTech in 2002
 The Grasim Board approves an open offer for purchase of up to 20 percent of the equity
shares of Larsen & Toubro Ltd (L&T), in accordance with the provisions and guidelines
issued by the Securities & Exchange Board of India (SEBI) Regulations, 1997.
 Grasim increases its stake in L&T to 14.15 percent.
 Arakkonam grinding unit becomes functional.
UltraTech in 2003
 The board of L&T decides to demerge its cement business into a separate cement
company (CemCo). Grasim decides to acquire an 8.5 percent equity stake from L&T and
then make an open offer to acquire another 30 percent of the equity pfCem Co, in order
to acquire management control of the company.
UltraTech in 2004
 Completion of the implementation process to demerge the cement business of L&T and
completion of open offer by Grasim, with the latter acquiring controlling stake in the
newly formed company UltraTech.
UltraTech in 2006
 Narmada Cement Company Limited amalgamated with UltraTech, in accordance with a
Scheme of Amalgamation approved by the Board for Industrial & Financial

Reconstruction (BIFR) under the provision of Sick Industrial Companies Act (Special
Provisions).
UltraTech in 2010
 UltraTech Cement Middle East Investments Limited, a wholly owned subsidiary of the
Cement has acquired management control of ETA Star Cement together with its
operations in the UAE, Bahrain and Bangladesh.
 The cement business of Grasim demerged and vested in Samruddi Cement Limited in
May, 2010. Subsequently, Samruddhi Cement Limited amalgamated with UltraTech
Cement Limited in July 2010.
UltraTech in 2012
 New clinker plants of 3.3 MTPA capacity at Rawan, Chhatisgarh.
 Commissioned GU of 1.6 MT capacity at Hotgi, Maharashtra.
 Port – based bulk terminal of 0.5 MT at Cochin.
UltraTech in 2014
 New grinding unit with capacity of 1.6 MTPA commissioned at Jharsuguda, Orrisa.
 Acquired unit in Sewagram and GU in Wanakbori, Gujarat with a capacity of 4.8 MT.
2.2.11 AWARDS
While „Customer Satisfaction‟ is an important indicator used at UltraTech to enhance the
company‟s performance, its pursuit of excellence has been acknowledged across multiple
performance criteria by experts and contemporaries. The company has, over the years, won
numerous awards across categories such as export, quality, safety among others. While these
awards are a great source of pride, yet more importantly, they inspire us to continuously push the
very benchmarks of quality a little higher, everyday.
UltraTech Cement is easily amongst the most unique brand in its category. The consumer
perception of UltraTech is built around the attributes of „modernity‟, „quality‟ and „technological
superiority‟. Based on these defining facts, the brand is positioned as the expert for all
construction needs. UltraTech has been recently bestowed with the title of consumer validated

„Super brand‟ by the Super brand Council and Consumer selected „Power Brand‟ by Power
brands India.
2.2.12 EXPORTS:-
Year Name Of The Award
2001 & 1999 Capexil Certificate of Export Recognition – Highest Export in Non-
mineral Sector
1999 Capexil Certificate of Outstanding Export Performance – Chemicals &
Allied Products ( for Portland cement)
1998 Capexil Certificate of Export Recognition – Top Exporter – Cement,
Asbestos, Cement Products
1998 Certificate of Outstanding Export Performance, Gujarat state
1997 Capexil Certificate of Export Recognition- Certificate of Merit for
Export Achievement in Cement and Clinker
SAFETY:-
2015 Greentech Environment Award
2009-2005 9th
, 8th
, 7th
, 6th
and 5th
Greentech Safety Award
2002-2003 Greentech Gold Safety Award by Greentech Foundation, New
Delhi.
Indo-German Greentech Industrial Safety Award
2000 Vidarbha Industrial Industry Safety Committee
1999 British Safety Council Award
1998 British Safety Council Award

