Dissertation ON NALCO IN H.R DEPARTMENT

INTRODUCTION:-

OBJECTIVES AND IMPORTANCE OF THE PROJECT

To know the rules and guidelines as regards to Employee Satisfaction Policy being followed in NALCO.

To know the major Government guidelines being issued to follow in Public Sector Undertakings.

Flexibility of NALCO’s Employees Satisfaction Policy to accommodate the changes those are taking place in the field of Employee Satisfaction nationally and globally.

SCOPE OF THE STUDY

The scope is limited to NALCO’s Corporate office. The study covers one of the significant HR subsystems “Employee Satisfaction” to achieve organizations goal and objectives. The aim of the study is to measure the effectiveness of the subsystem that is realized in different functional departments.

METHODOLOGY

It is a systematic study which guides the scientific accuracy of investigation. It refers to the body of methods used in the study and maximum care has been taken to make the study systematic and scientific. The data for the present study has been collected from HR officials working in Corporate office in Bhubaneswar & survey method through questionnaire.

SOURCES OF DATA COLLECTION

For preparation of this project entitled “Employee Satisfaction process” in NALCO. I have collected different data and information through primary source by preparing the questionnaire and information there on and through personal interview with different officials in HRD Department of NALCO. As regards the secondary source, I have gone through different brochures, magazines and website of the company.

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EXECUTIVE SUMMARY

This project gives an overview of “Employee Satisfaction Process in NALCO” How general process of satisfaction of employees is managed for Alumina & Aluminum Industry. Information of various criteria’s planned and formulated before the selection process is initiated. The project provides an insight of various strategies to be developed to fill in recruitment executives and non-executives for growth and development of an organization.

However, this project has various constraints as there is some confidential information which the company doesn’t want to reveal. All study is based on interaction with HR executives and data provided by Senior HR Manager of NALCO

Special thanks to NALCO Management and HR department for cooperating with me for completion of this project.

1. COMPANY PROFILE

ABOUT THE ORGANISATION

01. Name : National Aluminum Company Ltd.02. Location : Corporate Office at Bhubaneswar, Mines & Refinery Complex at Damanjodi, Aluminum Smelter & Captive Power Plant a At Angul & Port facilities at Vizag.03. Regd. Office : Bhubaneswar

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04. Regional Offices : Delhi, Kolkata, Mumbai, Chennai, Bangalore05. Ownership Pattern: Public Sector, a wholly owned Government of India Company.06. Main Promoter : Ministry of Mines, Government of India, New Delhi.07. Top Management: Mr. A. K. Srivastav, CMD08. Foreign Collaboration: Aluminum Pechiney, France (Now ALCAN)09. Production Centre: Damanjodi & Angul10 Port : Paradeep, Vishakhapatnam & Kolkata 11 Different Units : (a) Bauxite Mines, Panchpatmali, Koraput (b) Aluminum Refinery, Damanjodi (c) Aluminum Smelter, Angul (d) Captive Power Plant, Angul (e) Port Facilities, Vishakhapatnam.

After the discovery of large bauxite reserves in the East Coast in 1975, the Government of India during the year 1979 prepared the flexibility report and considered to establish an integrated Bauxite Aluminum complex in the State of Orissa. In January 1980, the visit of President of France to India saw the sight of a memorandum of undertaking for initiating discussion on technological collaboration and financing for the project. In November 1980 the Government of India sanctioned the establishment of Orissa Aluminum Complex. Finally the project was christened and registered as the National Aluminum Company Ltd. On 7th January 1981 in collaboration with Aluminum Pechiney of France impotent one of the largest multi location integrated

Aluminum Project of the world with its own Captive Power Plant and Port facilities. At Damanjodiof Koraput on 29 March 1981 which show new path to the History of India’s Aluminum Industry as well as to NALCO.

NALCO’s original project of Rs. 2408 crores was partly financed by 980 US Million Dollars extended by a constitution of International Banks. The company had paid back overseas loans by 1998. Their after the company is going steady with major expansion plan with an internal fund involving an investment of over Rs 3700 crores.

Different statements of NALCO state its production in a phased manner commencing from Nov. 1985. Within a short span of time NALCO has emerged as a leader in the field of Aluminum production in India and has also made significant impact abroad. With it’s consistent track record on quality assurance excellent thrust on customer services export performance and posting of profits, not only the company has earned a substantial foreign exchange but also earned many laurels in the form of rewards and awards. The details of which are depicted as the largest integrated Bauxite-Alumina-Aluminum Complex in

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Asia. NALCO are dedicated to the nation by the Prime Minister of India late Sri. Rajiv Gandhi in June 1989. Now Nalco is dealing with it’s product in more than 30 countries world wide including the UK, the USA, France, Norway, Italy, Switzerland, Brazil, Belgium, Russia, Australia, China & Japan.

National Aluminium Company Ltd. (Nalco )

It is considered to be a turning point in the history of Indian Aluminum Industry. Nalco was incorporated in 1981 in the Public Sector, to exploit a part of the large deposits of bauxite discovered in the East Coast. As a public sector enterprise of the Government of India, National Aluminum Company Limited (Nalco) is Asia's largest integrated aluminum Complex, encompassing bauxite mining, alumina refining, aluminum smelting And casting, power generation, rail and port operations. And Captive Power Plant situated in the state of Orissa along with Port Facilities at Vishakhapatnam, all in India.

The initial capacity of Bauxite Mines was 2.4 million ton/year, Alumina Refinery of 0.8 million ton/year, Aluminum Smelter of 0.23 million ton/year and Captive Power Plant of 720 MW. The commencement of aluminum sale took Off in May, 1987 and Export of Alumina started in January, 1988. NALCO took up 1st Phase of Expansion Project of US $ 1 billion in 1996 Funded mainly through internal resources. In the 1st Phase of Expansion, Bauxite Mines capacity was enhanced to 4.8 million ton, Alumina Refinery to 1.575 million ton, Aluminum Smelter to 0.345 million ton and Captive Power Plant to 960 MW.

Alumina produced by NALCO is partly used for Aluminum production and partly exported to various countries because of its world class quality and competitive price. Similarly, Aluminum produced by NALCO has different end products like wire rod, ingots, sow ingots, Rolled products etc. which are sold both in domestic as well as international markets. Price and quality wise NALCO products are internationally acclaimed and competitive.

NALCO is engaged in its own R&D activities as well and has the pride to have few patents also. In recognition of the interest of the society, NALCO assigns high importance to protection, maintenance and promotion of environment. NALCO has the rare privilege of getting award from Govt. of India for export for Consecutive 19 years.

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Consumption participation in innovative farming, pisciculture, social forestry and sanitation programmes apart, encouragement to sports, art, culture and literature are all a part of Nalco’s involvement with the life of the community. Successful operations of the company have led to employment and income generation for the local people in many significant ways.

BRIEF HISTORY:- After the discovery of 1000 million tons of bauxite reserves in the Eastern Ghats, the Govt. of India on 28th March 1978, authorized Aluminum Pechiney of France to prepare a feasibility report on the industrial exploration of bauxite for the establishment of an integrated Aluminum Complex.

The result of this study led to shifting of focus of attention to Panchpatmali, 30km. east of Koraput District of Orissa, Nalco was incorporated in 1981 as a public sector unit. The newly founded NALCO signed an agreement of collaboration with Aluminum Pechiney, the world leader in this field for incorporated o technical know-how to sat up Asia’s Largest integrated Aluminum Complex.

LOCATION:-

Registered Office …………………………………………………….BhubaneswarBauxite Mine………………………………………………………….PanchpatmaliAluminum Refinery………………………………………………….. DamanjodiCaptive Power Plant…………………………………………………..AngulAluminum Smelter…………………………………………………….AngulPort Facility…………………………………………………………….VisakhapatnamRolled product unit……………………………………………………...Angul

QUANTITATIVE DETAILS;-

Achievement’s of NALCO ---

1980

A Memorandum of Understanding was signed in January, by the Government of India for technical collaboration and financing of an integrated alumina-aluminum complex with

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Aluminum Pechiney of France. NALCO presently has its units of captive power plants (each of 120 MW capacities). To meet the increased demand for power, a 6th plant of 120 MW was undertaken.

1981

The Company was Incorporated on 7th January, as a wholly owned enterprise of Government of India. The Company Manufacture aluminum hydrate, calcinated alumina, aluminum ingots and aluminum wire rods.

1993

NALCO signed a project co-operation agreement with Hydro Aluminum AG, Norway to carry out a joint study for feasibility of setting up a 100% export oriented aluminum plant of 0.9 million tonnes per annum capacity.1,28,86,19,200 No. of shares allotted.

