Final

INTRODUCTION

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1. INTRODUCTION

A grievance is a wrong or hardship suffered, which is the grounds of a complaint.

Grievance-handling is a very important and sensitive area of the work profile. It is, none-

the-less, an area that is, at best, taken for granted and, at worst, grossly neglected by the

service providers as it does not fall into the category of "urgent matters". Its importance is

very often not appreciated by those who ought to recognise the value of grievances in

order to develop a diagnosis of what ails a Department or agency. There is, perhaps, a

reasonable justification for this perception of the grievance-handling mechanism among

the citizens at large. Every grievance points to a missed pulse beat somewhere in the

organisation, and when grievance-prone areas are identified and analysed, it can

frequently prevent "cardiac arrest" or avoid a "moment of truth" for the organisation. One

does not have to await public interest litigations and contempt proceedings in a court of

law before addressing grievances and grievance-prone areas.     There are specific factors

that make for a sound complaints-handling system. It should ideally be accessible,

simple, quick and fair. It should also respect confidentiality, be responsive, effective and

accountable. It should provide feedback to management for systemic reform.

   Accessibility

    Grievance-handling is decentralized and grievances are settled independently by each

Department or agency. There is a provision for accessibility of publicly notified

Grievance Officers to meet the aggrieved persons at specified times and on specified days

of the week. Telephone numbers and contact addresses of the Grievance Officers are

widely publicized. Complaint boxes are placed at or near the reception desks. Information

and Facilitation Counters (IFCs) have been set up by the organizations with a large public

interface.

Simplicity

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    The streamlining of complaints-handling is essential and, though an outline of the

Company’s requirements to assess a grievance is publicised, no strict proforma for

application is laid down.

Speed

    Time limits have to be fixed and notified for grievance-handling and final disposal by

each organisation.

Fairness

    It is not as easy as it sounds, as it requires balancing fairness towards the complainant

with fairness towards the organisation and the individual complained against. Perception

of fairness can vary sometimes even in the face of true impartiality. Transparency on the

part of the decision-making and implementing authority goes a long way towards

ensuring fairness.

Confidentiality

    It needs to be maintained in all cases, particularly in matters such as dispute settlement

in land-revenue or police cases. With the increasing use of information technology,

provisions for maintaining confidentiality are being built into grievance software too.

    A reply to any grievance must cover all points raised and not address the grievance

partially. Moreover, if an application is rejected, the reasons for such rejection must be

made explicit. If there is any follow-up action, it must be pursued. This is not to say that

such consideration is to be given to frivolous or fictitious complaints or to those which

are persistently repeated, despite a well argued final reply having been sent.

    In order to be effective, the grievance redress mechanism should provide specific

remedies. Remedies vary from compensations and refunds to repairs and replacements,

from giving requisite information to tendering an apology. The concept of providing

remedies requires a paradigm shift from an inherently defensive stance to one which is

based on reaching out with goodwill to the aggrieved person. It also requires a degree of

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sensitive handling and can differ from case to case. Remedies also work towards ensuring

both organisational and individual accountability.

    An accountable grievance-handling system is open to scrutiny by clients, government

and agency staff. Agencies can make their grievance redress mechanism more

accountable by publishing information on the system and service delivery standards, and

reporting on the outcomes of complaints and citizen satisfaction levels in annual reports

and other public documents.

1.1 UNION LABOR

In a labor union, a grievance is the subject of a complaint filed by an employee to be

resolved by procedures provided in the union contract. Such a grievance may arise from

an alleged violation of the collective bargaining agreement, or violations of law, such as

workplace safety regulations...

Ordinarily, unionized workers must ask their operations managers for time during work

hours to meet with a shop steward in order to discuss the problem, which may or may not

result in a grievance. If the grievance cannot be resolved through negotiation between

labor and management, mediation, arbitration or legal remedies may be employed.

Typically, everyone involved with a grievance has strict time lines which must be met in

the processing of this formal complaint, until it is resolved. Employers cannot legally

treat an employee any differently whether he or she has filed a grievance or not. The

difference between a grievance and a complaint, in the unionized workplace, is whether

the subject matter relates to the collective bargaining agreement.

1.2 HISTORY AND POLITICS

A grievance may arise from injustice or tyranny, and be cause for rebellion or revolution.

The revolt of English barons in the early thirteenth century which led to the Magna Carta

of 1215 was partly motivated by grievances against abuses by King John. This right to

Petition the king, for grievances, was affirmed in the Bill of Rights 1689.

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The United States Declaration of Independence is mainly an enumeration of the colonists'

grievances against King George III. The right "to petition the Government for a redress of

grievances" is recognized in the First Amendment to the United States Constitution.

A grievance is a sign of an employee’s discontentment with his job or his

relationship with his colleagues. Grievances generally arise out of the day-to-day working

relations in an organization. An employee or a trade union protests against an act or

policy of the management that they consider as violating employee’s rights.