ENVIRONMENT:-
YEAR NAME OF THE AWARD
2015 GreenTech Environment Award
2010-2011 Subhkaransarawagi Environment Award
2010 Greentech Environment excellence Gold Award
2009-2010 National Award for Prevention of pollution
2008-2009 National Award for Electrical Energy performance
FINANCE:-
2009 Bhamashah Award from Commercial Tax Department, Ujjain
2008 Bhamashah Award from Commercial Tax Department, Ujjain
2008 ICWAI National Award for Excellence in Cost Management
QUALITY:-
Year Name of the Award
2015 Golden peacock for HR excellence
2015 IMC Ramkrishna Bajaj national quality Award
2010 IMC Ramkrishna Bajaj national quality Award
2008 Golden peacock National Quality Award
2007 Chairman‟s WCM Silver Award
2002 Manufacturing Excellence And competitive
advantage Award
2001-2002 National Award for Quality excellence

OTHERS:-
2004 BhartiyaUdyogRatan Award presented to Sh. KYP Kulkarni By Indian
Economic Development & Research Association (IEDRA), New Delhi
2003-2004 Overall Performance First Prize of NaokariLimeston‟s Mines Amongst
Mechainzed Mines During MEMC Week
2001-2002 Best management award from Ministry of Labor, AP Govt.

CHAPTER-3
ULTRATECH CEMENT LTD., ORGANIZATIONAL STRUCTURE:
PEOPLE IN THE MANAGEMENT:
Sl.no Name
1. Mr. kumarmangalam Birla- chairman
2. Mrs. Rajashree Birla
3. Mr. R.C. Bhargava
4. Mr.M.Damodaran
5. Mr.G.M. Dave
6. Mr. Rajiv Dube
7. Mr. Adesh Gupta
8. Prof. Nirmalyakumar
9. Mr.S.B. Mathur
10. Mr.S. Rajgopal
11. Mr.D.D. Rathi
12. Mr.O.P. Puranmalka, Whole time
director
UNIT HEAD
FINANCE and
ACCOUNTS
QUALITY
CONTROL
And SAFETY
ELECTRICAL AND
INSTRUMENTATION
MECHANICA
L
Department
HUMAN
RESOURCE
SUPPORT
STAFF
SUPPORT
STAFF
SUPPORT
STAFF
SUPPORT
STAFF
SUPPORT
STAFF

3.1 Department profile
PEOPLE IN THE DEPARTMENT:
The company consists majorly of 5 departments:
 Human resource management
 Finance and accounts
 Electrical and instrumentation
 Mechanical
 Quality, world class manufacturing and safety
 Human Resource Management:
Human resource management is the planning, organizing, directing, and controlling of
the procurement, development, compensation, integration, maintenance and reproduction of
human resource to the end that individual, organizational and social objectives are
accomplished”.
UNIT HEAD
Mr. RAJENDRA SINGH RAO
FINANCE and
ACCOUNTS
QUALITY
CONTROL
(WCM) SAFETY
ELECTRICAL AND
INSTRUMENTATION
MECHANICAL
DEPARTMENT
HUMAN
RESOURCE
Mr.
SOMANATH
HIREMATH
Mr.
KINIKAR
SRIKANTH
Mr.
B.K
SUKHAMUNAPPA
Mr.
DEVENDRA
RGAUR
Mr.
KIRIT
R.PATEL