1994

The Company proposed to undertake expansion of bauxite mine from 2.4 million tpa. to 4.8 million tpa. and alumina refinery from 8,00,000 tpa. to 13,50,000 t.p.a. This was subject to necessary clearances. It was proposed to undertake expansion of aluminum smelter capacity from 2,30,000 t.p.a. and that of captive power plant from 6 x 120 MW to 8 x 120 MW. To augment the smelting capacity, debottlenecking of smelter by addition of balancing equipment was under implementation. The debottlenecking programme was to enhance the smelter capacity of 2,30,000 tpa.The Company in collaboration with various government agencies was setting up facilities for extraction of gallium metal with an annual capacity of 950 kg. at Damanjodi unit.

1995

A Smelter plant at Angul was undertaken with a capacity of 26000 TPY of strip casting facility.A special Alumina plant at Damanjodi was undertaken with a capacity of 20,000 TPY. The Company is planning to set up a 100% Export Oriented Unit for aluminum rolled products based on its own liquid metal in equity participation with International Aluminum Products Ltd. (IAPL).

1996

The proposal to expand the capacities of bauxite mine at Panchpatmali from 24 lakh

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tones to 48 lakh tones and alumina refinery at Damanjodi from 8 lakh tones to 15.75 lakh tones was approved by the Government on 18.12.1996. The Company's proposed to expand its smelting capacity to 3.45 lakh tones and power generation from 720 MW to 840 MW was cleared by PIB. Also, a market development cell was set up to explore and define marketing strategies for special products like Zeolite, gallium, special alumina etc.

1997

Subject to necessary approvals being obtained the company proposed to convert 50% of its existing equity capital into debt. The public sector aluminum giant, National Aluminum Company (NALCO) set up in technical collaboration with Pechiney, France is the largest integrated aluminum company in Asia. National Aluminum Company (Nalco), India's largest producer and exporter, got the ISO 14001 certification for environmental excellence. The National Aluminum Company, Bhubaneswar, signed an agreement of national importance with the NRDC for licensing from the NRDC the knowhow to manufacture gallium from the sodium alumina plant.

1998

The company has been forced to curtail its power generation capacity due to a drastic reduction in intake by Gridco - the nodal power transmission and distribution agency in Orissa.National Aluminum Company, the country's leading manufacturer, exporter of alumina and aluminum, has bagged the top export award of Chemical and Allied Products Export Promotion Council (Capexil) for 1997-98. This is the 11th time in succession that Nalco has won this award.

1999

The rating indicates highest safety. The National Aluminum Company Ltd (NALCO) a Government of India undertaking is setting up a plant for extraction of gallium at its aluminums refinery complex at Damanjodi. The National Aluminum Company (Nalco) will take over International Aluminum Products (IAPL), a joint venture company set up with Mukand Steel, by buying out stakes of all other investors including Mukand Steel. The company established new records in bauxite mining, alumina production and exports, metal production witnessed a downtrend due to the pot failures at Angul.

2000

The Company will commission the plant of its recently-acquired Indian Aluminum

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Products Ltd. by March 2001 and produce value-added aluminum products like sheets and rolls.The Officers went on an indefinite hunger strike from November 17. NCD programme of National Aluminum Company Ltd.

2001

A public sector aluminum company making a foray into detergent business sounds out of place. But if senior officials of National Aluminum Company (Nalco) are to be believed, the country’s second largest aluminum company will be doing that at its zeolite plant scheduled to start operations in July end.

2002

Nalco's alumina refinery capacity increased to 15.75 lakh tone. Department of Company Affairs (DCA) approves the merger of International Aluminum Products Ltd (IAPL) with National Aluminum Company Ltd (Nalco). Cabinet panel approves Nalco disinvestment roadmap. Hindalco acquires 4% stake in Nalco. Govt. decides to postpone Nalco divestment

2003

Commissions one unit of Captive Power Plant with a capacity of 120 MW and 120 pots of Smelter with a capacity to produce 57,500 MT of Aluminum per year. Nalco members okay delisting of securities from stock exchanges of Bhubaneshwar, Delhi, Calcutta & MadrasNational Aluminum Company (Nalco) awarded the Niryat Shree award for two straight years, 2000-01 and 2001-02. The award has been awarded by the Federation of Indian Export Organization (FIEO) for excellence in exports

2004

National Aluminum Company Limited (NALCO) has informed that Madras Stock Exchange Limited vide its letter dated December 22, 2003 have withdrawn the admission granted to dealings on their exchange for the securities of NALCO . National Aluminum Company Ltd has informed that the Delhi Stock Exchange vide their letter dated February 10, 2004 have approved the delisting of the securities of the company from their exchange.

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2005Nalco inks agreement with NMDC. Nalco gets five-star export house status. Nalco gets Capexil award. Nalco, Jindal cleared to set up aluminum plants in Vizag. Nalco to build coal block in Orissa

2006Nalco gets EEPC award

2008National Aluminum Company Ltd (NALCO) has appointed Shri. S Vijay Kumar appointed as Part-time Official Director of the Company with immediate effect vide Order dated January 23, 2008 of Ministry of Mines, Government of India.

2009National Aluminum Company Ltd (NALCO) has informed that Shri. A K Sharma has been appointed as Director (Production) of the Company with effect from May 01, 2009 vide Order dated February 11, 2009 of Ministry of Mines, Government of India. National Aluminum Company Ltd (NALCO) has appointed Shri Ansuman Das as Director (Commercial) of the Company with effect from October 28, 2009 vide Order dated October 27, 2009 of Ministry of Mines, Government of India.

2010National Aluminum Company Ltd (NALCO) has informed that Shri Sundeep Kumar Nayak, Joint Secretary, Ministry of Mines has been appointed, with immediate effect, as Part-time Official Director of the Company vice Shri V. K. Thakral, former Joint Secretary, Ministry of Mines vide Order dated January 07, 2010 of Ministry of Mines, Government of India.

NALCO TODAY

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Today NALCO is considered to be during point in the 50 years old history of Indian Aluminum Industry . in a major leap forward, Nalco has not only addressed it self to the country’s need for self sufficiency in Aluminum but has also given the country, the technology edge in making this strategic metal on the best of the world standards.

With this consistent track record in capacity utilization , technology absorption, quality assurance, export performance, serving of loans, internal resource generation & posting of profits.

Now Nalco has emerged as the largest integrated Bauxite Alumina Aluminum Complex in Asia, evading India to witness a quantum jump in Alumina * Aluminum production. Nalco for the first time created exportable surplus in Alumina and help to focus on his massive Bauxite resources in the East Coast estimated at 1600 million tons for setting up export oriented Alumina Plants.Today Nalco is created with best technology based self-sufficiency international orientation, regional development and environmental care, accent on future growth and above all a committed work force.

GLOBAL LINKAGES:

Nalco has a strong global presence. The company today has a boasts of customers in more than 50 countries world-wide. Nalco has its contents with regards to the technological association with the country named USA, France, UK, Germany, Hong Kong etc. With regard to Aluminum export the countries are Belgium, UK, Switzerland, Bangladesh, Singapore, Sri Lanka, Italy, Saudi-Arabia, Pakistan, Thailand, Indonesia, Dubai, Myanmar. With regard to Alumina export the countries are USA, Brazil, Norway, France, UK, Egypt, Bahrain, Switzerland, Indonesia, Hong Kong, Australia, Japan, North Korea, Russia, China, Dubai, Finland, Philippines, Iran etc.

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LOCATIONAL ADVANTAGE:

The Alumina Refinery is close to Bauxite Mines at Damanjodi where as the CPP & Smelter at Angul are in proximity to Talcher coalmines in Orissa. This split location gives a tremendous advantage. This ensures minimum movement of bulk materials like coal and bauxite as well as transmission of power thereby reducing transportation costs.

Angul today is a fairly big and bustling town on the NH NO. 42 which is the main highway connecting BBSR with Raipur, Sambalpur, Sundargarh and Rourkela. Nalco has established its Smelter Plant, CPP and its township close to the NH. The place is easily accessible from Cuttack & BBSR by road and by rail.

VISION;

To be reputed globally in metals and energy sectors.

MISSION: To achieve sustainable growth in business through diversification, innovation and

global competitive edge. To continuously develop human resources, create safe working conditions,

improve productivity and quality and reduce cost and waste. To satisfy the customers and shareholders, employees and all other stakeholders. To be a good corporate citizen, protecting and enhancing the environment as well

as discharging social responsibility in order to ensure sustainable growth. To intensify R&D for technology development.

VOLUME OF WORK:

Earth work: 113 lakh cubic meter.Concrete: 7.5 lakh cubic meter.Structured steel work: 11,01,000 tones.Tankages: 24,000 tones.Piping: 400 kilometers.Railway track: 90 kilometers.Rolling Stock: 326 Alumina wagons.