Introduction:
Human beings are resources to an organization. They present an investment whose
development and utilization requires managing (i.e., planning, organizing, leadership, and
evaluation) There is a fundamental truth in the cliché that people “people are the organization‟s
most important asset”. Human resource is the important resources of any organization.
The complicated and challenging task of resource management is handled by the personnel
department. The aim of this department is to utilize manpower to the fullest extent. Hence if an
organization has to succeed it has to select it has to select right men to right job and place him in
the right place at the right time.
HR vision at ABG:
“The Aditya Birla Group to be known as a people sensitive achievement Focused and
development oriented organization and the HR function as the most business friendly service
function”.
“Attracting and nurturing talent has become the single dominant force in business.
Business must nourish customers and shareholders, but they must also embrace an asset that can
easily walk out the door” Every organization has to create a sense of ownership among people
who will not be owned business can ignore this new paradigm of „people power‟, but only at its
peril”.
Objectives of Human Resource Development:
 To make the organization people to acquire power to perform the different type of work
that may come in their way at present or in future
 To developing the inner hidden talent of individual workers which may be used for the
development of the organization
 To develop team work among the workers and an organization culture which helps the
organization to grow and make the individual workers to be dynamic. Human resources
should become the pridepossession of the organization
 Another objective is to develop employee capabilities according to the needs of the
organization and according to the areas of the organization

 To train new employees to the level required by the organization to perform their task
effectively
 The main objective of human resource management is training and development of
employees of an organization
 To increase co-operation and trust and to involve employees actively in the company‟s
affaires
 Another objective of human resource management to adopt problems relating to
disciplinary cases and grievances.
 To maintain the good relationship
 To assist the employees in achieving their personal goals
 To maintains good industrial relation
 To select the right type and number of employees
 To help individual development
ESSENTIAL FUNCTION OF HR DEPARTMENT:
 Recruitment & Selection
 Establishment
 Performance & Talent Management
 Training & Development
 Recruitment & Selection:
“Recruitment is the process of searching for prospective employees and stimulating them
to apply for jobs in organization”. Recruitment is a process of identifying the sources for
prospective candidates and to stimulate them to supply for jobs. It is also an activity which
involves bringing of the job seeker and the lob-giver face to face with one another.
Its major objective is to maintain adequate manpower resources with required skill so that
the organization can depend upon it when it requires additional personnel. Every business
concern has to recruit its personnel but the amount of recruitment May vary from organization to
organization, depending upon the size of the organization, its recruitment policy, nature of jobs
etc.

„Selecting the best candidates from among the applicants, to fill job in the organization‟
Selection involves choosing personnel to fill specific jobs in the organization on the basis of
educational, training, skills, abilities, and personality of the persons available for the jobs.
Recruitment and selection process at BSBT :
 JRF will be sent to the departments
 Department informs the required job profile and education
 Forward to unit head for approval by FH-HR
 On approval and will be released
 Resume will be received from various sources
 Initial screening will be done from respective section heads and head-BSBT
 The screened resume sent to RCW, malkhed for personal interview
 1st
round of interview by section/ dept. heads
 2nd
round of interview by functional heads
 3rd
and final round of interview by unit head
 Medical checkup will be conducted for the candidates selected
 Based on medical fitness certificate, offer letter will be given
Selection
Selection as a HR process contains two stages :the selection procedure when entering the
organization and the continuous selection during the whole process of “climbing the pyramid”.
Franck and pudack (1999) defined the process of permanent selection as rank-order tournaments
based on the “up or out” rule. These tournaments are very central to the consulting business in
general, as they send several signals to different targets: customers, applicants and employees,
depicts the signaling effects resulting from a tough selection procedure and the recipient of these
signals.
Objective of this procedure is to evolve a clear employment policy and related procedure for:
a. Requisition employment position
b. Sourcing selection and placement
c. Sources of recruitment

1. Traditional Sources:
2. Modern Sources:
1. Traditional Sources:
The traditional sources of recruitment are broadly divided into internal and external
sources. Internal sources are sources within the organization pursuits, External sources are
outside organization.
a. Internal Sources:
The internal sources of the organization include:
 Present permanent employees.
 Dependents of Deceased, disabled and present employees.
b. External Sources:
The External Sources of the organization include
 Campus recruitment
 Private Employment agencies
 Data Banks
 Public employment exchanges
2. Modern Sources:
The modern sources are broadly divided into internal sources and external sources, the
internal sources include employee referrals and external sources include walk-in, consult in, head
hunting and outsourcing.
 ESTABLISHMENT:
Joining formalities:
 Cross checking of certificates
 Filling of joining forms
 Issue of documents
 Welcome message
 Appointment letter
Separation formalities:
 Resignation letter
 Resignation acceptance letter
 No dues form

 Exit interview
 Full and final settlement
 Relieving letter
Leave details:
All the leave should be sanctioned by HOD basically are of three types,
1. casual Leave:
Total casual leave are 8 leaves per year the calendar year. The staff can take minimum of
half day leave and maximum of days leave.
2. Sick Leave:
Total sick leaves are 12 leaves per year as per the calendar year. The staff can take
minimum of 1day leave and maximum of 3days leave, if above 3days the Staff has to provide
medical certificate.
3. Privilege Leave:
This leave is also called earned leave or paid leave. The period of leave is 30days as per
calendar year, minimum leave as be applied in 4 day
 Performance Appraisal:
Performance appraisal is the systematic evaluation of the performance of employee and
to understand the abilities of a person for further growth and development. Performance
appraisal is generally done in systematic ways which are as follows:
 The Performance measures the pay of employees and compares it with target and plans.
 The supervisor analyses the factors behind work performance of employees.
 The employees are in position to guide the employees for a better performance.
Performance Appraisal System in ABG:
Aditya Birla Group has the performance based appraisal system. In the system the
employees identifies his key result areas for the next appraisal year in consent to his superior. At
the mid by employees as “SELF” and by superior (appraiser)
EMPLOYEE IS APPRAISED ON A BASES OF FIVE POINT SCALE THEY ARE:
1. Far exceeds expectation – excellent
2. Exceeds expectation – very good
3. Meets expectation – good
4. Below expectation – poor
5. far below expectation – very poor

PERFORMANCE APPRAISAL:
Procedure for performance appraisal:
 Goal Setting: It is based on the job description of the employee will set a KRA (key
Result Area) for the employees.
 Mid-year Review: After 6months of the goal setting the performance by the Employee
will be reviewed.
Goal setting
Mid-year- Review
Summarizing the data
Final Appraisal
Unit Head approval
Final recommendation to corporate
Compensation Revision

 Final Appraisal: It is done at the end of the financial year
- Self Appraisal
- Appraisal by immediate boss
 Summarizing the data of the employees
 Approved by unit head
 Recommendation to corporate: Finally the head office will decide the increment or
promotion of the employee, based on the performance rating.
Annual goal setting:
In the month of April/may every year, after annual planning and budgeting rounds, all
teams identify their KRA‟s and goals of the forthcoming financial year. This process occurs by
offline.
Then the employees fill their goal setting documents in the „Poornata system‟ listing the
KRA‟s, Goals, Measurement criteria, Assigning weights and due date for completion of specific
goals as already discussed offline.
Then they notify the same to their immediate supervisor and await approval
The manager recommends any changes if required or else approves the goals set in the document
The approved documents will be then available to the employees as well as their
managers for the reference throughout the year. These documents can also be viewed by
manager‟s manager for their indirect subordinates.
INSURANCE BENEFITS:
- Health Insurance
- Life Insurance
- Accident
 TRAINING &DEVELOPMENT
Training and development as a HR process contains several sub process .some of which
run simultaneously. These are socialization, training, career development as well as coaching and
monitoring.
Meaning of Training & Development:
Training is a systematic modification of behaviour through learning which occurs as a
result of education instruction development and planned experience. Training is an act of
increasing knowledge & skills of an employee for doing a particular job.