40 Caustic soda wagons 37 Bottom discharge coal wagons

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9 Shunting locomotives.

OBJECTIVES:

1. To maximize capacity utilization.2. To place leadership values in action.3. To have global presence and earn foreign exchange.4. To have a positive environment in the organization to attain success.5. To optimize efficiency and productivity.6. To scale new heights & achieve the desired position among competitors.7. To install financial discipline at all levels.8. To be a leader in customer satisfaction and cost efficiency.9. To promote a steady growth in business. 10. To promote a result oriented organizational ethos and work culture.

DIFFERENT UNITS OF THE COMPANY:-

BAUXITE MINES:

On Panchpatmali hills of Koraput district on Orissa, a fully mechanized opencast mine of 2.4 million tpa capacities is in operation since November 1985, serving feedback to Alumina Refinery at Damanjodi located on the foot-hills. Presently, the capacity is being expanded to 4.8 million tpa.

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The Salient Features are:

Area of deposit - 16 sq. km. Resources – 310 million tones. Ore quality – Alumina 45%, Silica 2%. Mineralogy – Over 90% Gibbs tic. Over burden – 3 meters (Average). Over thickness 14 meters (Average) Transport – 14.6 km long single flight multi0curve cable belt conveyor 0f 1800

tph.

ALUMINIUM REFINERY

The 8,07,000 tpa Aluminum Refinery, having three parallel streams of equal capacity is located in the picturesque valley of Damanjodi in Koraput district. In operation since 1986 the refinery is designated to;

Provide Alumina to Companies Smelter Plant at Angul. Export balance Alumina to overseas markets through Vishakhapatnam port.

Presently, the capacity is being expanded to 15, 75,000 tpa.The Salient Features are:

Atmospheric pressure digestion process. Pre-desolation and inner-stage cooling for higher productivity. Energy efficient fluidized bed calciners. Co-generation of 3* 18.5 mw power by power by use of back pressure to turbine in

steam generation plant.

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Aluminum Smelter Plant

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The aluminum smelter plant is located at Angul, Orissa, which is approximately 699 kms. From the refinery plant, 5 kms. From the captive thermal power plant The aluminum smelter entered into production progressively from 1987. Presently, the aluminum smelter is producing about 2,30,800 tones per annum. Alumina is converted into primary aluminum through a smelting process using electrolytic reduction. Presently, the capacity is being expanded to 3, 45,000 tpa.The salient features are :

Advanced 180 KA cell technology.

Micro-processor based pot regulation system. Fume treatment plant with dry-scrubbing system for pollution control and

fluoride salt recovery. Integrated facility for manufacturing carbon anodes, bus bars, anode terms etc. 4 x 35 tone and 4 x 45 tone furnaces and 2 x 15 tph and 2 x 20 tph

ingot casting machines. 26,000 tpa strip casting machines

With the acquisition and subsequent merger of International Aluminum Products Limited (IAPL) with Nalco, the 50,000 tpa export-oriented Rolled Products Unit is all set to produce foil stock, fin stock, can stock, circles, coil stock, cable wraps, standard sheets and coil.

CAPTIVE POWER PLANT15

Aluminum smelter plant and coal based captive thermal power plant at Angul are strategically located. Captive thermal power plant is located approximately 5 kms. Away from aluminum smelter plant. The Company has constructed captive thermal power plant adjacent to smelter plant to enable it to access to low cost electric power and minimize transmission lossesThe captive thermal power plant commenced operations in 1986. Presently, the captive thermal power plant has an electric power generation capacity of 1,080 MW by way of nine turbo-generators, each rated at120 MWWhile the captive thermal power plant provides entire electric power requirement of aluminum smelter approximately 15 kms. from Angul. The 18.5 kms. Captive railway system links captive thermal power.

Close to the Aluminum Smelter at Angul, a Captive Power Plant of 600 MW capacity, comprising 5 x 120 MW clusters, has been established for firm supply of power to the Smelter. Presently, the capacity is being expanded to 960 MW.

The Salient Features are:

Reduction in De-mineralized water consumption due to improved operation & maintenance.

Replacement of HPMV lamp with high pressure HPSV lamp. Micro-processor based burner management system for optimum thermal

efficiency. Computer controlled data acquisition system for on-line monitoring Automatic turbine run-up system. Specially designed barrel type high pressure turbine. Electrostatic precipitators with advanced intelligent controllers.

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The water for the Plant is drawn from River Brahmani through a 7 km long double circuit pipeline.

The coal demand is met from a mine of 3.5 million TPA capacity opened up for Nalco at Bharatpur in Talcher by Mahanadi Coalfields Limited.

The Power Plant is inter-connected with the State Grid.

PORT FACILITIES:

On the Northern Arm of Inner Harbour of Vishakhapatnam port on the Bay of Bengal, NALCO has established mechanized and ship handling facilities for exporting Alumina in bulk and importing Caustic soda.

The Salient Features are:-

Maximum ship size – 35000 DWT. Alumina reception – 48 * 53 ton pay-load Wagons. Alumina storage – 3 * 25000 ton RCC silos. Ship loading rate – 2200 tph.

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ROLLED PRODUCT UNIT:

Nalco has get up a 50,000 MT per annum Rolled Product Unit, integrated with the Smelter Plant at Angul, for the production of Aluminum cold sheets and coils from continuous caster route on the advanced technology of FATA hunter, Italy.

100% Export Oriented Unit

Capacity: 50,000tpyProduct Mix: Aluminum Alloy Coils & SheetsRolling Mills Completed: April 2002Product Launched: November 2002Caster Commissioning: Approval of revised cost of Rs398.36 crore awaited

o Located close to the Smelter Plant at Angulo Acquired from IAPL in March 2000.

ALUMINUM INPUTS:

The aluminum industry in India can be classified as: Captive power, ample bauxite reserves, coupled with cheap labour costs makes Indian Companies amongst the most competitative Aluminum producers globally.

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The main raw material for the manufacture of Aluminum includes bauxite, caustic soda, calcinated petroleum coke, coal tar pitch and LS/FS furnace oil. The production process for manufacture of aluminum is briefly outlined below.

The mined bauxite are mixed with caustic liquor and is refined to produce alumina, this is then smelter (through electrolysis in a smelter) to obtain aluminum. Depending on the quality of bauxite, 2.5-3 tones are required for manufacture of 1 tone of alumina. In turn, 2 tons of alumina are requires for manufacture of 1 tone of aluminum.

BAUXITE:

Indian bauxite reserves at 3 ban tones are the 5th largest in the world reserves. Most aluminum refineries are designed around the bauxite reserves to reduce transportation costs. Cost per ton of bauxite varies for players depending on the location of refinery and bauxite mines.

For example, Nalco has estimated 1600 million tones of bauxite reserves only 20km from alumina refinery, enabling it to become one of the most economical bauxite producers in the world.

POWER:

Power constitutes the single largest cost component for aluminum manufacturers (35-40% of operating costs). Almost all the major Indian companies have Captove Power Plants thus giving them access to cheap power. This makes India one of the most competitive low cost Aluminum producers in the world.

Hindalco & Nalco’s production costs are amongst the lowest in the world. Both companies have the advantage of 100% Captive Power, vital in a power intensive Industry and in a power deficit country like India.

Bauxite and calcinated petroleum coke are primary raw materials for this industry. However, alumina is raw materials for smelter and aluminum metal is raw material for fabrication.

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FUEL USAGE:

Coal, furnace oil and electricity are primary energy inputs in Aluminum Production. Coal is primarily used to generate steam which is used in the process while fuel oil is mainly used in calcinations of Alumina and various furnaces in fabrication plants. Electricity is the major energy input in Aluminum production and is considered to be prime factor in determining economics of Aluminum Production. Hence, all primary metal producers have installed their own captive Power Plant to supply cheaper and uninterrupted is supplied for their use. Majority of electricity consumed in this industry is supplied by their Captive Power Plant.

TECHNOLOGICAL STATUS

Invented over 100 years, Bayer Hall-Heroult is the only available commercial technology, even today, for the production of Alumina is the basic raw material for the production of Alumina obtained from bauxite, a mineral the Bayer route, which is an extractive hydro-metallurgical process.

CORPORATE SOCIAL RESPONSIBILITY:

At Nalco, when we started our activities in Orissa 29 years ago, there was no such nomenclature like Corporate Social Responsibility or CSR. All that we knew was our Moral Responsibility towards the society. But today, CSR has become a buzzword in the corporate world. More and more organizations are waking up to this belated realization that beyond productivity and profitability, it is the social accountability that determines their image. Presently, even before the land is acquired and foundation-stone laid for a project, the company launches its CSR activities in the area. It is presumed that on a solid CSR foundation, a strong business empire can be built. As a policy, Nalco has been allocating 1% of its net profit of the year for periphery development activities of the succeeding year

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Out of this allocable fund: 40% is for Damanjodi sector, where the company’s Mines & Refinery are located; 40% is for Angul sector, where the company’s Smelter & Power Plant are located; and 20% is for other areas.

Navaratna Nalco has decided to set up a Corporate Social Responsibility Foundation by the end of April, 2010. For this, the company shall be allocating one percent of its net profit every year. So far, Nalco was spending one percent of its net profit for its periphery development programme. With the setting up of Nalco CSR Foundation, the amount now stands doubled. Moreover, the Govt guideline is to spend 5% of the net profit from mining revenue for CSR activities; whereas Nalco has decided to spend 2% from its overall net profit, which is much higher .

Building Nalco does not mean merely contributing to the aluminum capacity of the country. It has involved playing significant roles in the economic development of the areas where Nalco operates. Rehabilitation of displaced families, employment and income generation for local people, development of infrastructure, environment care and humanitarian goodwill missions have earned Nalco a place of pride, not only in the corporate world of India but also in the hearts of the people of Orissa.

Now, the doubling of CSR fund indicates that with the passing years, Nalco has become more mellowed and matured, sharing its success with the society at large.

BEYOUND ALUMINUM

Environment Management & Safety:

Nalco, since its inception, has taken adequate steps for pollution control and effective Environment Management. Nalco's technology associate Aluminum Pechiney (AP), France, with their experience of stringent pollution control standards in Europe, have ensured eco-friendly process technology.

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With the growing environmental awareness in India and framing of stringent and statutory regulations, Nalco achieved all statutory clearances before starting its production.

Strict adherence to approved EMP and constant monitoring has helped Nalco to achieve considerable success in the field of Environment Management.

The Company received Indira Priyadarshini Vrikshamitra (IPVM) Award from MOEF Govt. of India for the year 1994 for its contribution in the field of afforestation and wasteland development. The 960 MW Captive Thermal Power Plant of the Company also received the prestigious Indira Gandhi Paryavaran Puraskar (IGPP) for the year 2000 from MOEF Govt. of India for its outstanding contributions in the field of environment management. Besides these, the Company and its Units have received various National, State and Institutional awards for excellence in pollution control, Safety & Environment Management.

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NALCO PRODUCTS:-

Aluminium Metal:

Standard Ingots Sow Ingots Billets Wire Rods Cast Strips Cold Rolled Sheets

Alumina & Hydrate:

Calcinated Alumina Alumina Hydrate Detergent grade Zeolite-A. Specialty Alumina & Hydrates

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MAN-POWER:-

As regards the philosophy of NALCO in context of HR management, it is to attract competent personnel with growth, potential and develop their skills and capabilities in a congenial world and social environment through opportunities for training, recognition, carrier advancements and other incentives. It is also to develop and nurture favorable attitude among employees and to obtain their best contribution to the organization by providing stable employment, conductive working conditions, job satisfaction, quick redressal of grievances and through good pay structure and welfare amenities, commensurate with companies’ capacity to spend and the government guidelines. It is also to foster fellowship and sense of belongingness among all sections of employees with management and encouraging healthy trade union practices.However, the manpower status of the company as on end of May, 2011 is As Follows:-

Sl.No Category Position as on end 31st

May 2011

01 Executives 1875

02 Supervisors 840

03 Skilled & Highly Skilled 4064

04 Unskilled & Semi-skilled 1007

Total: 7786

Besides above the manpower status of the company unit-wise is reflected

In the Table Below:

Unit Executive Supervisor Skilled/Semi

skilled

Unskilled Total

Man 529 234 1696 18 2477

Smelter 654 258 2399 03 3314

CPP 405 177 868 02 1452

Corporate

& Other’s

287 170 86 - 543

Total 1875 839 5049 23 7786

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Organization Structure:

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CMD

D/R (Finance)

D/R (Personal Administration)

D/R (Production)

D/R (Project & Technology)

D/R (Commercial)

ED(Finance)

ED(HRD &

Administrtn.)

ED(Production)

ED(Project &

Tech.)

ED(Materials

)

ED(Mktng.)

GM

DGM

Asst. GM.

Senior Mgr.

Manager

Dy. Manger

Asst. Manager

Jr. Manager-Asst. Officer

HR Polices of Nalco

The department of HR in NALOC, functions with a number of rules, regulations and

policies both for the benefits of its employees and company as a whole. Those are, in

brief, as under:

I. HR Policy :

A) Recruitment and promotion rules for Executives.

B) Promotion Schemes for Non-executives to executives.

C) Recruitment and promotion rules for Non-Executives.

D) Verification of character and Antecedents.

E) Application Fee exemption for SC/ST.

F) Reimbursement of traveling Expenses to candidates for interview.

G) Joining Formalities.

H) Induction Programmer.

I) Probation Assessment for Executive.

J) Probation Assessment for Non- Executive.

K) Training and Development.

L) Annual Performance Appraisal-Executives.

M) Annual Performance Appraisal- Non-Executives.

N) Forwarding of Application for outside employment.

II. Conduct, discipline &Appeal Rules.

III. Leave &Leave Travel Concession (LTC) Rules.

IV. Wages &Salary Administration

V. Allowances (TA, DA, Conveyance Allowance, Cash Handing Allowance,

Night Shift Allowances etc.)

VI. Advances (HBA, Special Advance, Motor Vehicle Advance, Furniture

Advance, Multipurpose Advance etc.)

VII. Motivation Scheme (Incentive for Professional Qualification Fare Well Scheme,

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Performance Linked Benefit Scheme, Sarjana Scheme etc.)

VIII. Welfare Scheme (Medical Facility, Reimbursement of Educational fee,

IX. Scholarship, Group Insurance, Benevolent, Fund, Funeral Expenses,

Rehabilitation Scheme, Fare Well Scheme for Retiring employees etc.)

X. Retirement Benefits (PF, Group Gratuity Life Assurance Scheme, VR Scheme,

Post Retirement Medical Facility & Pension Scheme etc.)

EMPLOYEE SATISFACTION:Employee satisfaction is the method used to describe employee’s happiness and

contentment in fulfilling their desires and needs at work.

Employee satisfaction is a factor in employee motivation, employee goal

achievement and positive moral in the work place.

Employee satisfaction is a measure of how happy workers are with their job and

working environment. Keeping morale high among workers can be of tremendous

benefit to any company, as happy workers will be more likely to produce more, take

fewer days off, and loyal to the company. There are many factors in improving or

maintaining high employee satisfaction, which wise employers would do well to

implement.

To measure employee satisfaction, many companies will have mandatory survey or

face-to-face meeting with employee to gain information. Both of these tactics have pros

and cons, and should be chosen carefully. Surveys are often anonymous, allowing

workers more freedom to be honest without fear of repercussion. Interviews with

company management can feel intimidating, but if done correctly can let the worker

known that their voice has been heard and their concerns addressed by those in charge.

Surveys and meeting can truly get to the center of the data surrounding employee

satisfaction, and can be great tools to identify specific problems leading to lowered

morale.

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Many experts believe that one of the best ways to maintain employee satisfaction is to

make workers feel like part of a family or team. Holding office events, such as parties of

group outings, can help build close bonds among workers. Many companies also

participate in team building retreats that are designed to strengthen the working

relationship of the employees in a non-work related setting. Camping trips, paintball

wars and guided backpacking trips are version of this type of team-building strategy,

with which many employers have found success.

Of course, few workers will not experience a boost in morale after receiving more

money. Raises and bonuses can seriously affect employee satisfaction, and if a company

with widespread problems for workers cannot improve their overall environment, a

bonus may be quickly forgotten as the daily of an unpleasant job continues to mount.

If possible, provide amenities to your workers to improve morale. Make certain

they have a comfortable, clean break room, with basic necessities such as running water.

Keep facilities such as bathroom clean and stocked with supplies. While an air of

professionalism is necessary for most businesses, allowing workers to keep family

photos or small trinkets on their desk can make them feel more comfortable and nested

at their workstation. Basic consideration like these can improve employee satisfaction,

as workers will feel well cared for by their employers.

The backbone of employee satisfaction is respect for workers and the job them

perform. In every interaction with management, employees should be treated with

courtesy and interest. As easy avenue for employee to discuss problems with upper

management should be maintained and carefully monitored. Even if management cannot

meet all the demands of employees, showing workers that their being heard and putting

honest dedication into compromising will often help to improve morale.

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5steps to gauge employee satisfactionELOBORATE:-

Employee’s satisfaction surveys are the “in” thing with corporate now. An hr manager

can gauge employee satisfaction through the following five simple steps. All he need is

to keep an open mind and be willing to criticism.