Training is of three forms:
 Functional:
This training is related to the employee work.
 Behavioral:
Training like on behavioral and soft skills is given to the employees.
 Organization:
This training is as per the needs of the organization like Safety, WCM-world class
manufacturing Policy of the organization quality needs for the new employees, induction
program will be given, i.e., the candidate will visit every department. The main objective of the
induction program is to familiarize with each department of organization, which will facilitate
him to smooth transaction to his area of work.
Areas of training:
I. Training in company policies and procedure
II. Training in particular skills
III. Training in human relations
IV. Training in problem solving
V. Managerial and Supervisory training
VI. Apprentice training
Methods and Techniques of Training:
As a result of research in the field of training, a number of programmes are available. Some of
these are new methods. The training programmes are classified into two major categories.
1. ON JOB TRAINING:
a. Job rotation
b. Coaching
c. Job instruction
d. Training through step by step
e. Committee assignments
f. Orientation Training

2. OFF JOB TRAINING:
a. Visible
b. Role playing
c. Lecturer methods
d. Conference or discussion
e. Programmed instruction
f. Films and Television
g. Simulation
Training and Development is usually undertaken after performance appraisal. Based on
rating and after scrutinizing their performance, training is given as per individual needs. The
employee will identify the area where they are lacking, depending on that they write and give it
to Section Heads of Training & Development. It‟s the responsibility of section Heads to identify
the requirement of employees and given them Training.
The Heads will prepare a Training Calendar for the whole year the calendar goes to the
various departments to take the approval. After communicating with respective department the
training sessions are fixed and training is given to employees.
Usually the company organizes faculties for training, if they are organizing external
faculties, the Functional head HR has to take permission of president after approving it then it
will be communicated to GM‟s, SH‟s, and Officer.
 FINANCE and ACCOUNTS:
Purchase requisition:
Following steps are taken into consideration while placing the order to suppliers
 Requirement from the department
 Concern department will rise the purchase requisition in SAP
 Minimum three quotation is required
 Compare the chart as per the requirement
 Placing the order to the best supplier
Supply to the store within 15 days, 7 days or 30 days as per the schedule prepared by them.
Marketing activity:
In this activity their job is to Fright Bill passing to Transporters.

Each location has different Fright payment it is depends upon the location, geography
where they deliver from the plant.
In this plant the department will record and maintain the Trail Balance in monthly,
quarterly basis and the final balance sheet at the end.
CENTRAL EXCISE RETURN:
It is a return where UltraTech Cement Ltd.,(BSBT) files in five different types to get
back their money or to recover from the Government on which they spent as Excise duty for
buying and selling their goods.
Excise Return 1 and 6 will prepare monthly before 10 of every month and Excise Return
5, 4 and 7 prepared in annual basis.
ER-1
Receipt and Dispatch of materials for movement of excisable goods, for making Excise
Duty payment
ER-4
Annual financial information statement, This statement having detail about the Income
and Expense and also Inventory detail
ER-5 Major input detail for the year
ER-6 Only Quantity part and related to RE-1
ER-7 Annual installation capacity statement (metric tonnes)
SERVICE TAX RETURN:
UltraTech cement ltd.,(BSBT) pays the Service Tax in every month and file a return in
half yearly Reverse charge mechanism for example Man power supply, 75% Service Tax paid by
the service receiver and remaining 25% paid by service provider.
ASSET ACCOUNTING:
An asset is a resource controlled by the entity as a result of past events and from which
future economic benefits are expected to flow to the entity.
DEPRECIATION ACCOUNTING:
As per Income Tax the Organization will maintain and charge depreciation on the assets
under Written down value method
As per books of account they charge depreciation under Strait line method.