Energy

If the area around the office cracking with energy and enthusiasm then it definitely

indicate that everyone one is ranging to go.

The spring in step definitely indicates that the person is charge of to face a multitude of

tasks. A spontaneous rendition of the latest popular song while being aleart and glued to

the monitor just indicate that the person is enjoying his job just like one would a song

and dance routine!

Smile

The curve is the most obvious indication of an employee’s satisfaction. Happy

employees make for happy work environment. The lake of a smile and an agitated

demeanor clearly signal that the employee is not happy about something within the

company, be it the individuals job or the work environment.

Banter

Office banter roughly includes coffee table and lunch room conservations and general

gossip. Keep track of the groups of employees who gravitate together out of common

interests. What is being discussed at these places will help the HR department effectively

pinpoint the levels of satisfaction within the office.

Willingness to take on extra load

Employees who are happy with their jobs don’t mind taking extra loads of the

same kind. Since they obviously enjoy what they are doing, they do not mind the extra

work once in a while!

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Faithfulness to deadliness

Adhering to deadliness is not a problem when a job is executed with enthusiasm.

Lack of motivation coupled with lethargy is kept at bay as the work is viewed not as

burden but as fun.

All these indicators in will prove effective only if the hr manager takes pains to

keep himself abreast of office happenings. Expecting genuine feedback through from

filling is asinine, as it the most sterile form of communication.

Importance of employee satisfaction

Employee satisfactions supremely important in an organization because performance

depends on it.

If our employees are satisfied, they would produce qualitative product in optimal time.

Satisfied employees are also more likely to be creative and innovative. It will help to take

care of market condition and enhances profit of organization.

An employee plays a vital role in an organization as their output of work directly related

to the company’s overall success.

The study of employee satisfaction is importance as it help us to

know the relationship between:-

Satisfaction and performance:

Satisfaction performance relationship can be essentially summarized in the

statement “A happy worker is a productive worker” having employee get together,

providing counseling service for employee training. Supervision to be sensitive to the

concerns of subordinate can be done to make workers happy. Organization with more

satisfied employee tends to be effective than organization with less satisfied employees.

Sometimes it found that if he employee were more satisfied then there would be increase

in performance. But it is not always true in some cases. So the debate whether

satisfaction leads to better performance leads to satisfaction stills continues.

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Satisfaction and turn over:-

Does a high employee satisfaction results in low turnover? Research has

discovered a negative relationship between satisfaction and turnover. Although absolutely

no turnover is not beneficial for the organization, a low turnover rate is usually desirable

because of training cost and the drawback of experience.

Satisfaction and Absenteeism:-

There is negative relationship between satisfaction and absenteeism. Dissatisfied

employees are more likely to miss work. Workers with high satisfaction score will have

much higher attendance then those with lower satisfaction levels.Manager are most likely

to appreciate, evaluate positively and allocate reword to employee are most likely to be

satisfied if they perceive they do fit. Satisfied and committed employees are instance

have lower rates of turnover and absenteeism.

Employee satisfaction is needed for

Various activities:-1-Retain employees in between the organization

2-Increacing productivity

3-Teambuilding

4-Improving attendance of staffs

5-improving performance of employees

6-Motivate employees for good performance

7-Conflict management

8-Creat good relationship

9-Emotional selling

10-Giving the best service to customers

11-Problem solving

12-Persnal effectiveness: time management, planning and organizing.

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.

Generally employee satisfaction depends upon various needs. If organizations fulfill all the needs then the employees can be satisfied. Various types of needs are defined by

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MODELS

SCIENTIFIC MANAGEME

NT

HUMAN RELATIONS MODEL

CONTENT THEORIES

PROCESS THEORIE

S

CONTENT THEORY PROCESS

THEORY

MASLOW’S NEED

HIERARCHY THEORY

HERZBERG TWO

FACTOR THEORY

ALDERFER’S ERG THEORY

ACHIVEMENT

MOTIVATION THEORY

GOAL SETTING THEORY

VROOM’S EXPECTATION THEORY

ADMS’S EQUITY THEORY

PORTER’S PERFORMANCE SATISFACTION

MODEL

EARLY THEORIES

CONTEMPORARY THEORIES

MASLOWS NEED HIERARCHY

Let us discuss about this theories which be help in the employee motivation. Employee

motivation is the key point to satisfy employ.

MASLOWS NEED HIERARCHY / NEED

PRIORITY MODEL

The behavior of an individual at a particular moment is usually determined by his

strongest need. These needs are generally divided into five categories.

They are:-

1. Physiological Needs:

The most basic, powerful and obvious of all human needs is the need for physical

survival. This includes food, drink, oxygen, sleep, sex, protection form extreme temp and

sensory stimulation. These physiological drives are directly concerned with the biological

maintenance of the organism and motivated by higher order needs. The physiological

needs are for example:-food, cloth, shelter.

2. Safety Needs:-

Safety needs exert influence beyond childhood. The preference for secured

income, the acquisition of insurance and owing once own home may be regarded as

motivated in part by safety seeking

Other expression of the need for safety occur when individual are confronted with real

emergencies, e.g., war, crime, waves, floods, earthquakes, riots, social disorganization

etc. managerial practice to satisfy the safety needs of employee includes pension scheme,

group insurance, provident fund , gratuity, safe working condition, grievance procedure,

system of seniority, to govern lay-off and others. Arbitrary actions which create feelings

of uncertainty, favoritism, on the part of superiors hardly create feeling security in an

employee’s mind.

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3. Social Needs:-

Also called belonging and love needs. These needs arise when physiological and

safety needs are satisfied .in the organizational context, social need represent the need for

a compatible work group, peer acceptance, professional friendship and friendly

supervision. In social needs defines Unlike Freud.

4. Self Esteem Needs: - Satisfaction of self esteem needs generates feelings and attitudes

of self confidence, worth, strength and capability, these means feelings of inferiority

ineptness, weakness and helplessness. Esteem is the result of effort-it is earned. In an

organizational point of view self-esteem needs correspond to job title, merit pay increase

pear or supervisory recognition, challenging work, responsibility and publicity in

company publication.

5. Self Actualization Needs: The need for self actualization is distinctive, in that it is

never fully satisfied. It appears to remain important and instability. The more apparent

satisfaction of it a person obtains, the more important the need for more seems to

become. A man with high intensity of achievement needs will be restless unless he can

find fulfillment in doing what he is fitted to do. As Maslow has put it, “this need might be

phrased as the desire to become more and more what one is, to become everything that

one is capable of becoming”.

Three reasons explain why majority of people don’t reach self actualization

1- Blind to own potentials.

2- Social environment stifles,

3- Lower level needs exert pressure.

Who will be satisfied ? EMPLOYEES

The term employee satisfaction defines that first preference should be given to the

employees. Employee satisfaction leads to qualitative products and profit for both

employees and employers.

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By employee satisfaction also the employers /management are satisfied:

1- Creating and sustaining employee’s motivation.

2- Ensuring commitment from employees’

3- Maintaining high moral

4- Reducing conflict

5- Increasing productivity and profitability

6- Increases management as well as organization good will

Here berg’s hygiene and motivation

According to Herzberg satisfaction and dissatisfaction are not opposite poles of one

dimension, they are two separate dimensions. Satisfaction’s affected by motivators and

dissatisfaction by hygiene factors.

ERG theory

The ERG theory is more consistent with our knowledge of individual differences among

people. Variable such as education, family background and cultural environment can alter

the importance or driving force that a group of needs holds for a particular individual.

Overall ERG theory seems to take some of the strong points of the earlier content

theories, but is less restrictive and limiting.

Achievement motivation theory:

Employees with a high need for achievement derive satisfaction from achieving goals.

Succeeding a task is important to the high achiever. Although people with a high need for

achievement are often wealthy, their wealth comes from their ability to achieve goals.

McClelland believes that the need for achievement can be learned and he has cited

numerous instances in which people developed the need to achieve. He believes that

economically backward cultures can be changed if the need to achieve can be stimulated.

If McClelland is right, the achievement motivation theory is particularly attractive,

because the motive can be taught to an individual or group.

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Process theoryGoal setting theory

A goal is basically a desirable objective, the achievement of which is upper most in the

mind of a person. Goals are used for 2 purposes in organization.

As motivation devices in the sense that employees work towards meeting these

goals.

As a control device when performances are monitored in relation to the goals set

for individuals and departments.

Equity theory

Adam’s motivation theory which is based on the comparison of perceived inputs to

outputs. Porter and Lawler seek to identify valences and expectancies and link effort with

performance and satisfaction.

Vroom’s expectancy theory

Vroom’s formula, with states that:

Motivation = Expectancy * Instrumentality * Valence.

Work-life balance of an employee

What is work life balance?

By definition, Work- life Balance is about people having measure of control over when,

where and how they work. There is a view that Work-life Balance only in the frame work

of what the company does for the individual.

However, Work- life Balance is about people having measure of control over when,

where and how theory works. There is a view that work- life Balance only in the frame

work of what the company does for the individual.

However, Work-life Balance is a two-prong of Work-life Balance, which many

individuals overlook, relates to what individuals do for themselves. The core of Work-life

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Balance, which many individuals overlook, relates to what individuals do for themselves.

The core of work-life Balance could also be summed as achievement with enjoyment.

Achievement and enjoyment at work is a critical part of work-life Balance. Furthermore,

achievement and enjoyed in the other three quadrants of once life (e.g. family, friends

and self) is critical as well. Work cultures have often demanded a transformation from

inflexibility of flexibility. Work-life Balance is a board concept including proper

prioritizing between career and ambition on one hand, compared with pleasure, leisure,

family and spiritual development on the other.

As the separation between work and home life has diminished, this concept has become

more relevant than ever before.

History:-

The expression was first used in the late 1970s to describe the balance between an

individual’s work and personal life.

Over the past 25 years, there has been a substantial increase in work which is felt to be

due, in part, by information technology and by an intense, competitive work environment.

Long-term loyalty and a “sense of corporate community” have been eroded by a

performance culture that expects more from their employees yet offers little security in

return.

Many experts predicted that technology would eliminate most household chores and

provide people with much more time to enjoy leisure activities; but many ignore this

option, encouraged by prevailing consumerist culture and a political agenda that has

“elevated the work ethic to unprecedented heights and thereby reinforced the low value

and worth attached to parenting”.

Employee assistance professional say there are many causes for this situation ranging

from personal ambition and the pressure of family obligations to the accelerating pace of

technology. According to the recent study for the Center for Work-life policy. 1.7 million

People consider their jobs and their work hours excessive because of globalization.

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Between forty-six and forty-nine percent of workers that tress is affecting their

interpersonal and sexual relationship. Additionally, men feel that there is a center stigma

associated with saying “I can’t do this”.

Need and benefits of work life Balance

Today the deadlines are getting tighter and an individual’s job is not only to match that

deadline but also to give quality output. Due to this work pressure it becomes

exceedingly difficult to maintain a family life. It becomes very difficult to have the

engagement of body. In every individuals life there are four stakeholders-own

personality, job, family and society.

A person who is a workaholic and does not enjoy his family life cannot be termed a

successful person. When a life encounters such imbalance then the peace and harmony of

life vanished and there is an adverse effect of it on the work life too. To avoid this

imbalance in life. The transition from work life imbalance to work life balance has

obvious benefits to an organization and its employees.

Work life balance on an individual level can bring phenomenal change in his life

and can also heavily impact a society. A balanced work life is of advantage to an

employee’s health. Stress level declines drastically to healthy levels. Individuals derive

wore value for their work and form life that leads to greater satisfaction and is also seen

as a mode of self-actualization.

The employees can better understand the nature of his work balance as work life

balance can vary among individuals. It is this point of time that an employee starts resting

immense trust in the organization and his commitments level to the organization increase.

On the social font, the individual gains when relationship improve. The individual can

now willingly devote more time and energy to his so commitments, which is also vital for

a happy life.

Thus, work-life balance can bring a hue transformation are the organizational and

individual levels. It helps an organization to inherently build a strong value system,

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which is attributed to the life balance enjoyed at the employee level. Consequently, the

organization does not have to impose a formulated framework or organization values

because they now became intrinsic to it.

Work life balance at the individual level enjoys its success in addressing to societal

issues. it helps in heading a society off its problem such as increasing infertility among

working people, increasing number of divorces and its adverse effect on children.

Roles and Responsibilities

Organizations are becoming more and more demanding in terms of output. The

businesses are being operated in term of volume and in terms of values. This disturbs the

balance between work and life in employees lives. The organizations are too exacting in

their demands and because of the very high competition, they are able to dictate terms

open the individuals.

As the organizations are basically the profit driven entities, they rarely bother

about the personal life and work-satisfaction issues of the employee. Thus they are least

concerned at their level with work life satisfaction. Organizations have the work force in

plentitude and as far as the people are ready to work as there people instead of one, they

don’t brother about the consequences the employees may face with this stressful work

atmosphere.

Individuals are equally responsible for creating work life imbalance, as the silence

adopted by the individuals is the major factor responsible for work life imbalance. As

people do not rise their voice against the unfair amount of work delegated upon them,

they land up with unfair amount of work for themselves. Due to ‘high ambitions’ of the

individuals they put themselves under much more pressure than they can handle. people

tend to escape from marking decisions and from tanking stands. Work life imbalance is

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creating a different kind of lifestyle. People are having different professional and

personal goals, which are often contradictory, and this is ultimately bringing imbalance in

their lives.

Work life balance benefits to the organization:

Measured increase in individual productivity, accountability and commitment

Better teams work and communication

Improved morale.

Less negative organizational stress.

Work life balance benefits to the individuals :

More value and balance in your daily life.

Better understanding of what your best individual work life balance is.

Increase productivity

Reduced stress.

Improved relationship of both on and off the job

Work life balance between personal and professional life

We all are in a mad race to reach for the skies accomplish anything and everything in life.

But somewhere down the line, we forget to maintain equilibrium between professional

and personal lives. Some topnotch people discuss how they maintain this balance

successfully.

Many a times, successfully people, in the quest for reaching the top, work so hard they

leave behinds their friends and family and miss out on the real pleasures of life. While it

is absolutely great to have a flourishing carrier, it is equally imperative to have a life and

relationship outside to work. This is the reason why maintaining a balance between one

professional and personal life has became the norm for the day.

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4. Surveys & Findings

SURVEY REPORT

WAGE AND SALARY

1. NALCO providing salary according to needs.

Agree-: 87%

Disagree-: 9%

No comments-: 4%

Maximum 86% are agreed with the salary provided by NALCO according to need.INFERENCE – NALCO is providing salary according to needs.

2. Company follows the rule of equal payment for equal work.

Agree-: 75%

Disagree-: 25%

No comments-: 0%

Maximum 76% are agreed with the company for following the rule of equal payment for equal work

41

INFERENCE – NALCO follows the rule of equal payment for equal work but at the same time 24% of employees are disagree with this rule.

3. Employee are satisfied with NALCO’s compensation management.

Agree-: 56%

Disagree-: 18%

No comments-: 26%

Maximum 56% are agreed that employees are satisfied with NALCO’s compensation management.INFERENCE – Employees are satisfied with NALCO’s compensation management.

4. Bonus/extra gratuity is regularly paid by NALCO.

Agree-: 92%

Disagree-: 8%

No comments-: 0%

Maximum 92% are agreed that Bonus/extra gratuity is regularly paid by NALCO.42

INFERENCE – Bonus/extra gratuity is regularly paid by NALCO.

5. Employees are satisfied with increment given by NALCO.

Agree-: 86%

Disagree-: 14%

No comments-: 0%

Maximum 92% agreed that Employees are satisfied with increment given by NALCO.INFERENCE – Employees are satisfied with increment given by NALCO.

6. Employees are satisfied with the loan facility provided by the company.

Agree-: 76%

Disagree-: 18%

No comments-: 6%

Maximum 76% agreed that Employees are satisfied with the loan facility provided by the company.

43

INFERENCE – Employees are satisfied with the

7. Employees are satisfied with the educational facility given by the company.

Agree-: 60%

Disagree-: 28%

No comments-: 12%

Maximum 60% agreed that Employees are satisfied with the educational facility given by the company INFERENCE – Employees are satisfied with the educational facility given by the company.

8. An employee pay compares with that for similar jobs in other companies.

Agree-: 52%

Disagree-: 28%

No comments-: 20%

Maximum 52% agreed that An employee pay compares with that for similar jobs in other companies.

44

INFERENCE – An employee pay compares with that for similar jobs in other companies but at the same time 28% low level employees are disagreed.

9. Their are chances for the advancement of the

Agree-: 45%

Disagree-: 25%

No comments-: 30%

Maximum 50% agreed that Their are chances for the advancement of the job in NALCO.INFERENCE – Their are chances for the advancement of the job in NALCO but 20% employees are discharged with this point.

Inference – More than 50% employees are always satisfied with the wage and salary provided by NALCO.

REWARD AND AWARD

10. NALCO provides reward according to the performance.

45

Agree-: 60%

Disagree-: 30%

No comments-: 10%

Maximum 60% agreed that NALCO provides reward according to the performance.INFERENCE – NALCO provide reward according to the performance. But 28% employees are disagreed.