Internal Audit will be done by “DEOLITTE and SANKINES”
Tax deducted at source (TDS)
TDS payment before 7th
of every month and TDS return once in a three months on 15th
 ELECTRICAL and INSTRUMENTATION:
ELECTRICAL:
Supply and Control of Electricity in the plant
It is taken care by electrical department particularly qualified persons like technical engineer.
Regular checkup should be done periodically in order to have an smooth functioning in the plant.
HIGH SPEED DIESEL (HSD)
BESCOM
DIESEL
GENERATOR
POWER CONTROL
CIRCUIT
UNIT-1
UNIT-2

Diesel Generators are used when lack of electricity supply from Bescom.
When there is no power supply the UltraTech Cement ltd.,(BSBT) will generate the own power
for running the machineries for packing and dispatching the Cement. This diesel generator will
generate the power capacity of 600 KV and 125 KV for running its operations.
INSTRUMENTATION:
Programmable logical controller (PLC) this program are used to find out the problem in the
machinery if any, this program also useful for control and identify the activity of the machinery.
SCADA: Supervisory control and data acquisition system
MANAGEMENT INFORMATION SYSTEM:
UltraTech Cement Ltd.,(BSBT) is user two LAN networks they are
 BSNL
 VODAFONE
BSNL is a primary wired network with 512 KBPS
VODAFONE is a secondary wireless network with 1 MBPS
INFORMATION SECURITY:
FOREWODR
It recognizes its dependency on information system to enable effective operation of its
business
Protected from:
 Destruction
 Corruption
 Unauthorized access and breach of confidentiality, whether accidental or deliberate
 MECHANICAL:
In this department all the works are done through mechanically from unloading of Raw
Cement to dispatch of cement bags which are having a capacity of 49.7 KG to 50.2 KG
There are Four Silos in UltraTech Cement Ltd., in that three were used for OPC cement
product and One for PPC cement product.

AIR BLOWER
AIR SLIDERS
BELT CONVERE
WAGON WAGON
UNLOADING
PIT
UNLOADING
PIT
BUCKETELEVATOR
SILO 1
(OPC)
SILO 2
(OPC)
SILO 3
(PPC)
SILO 4
(OPC)
PLANTELEVATOR
VIBRATE SYSTEM
BIN
DISPATCH
SPOT

 QUALITY CONTROL, WORLD CLASS MANUFACTURING and
SAFETY
Quality Control is a safety measure, in UltraTech Cement Ltd., this measure is to be taken for
controlling the quality of Ordinary Portland and Pozzolana Portland cement these are two
different quality of cement and it should not be get mixed while unloading and dispatching the
cement.
Concrete owes its strength and durability to one essential ingredient- Portland cement.

 WORLD CLASS MANUFACTURIN
8 COMPONENTS OF WORLD CLASS MANUFACTURING
 SAFETY:
There is various Safety measures are taken in to account for avoiding accidents in the
Organization and to achieve zero accident in the plan.
HAZARD IDENTIFICATION AND RISK ASSESSMENT (HIRA):
 Description of job and activities
 Identification of HAZARD
 Identification of existing control measures
 Assessment of the risk based on existing control measure

 Identification of additional control measure
 Assessment of residual risk considering additional control measure
 Assigning priority to the additional control measure
ABG‟s safety commitment
For us life of our people and their families are of paramount importance. As an
organization, we are commited to achieve safety excellence in our business. We have
embedded safety as an integral part of business and we expect that one of us, irrespective
of functional area, shall abide by organization safety policy and principles.
We also understand that good safety is achieved only through continued commitment,
practice and demand.
We want that each leader demonstrates:
 value and respect for safety system
 High level of compliance to safety standards. Rules and producers
 safety as non negotiable aspect
Each and every individual working with the organization shall contribute through responsible
behavior “on‟‟ and “off‟‟ the site.
We aim for zero fatality; zero fatality; zero injury and „‟zero excuses‟‟.
They have given safetyhelmet,shoes, nose musk, ear plug, jackets etc in order to have safety
to their employees.
MACHINE GARDING:
The safe gards were used for protecting the employees from the risk where they working
at the machines
LOCK OUT AND TAG OUT:
It is a safety measure taken at the time of repairing or installation of machineries where
the control switch of the machinery is some were else this lock out and tag out safety measure
will be taken in to account for giving Caution that this work going on at this place and do not
touch the any switch and also parts of the machineries