11. The way employee job in NALCO provides for a secure future.

Agree-: 90%

Disagree-: 10%

No comments-: 0%

INFERENCE – The way employee job in NALCO provides for a secure future.

11.The employee get full credit for the job they do in NALCO.

Agree-: 88%

46

Disagree-: 12%

No comments-: 0%

Maximum 88% agreed that the employee get full credit for the job they do in NALCO. INFERENCE – The employee get full credit for the job they do in NALCO.

13. Employees are satisfied with the way the promotion given to them by NALCO.

Agree-: 75%

Disagree-: 25%

No comments-: 10%

Maximum 75% agreed that Employees are satisfied with the way the promotion given to them by NALCO.INFERENCE – Employees are not satisfied with the way the promotion given to them

by NALCO.

14. Employees are satisfied with dry promotion provided to them by NALCO.

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Agree-: 35%

Disagree-: 50%

No comments-: 15%

Maximum 50% disagreed that Employees are satisfied with dry promotion provided to them by NALCO.INFERENCE – Employees are not satisfied with dry promotion provided to them by NALCO. But still 35% employees are satisfied.

Agree-: 68%

Disagree-: 18%

No comments-: 14%

Maximum 68% agreed that NALCO praises employees for doing a good job.INFERENCE – NALCO praises employees for doing a good job.

WORK-LIFE BALANCE

16. NALCO is providing flexible work hours.

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Agree-: 85%

Disagree-: 10%

No comments-: 5%

Maximum 85% agreed that NALCO is providing flexible work hours.INFERENCE – NALCO is providing flexible work hours.

17. Employees are satisfied regarding superior-subordinate relationship in NALCO.

Agree-: 90%

Disagree-: 10%

No comments-: 0%

Maximum 90% agreed that Employees are satisfied regarding superior-subordinate relationship in NALCO. INFERENCE - Employees are satisfied regarding superior-subordinate relationship in NALCO.

18. Employees find adequate time to spend with their family.

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Agree-: 82%

Disagree-: 15%

No comments-: 3%

Maximum 82% agreed that Employees find adequate time to spend with their family.INFERENCE - Employees find adequate time to spend with their family.

19. Employees are satisfied with the leave facility provided by NALCO.

Agree-: 100% Disagree-: 0%

No comments-: 0% Maximum 100% agreed that Employees are satisfied with the leave facility provided by NALCO. INFERENCE - Employees are satisfied with the leave facility provided by NALCO.

20. NALCO have a separate policy for work life balance.

50

Agree-: 70%

Disagree-: 20%

No comments-: 10%

Maximum 70% agreed that NALCO have a separate policy for work life balance. NALCO have a separate policy for work life balance.INFERENCE - NALCO have a separate policy for work life balance.

21. NALCO have social functions at times suitable for employees’ families.

Agree-: 95%

Disagree-: 5%

No comments-: 0%

Maximum 95% agreed that NALCO have social functions at times suitable for families. INFERENCE - NALCO have social functions at times suitable for employees’ families.

22. NALCO pays adequate attention to women employees and their problems.

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Agree-: 84%

Disagree-: 8%

No comments-: 8%

Maximum 84% agreed that NALCO pays adequate attention to women employees and their problems. INFERENCE - NALCO pays adequate attention to women employees and their problems.

23. If employees have good work-life balance then The organization will be more Effective & successful

Agree-: 90%

Disagree-: 10%

No comments-: 0%

Maximum 90% agreed that If employees have good work-life balance then The organization will be more Effective & successful.INFERENCE - If employees have good work-life balance then the organization will be more effective & successful.

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24. Employees are satisfied regarding the amount of time they spend at work.

Agree-: 73%

Disagree-: 27%

No comments-: 0%

Maximum 73% agreed that Employees are satisfied regarding the amount of time they spend at work.INFERENCE - Employees are satisfied regarding the amount of time they spend at work.

25. NALCO encourage the environment of your family member in Work-achievement reward functions

Agree-: 25%

Disagree-: 75%

No comments-: 0%

Maximum 75% disagreed that NALCO encourages the environment of your family members in work-achievement reward functions.INFERENCE - More than 50% employees are always satisfied with the work-life policies provided by NALCO.

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FAMILY WELFARE

Agree-: 90%

Disagree-: 10%

No comments-: 0%

Maximum 90% agreed that NALCO provides medical facilities to the employee’s family. INFERENCE - NALCO provides medical facilities to the employee’s family.

27. NALCO is bearing educational expenses of employee’s children.

Agree-: 85%

Disagree-: 0%

No comments-: 15%

Maximum 85% agreed that NALCO is bearing educational expenses of employee’s children.INFERENCE - NALCO is bearing educational expenses of employee’s children.

28. NALCO provides transportation facility to the children of employees.

54

Agree-: 70%

Disagree-: 8%

No comments-: 22%

Maximum 70% agreed that NALCO provides transportation facility to the children of employees. INFERENCE - NALCO provides transportation facility to the children of employees.

29. NALCO provides Leave Travel Concession (LTC).

Agree-: 95%

Disagree-: 5%

No comments-: 0%

Maximum 95% agreed that NALCO provides Leave Travel Concession (LTC).

INFERENCE - NALCO provides Leave Travel Concession (LTC).

30. NALCO provides club & guest house facility for the employee’s & their family.

55

Agree-: 92%

Disagree-: 2%

No comments-: 6%

Maximum 92% agreed that NALCO provides club & guest house facility for the employee’s & their family.

INFERENCE - NALCO provides club & guest house facility for the employee’s & their family.

Inference: - More than 50% employees are always satisfied with the “Family Welfare” Policy provided by NALCO.

RETIREMENT BENEFITS

31. NALCO provides pension to the employees.

Agree-: 54%

Disagree-: 46%

No comments-: 0%

Maximum 56% agreed that NALCO provides pension to the employees.

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INFERENCE - NALCO provides pension to the employees.

32. NALCO provides gratuity to the employees.

Agree-: 80%

Disagree-: 20%

No comments-: 0%

Maximum 80% agreed that NALCO provides gratuity to the employees.INFERENCE - NALCO provides gratuity to the employees. 33. NALCO provides post retirement medical facilities.

Agree-: 85%

Disagree-: 15%

No comments-: 0%

Maximum 85% agreed that NALCO provides post retirement medical facilities. INFERENCE - NALCO provides post retirement medical facilities.

34. NALCO provides jobs to the employees spouse or children after retirement.

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Agree-: 0%

Disagree-: 97%

No comments-: 3%

Maximum 97% disagreed that NALCO provides jobs to the employees spouse or children after retirement.INFERENCE - NALCO provides jobs to the employees spouse or children after retirement.

Inference: - More than 50% employees are always satisfied with the “Retirements Benefits” provided by NALCO.

OTHERS

35. If there is a chance to try something different, NALCO refrains the employees to do that.

Agree-: 30%

Disagree-: 52%

No comments-: 18%

Maximum 52% disagreed that If there is a chance to try something different, NALCO refrains the employees to do that. But 30% employees are agreeing with this point.INFERENCE - If there is a chance to try something different, NALCO doesn’t refrains the employees to do that.

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36. Employees are satisfied with the way they are informed about companies’ policies.

Agree-: 90%

Disagree-: 10%

No comments-: 0% Maximum 90% agreed that Employees are satisfied with the way they are informed about companies’ policies.INFERENCE - Employees are satisfied with the way they are informed about companies’ policies.

37. Employees are satisfied with the way their boss backs-up his/her employees.

Agree-: 93%

Disagree-: 7%

No comments-: 0%

Maximum 93% agreed that Employees are satisfied with the way their boss backs-up his/her employees. INFERENCE - Employees are satisfied with the way their boss backs-up his/her employees.

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38. Employees are satisfied with their pleasantness of working condition in NALCO.

Agree-: 92%

Disagree-: 8%

No comments-: 0% Maximum 92% agreed that Employees are satisfied with their pleasantness of working condition in NALCO. INFERENCE - Employees are satisfied with their pleasantness of working condition in NALCO.

39. Employees are satisfied with the physical working condition of the job.

Agree-: 100%

Disagree-: 0%

No comments-: 0%

Maximum 100% agreed that Employees are satisfied with the physical working condition of the job.

INFERENCE:-Employees are satisfied with the physical working condition of the job.

40. Employees are satisfied with the way their boss provides help on hard problems.

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Agree-: 95%

Disagree-: 5%

No comments-: 0%

Maximum 95% agreed that Employees are satisfied with the way their boss provides help on hard problems.

INFERENCE:-Employees are satisfied with the way their boss provides help on hard problems.

41. Employees have the freedom to use my own judgments’ in NALCO.

Agree-: 84%

Disagree-: 16%

No comments-: 0%

Maximum 84% agreed that Employees have the freedom to use my own judgments’ in NALCO.INFERENCE:-Employees have the freedom to use my own judgments’ in NALCO.

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42. Employees are satisfied with the way company treats its employees.

Agree-: 86%

Disagree-: 14%

No comments-: 0%

Maximum 86% agreed that Employees are satisfied with the way company treats its employees. INFERENCE:-Employees are satisfied with the way company treats its employees.

43. NALCO conducts exit interview to the employees when they leave the organization.

Agree-: 54%

Disagree-: 46%

No comments-: 0%

Maximum 54% agreed that NALCO conducts exit interview to the employees when they leave the organization. INFERENCE: - NALCO conducts exit interview to the employees when they leave the organization but 46% employees’ still disagreed.

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44. NALCO takes personal care of each employee.

Agree-: 90%

Disagree-: 10%

No comments-: 0%

Maximum 90% agreed that NALCO takes personal care of each employee.

INFERENCE: - NALCO takes personal care of each employee.

45. NALCO actively encourages unskilled workers to enroll in apprenticeship programs.

Agree-: 62%

Disagree-: 22%

No comments-: 16%

Maximum 62% agreed that NALCO actively encourages unskilled workers to enroll in apprenticeship programs.INFERENCE: - NALCO actively encourages unskilled workers to enroll in apprenticeship programs.

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46. Employees have opportunities for

Agree-: 72%

Disagree-: 12%

No comments-: 16%

Maximum 72% agreed that Employees have opportunities for advancement in NALCO. INFERENCE: -Employees have opportunities for advancement in NALCO.

47. Employees of Nalco enjoy the social aspect of my work.

Agree-: 90%

Disagree-: 8%

No comments-: 2%

Maximum 90% agreed that Employees of Nalco enjoys the social aspect of my work. INFERENCE: -Employees of Nalco enjoy the social aspect of my work.

48. Employees of NALCO are satisfied with the space available for lunch & breaks.

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Agree-: 78%

Disagree-: 20%

No comments-: 2%

Maximum 78% agreed that Employees of NALCO are satisfied with the space available for lunch & breaks. INFERENCE: - Employees of NALCO are satisfied with the space available for lunch & breaks. 49. NALCO conducts occasional surveys for employees receiving formal Feedback on company’s policies, compensation, benefits, employee Aptitude Etc.

Agree-: 58%

Disagree-: 30%

No comments-: 12%

Maximum 78% agreed that NALCO conducts occasional surveys for employees receiving formal Feedback on company’s policies, compensation, benefits, employee aptitude Etc.INFERENCE: - NALCO conducts occasional surveys for employees receiving formal Feedback on company’s policies, compensation, benefits, employee aptitude Etc. but still 30% employees are disagreed with this point.

50. Employees of NALCO are satisfied with company they work for.

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Agree-: 100%

Disagree-: 0%

No comments-: 0% Maximum 100% agreed that Employees of NALCO are satisfied with company they work for.INFERENCE: - Employees of NALCO are satisfied with company they work for. Inference: - More than 50% employees are always satisfied with the “Other Facilities” Provided by NALCO.

QUESTIONNAIRE

Name (Optional):____________________________________ Marital Status: ____________________ Designation: ____________________________________ No. of years in NALCO: ________________________

Wage & Salary

1. Is NALCO providing salary according to need? (i)Strongly agree (ii) Agree (iii) Neither agree nor disagree (iv) Disagree

2. (a)Does the company follow the rule of equal payment for equal work? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied

(b)Are you satisfied with the increment given by NALCO?

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(i) Satisfied (ii) Highly satisfied (iii) Dissatisfied 3. Are you satisfied with the NALCO’s compensation management? (i) Yes (ii) No (iii) Can’t say 4. Whether bonus/extra gratuity is regularly paid or not? (i) Yes (ii) No (iii) Can’t say 5. Are you satisfied with the loan facility provided by the company (car, house)? (i) Yes (ii) No (iii) Can’t say 6. Are you satisfied with the educational facility given by the company? (i) Yes (ii) No (iii) Can’t say 7. Is your pay compares with that for similar jobs in other companies? (i) Yes (ii) No (iii) Can’t say 8. The chances for the advancement of the job? (i) Yes (ii) No (iii) Can’t say 9. Employees are satisfied with increment given by NALCO (i) Yes (ii) No (iii) Can’t say

Reward & Award

10. Does the company provide reward according to the performance?? (i) Yes (ii) No (iii) Can’t say 11. If the company will provide boundary promotion then will u be satisfied with that? (i) Yes (ii) No (iii) Can’t say

12. The praise I get for doing a job? (i) Yes (ii) No (iii) Can’t say

13. The way my job provides for a secure future? (i) Yes (ii) No (iii) Can’t say

14. The way I get full credit for the job I do? (i) Yes (ii) No (iii) Can’t say

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15. Are you satisfied with the way the promotion given to you? (i) Yes (ii) No (iii) Can’t say

Work Life balance

16. Does the company provide you flexible work hours? (i) Yes (ii) No (iii) Can’t say

17. Do you find adequate time to spend with your family? (i) Yes (ii) No (iii) Can’t say

18. What is your level of satisfaction regarding superior-subordinate relationship? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied

19. Are you satisfied with the leave facility provided by NALCO?

(i) Satisfied (ii) Highly satisfied (iii) Dissatisfied

20. Does Nalco have a separate policy for work life balance? (i) Yes (ii) No (iii) Not Aware

If yes, what are the provisions under the policy?

(a) Flexible starting time(b)Flexible ending time(c) Flexible hours in general(d)Holidays/Paid time-off(e) Job sharing(f) Carrier break/sabbaticals(g)Other, specify______________________

21. Does NALCO have social functions at times suitable for families? (a) Yes, specify the name of such programs________ (b) No 22. The organization pays adequate attention to women employees? (i)Strongly agree (ii) Agree (iii) Neither agree nor disagree (iv) Disagree

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23. Do you think that if employees have good work-life balance? The organization will be more effective of successful? (i) Yes (ii) No 24. How do you feel about the amt. of time you spend at work? (i) Very unhappy (ii) Unhappy (iii) Indifferent (iv) Happy

(v) Very happy

25. Does your organization encourage the environment of your family member in work- achievement reward functions? (i) Yes (ii) No 26. Whether the company provides medical facilities to the employee’s family? (i) Yes (ii) No (iii) Can’t say

27. Is NALCO bearing educational expenses of employee’s children? (i) Yes (ii) No (iii) Can’t say

28. Is company is providing transportation facility to the children of employees? (i) Yes (ii) No (iii) Can’t say 29. Is NALCO providing Leave Travel Concession (LTC)? (i) Yes (ii) No (iii) Can’t say

30. Is NALCO providing club & guest house facility for the employee’s & their family? (i) Yes (ii) No (iii) Can’t say

Retirement Benefit’s

31. Is NALCO providing pension to the employees? (i) Yes (ii) No 32. Is NALCO providing gratuity? (i) Yes (ii) No 33. Is NALCO is providing post retirement medical facilities? (i) Yes (ii) No * If yes then it is provided to all the family member’s or to the spouse only?

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(a) Family Members (b) Spouse 34. After retirement whether NALCO is providing jobs to the employees spouse or children? (i) Yes (ii) No (iii) Can’t say

Others

35. When there is a chance to try something different, does the company refrain you? (i) Yes (ii) No (iii) Can’t say 36. The way employees are informed about company’s policies. (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied

37. The way my boss back’s up his/her employees. (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied

38. The pleasantness of working condition. (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied

39. The physical working condition of the job? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied 40. The way my boss provides help on hard problems. (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied 41. The freedom to use my own judgments? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied

42. The way the company treats its employees? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied

43. Does NALCO conduct exit interview to the employees when they leave the organization? (i) Yes (ii) No

44. Does NALCO take personal care of each employee? (i) Satisfied (ii) Highly satisfied (iii) Dissatisfied

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45. Does the company actively encourage unskilled workers to enrolled in apprenticeship program’s and do attempt to give apprentices varied work experiences? (i) Yes (ii) No (iii) Can’t say

46. Employees have opportunities for advancement in NALCO? (i)Strongly agree (ii) Agree (iii)Neither agree nor disagree (iv) Disagree

47. I enjoy the social aspect of my work. (i)Strongly agree (ii) Agree (iii) Neither agree nor disagree (iv) Disagree

48. I am satisfied with the space available for lunch & breaks. (i) Yes (ii) No (iii) Can’t say

49. Does your company conduct occasional surveys for employees receiving formal feedback on company’s policies, compensation, benefits, employee aptitude etc. (i) Yes (ii) No (iii) Can’t say

50. As an employee what is your opinion regarding NALCO? (i) Good (ii) Bad (iii) No comment’s

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