Employees at work should wear the safety helmets, shoes, and jackets to avoid the
accidental incidents and protect them self.
There are other Safety measures are under:
 Permit to work
 Rail safety
 Contractor safety measure
 Lifting of goods
 Hot work
 Confined space
 Electrical safety
 Safety observation norms
 Job cycle check etc…

CHAPTER-4
SWOT ANALYSIS
INTRODUCTION:
A SWOT Analysis is a simple, but effective tool when strategic planning. Many
individuals, group and organizations use the SWOT Analysis to evaluate Strengths, Weaknesses,
Opportunities and Threats when faced with a project that has a specific objective in mind.
SWOT can be categorized into two distinct categories; they are internal and external forces.
For instance, internal forces include strengths and weaknesses, external forces include
opportunities and threats. Many times a SWOT Analysis in tree structure form or simply listed as
categories within a document.
STRENGTHS:
 The company production facilities are spread across 11 integrated plants, 1 white cement
plant, 12 grinding units and 5 terminals 4 in India and 1 in srilanka.
 Aditya birla conduct the national high way development program.
 Increasing the production annually. Annual production capacity is 23.10 million tones per
annum.
 Ultratech can directly deal with limestone dealers. So it is reducing the channel cost.
 Ultratech‟s manufacturing plant uses ultra modern.

 Company exports over 2.5 million tones per annum which is about 30 % of the country‟s
total export.
 Aditya Birla Group is the 8th
largest cement player in the world.
Weakness:
 Raw material not available in all the place
 Aditya birla cement branded finished products cost is very high.
 Cement industry is highly fragmented
 Lack of marketing mix.
Opportunities:
 It can sign MOU‟s (Memorandum of undertaking) with government regarding supply of
cement for government work.
 It can also maintain the position of competition in the market.
 Regular demand of cement which in turn will increase foreign investment in this sector.
 Roads are undergoing through the transformation process through which the traditional
method of road building will be replaced by modern concrete roads.
Threats:
 Large number of players in cement industry makes it more completion for Ultratech.
 Cheap priced brand are capturing like a large chunk of lower income customer base.
 Players such as JAYPEE cement and PRISM cement are eating up considerable market
share.
 Transportation cost is high.

CHAPTER-5
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS
 Aditya birla is the first and only the cement in India 1000 retails/outlets that stock
primary constitution materials.
 Aditya birla is the largest white cement producer.
 Aditya birla group focus on higher productivity, value engineering, inspired workforce
and deep relations with our stakeholders has proved that it is possible to be cost
conscious as well as quality conscious.
 Organization gives the opportunity to share their individual opinion to improve the
organization behavior.
 Meetings are conducted with management people to achieve goals, which is helpful to
clarify their doubts
5.2 SUGGESTIONS
 The management should design training and development programs and career
development programs on identified skills or knowledge needs.
 Aditya Birla group should Promote the employees based on performance and not just
on experience.
 Up-graduation of technology in order to maintain the quality product at reasonable
price over the competitor in order to sustain in the market.
 Aditya Birla group has given the opportunity to the every employee to participate in
the other activity.
5.3 CONCLUSION
The ultratech cement is one of the leading manufacturer of grey cement in the world. It is also an
best Engineers choice of cement. Today group emphasizing more towards of safety of its
employees and contract employees associated with them in the present changing market
scenario.

Human resources plays an important role in recruitment if right candidates to meet the
organizational changing requirement and to retain the exceptional contributors.SAP has installed
in the august 1996 by which all the department will work efficiently this technology will help in
increasing the production and reduction in the cost and operating. Company‟s research and
development (R and D) activities are expanding line with its growing operation these are focused
on development and new product and procured that creates value for its customers‟ The company
has the opportunity to become market leader in cement industry throughout globally as Ultretech
was the leader .the leader and it will be the leader in India

An Organisation study at ADITYA BIRLA ULTRATECH LTD

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An Organisation study at ADITYA BIRLA ULTRATECH LTD