One of the effective ways of minimizing and eliminating the source of an

employee’s grievance is by having an ‘open door policy’. An ‘open door policy’

facilitates upward communication in the organization where employees can walk into a

superiors’ cabin at any time and express their grievances. The National Commission on

Labor suggested a Model Grievance Procedure, which lays down the sequence of steps to

be taken whenever a grievance is expressed.

Conflict occurs when two or more people or parties perceive an incompatibility

in their goals or expectations. There are seven methods for achieving reconciliation of

conflict. These methods are win-lose, withdrawal and retreat from argument, smoothing

and playing down the difference, arbitration, mediation, compromise and problem

solving. Of all these methods ‘problem-solving’ method is most likely to bring about a

win-win situation.

Maintaining quality of work life for its employees is an important concern for the

any organisation. The grievance handling procedure of the organisation can affect the

harmonious environment of the organisation.  The grievances of the employees are

related to the contract, work rule or regulation, policy or procedure, health and safety

regulation, past practice, changing the cultural norms unilaterally, individual

victimization, wage, bonus, etc. Here, the attitude on the part of management in their

effort to understand the problems of employees and resolve the issues amicably have

better probability to maintain a culture of high performance. Managers must be educated

about the importance of the grievance process and their role in maintaining favorable

relations with the union. Effective grievance handling is an essential part of cultivating

good employee relations and running a fair, successful, and productive workplace.

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Positive labor relations are two-way street both sides must give a little and try to work

together. Relationship building is key to successful labor relations.

1.3 CAUSES OF GRIEVANCES

Causes of Grievances Among Workers:-

i. Concerning wages

Demand for individual adjustment; the worker feels that he is underpaid.

Complaints above incentives; pieces rates are too low or too complicated.

Mistakes in calculating the wages of a worker.

ii. Concerning Supervision

Complaints against discipline

Objection to having a particular foreman; the foreman ignores the complaints.

Objection to the manner in which the general methods of the supervision are used;

rules and regulations are not clearly posted

iii. Concerning Individual Advancement

Complaint that the employees record of continuous service has been unfairly

broken.

Complaints that the claims of senior persons have bee ignored; that younger

workers have been promoted ahead of older and more experienced employee.

Charges are made that disciplinary discharge or lay-off has been unfair.

iv. General working conditions

Complaints about toilet facilities being inadequate; about dirty lunch rooms.

Complaints about working conditions; dampness, noise, fumes and another

unpleasant and unsafe condition, which can be easily corrected; overtime is

unnecessary.

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v. Collective Bargaining

The company is attempting to undermine the trade union and the workers who

belong to that union; the contract with labour has been violated.

The company does not .allow the supervisors to deal with, and settle, the

grievances of the employees

The company disregards precedents and agreements already arrived at with the

workers and or their trade unions.

Employee Grievances may be due to:

Demands for individual wage adjustments

Complaints-about the incentive system

Complaints about the job classification

Complaints against a particular foreman

Complaints concerning disciplinary measures and procedures

Objections to the general methods of supervision

Loose calculation and interpretations of seniority rules and unsatisfactory

interpretation of agreements

Promotions

Disciplinary discharge or lay-off

Transfers for another department or another shift

Inadequacy of safety and health services/devices

Non-availability if material in time

Improper job assignment

Undesirable or unsatisfactory working conditions

Causes of Grievances in the Management:-

Indiscipline

Go slow tactics

Non-fulfillment of the terms of the contracts signed between the management and

the workers of their trade union

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Failure of the trade union to live up to its promises to the management

Questionable methods adopted by trade union to enlist members

Trade union rules which conflict with the terms of contract arrived at between the

trade, union and the management

1.4 PRECAUTIONS AND PRESCRIPTIONS

The management should take care of following aspects to develop a culture of trust and

confidence upon the employees.

1. Always ensure that the managers involved in the grievance handling procedures have a

quiet place to meet with the complainant.

2. Always ensure that managers have adequate time to be devoted to the complainant.

3. Explain manager's role, the policy and the procedures clearly in the grievance handling

procedure.

4. Fully explaining the situation to the employee to eliminate any misunderstanding and

promote better acceptance of the situation complained of.

5. Try to let employee present their issues without prejudging or commenting

6. Do use a positive, friendly ways to resolve the crisis than punitive steps, which disturb

the system.

7. Do remain calm, cool, collected during the course of the meeting.

8. Always focus on the subject of the grievance than allied issues.

9. Don't make threats manage the grievances.

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10. Never make use of allegations against personalities.

11. Be aware of the staff member's potential concerns to the possible repercussions of

raising a grievance.

12. Don't become angry, belligerent, or hostile during grievance handling procedure.

13. Do listen for the main point of arguments and any possible avenue to resolve the

grievance.

14. Listen and respond sensitively to any distress exhibited by the employees.

15. Eliminating the source of the irritation or discomfort being complained of.

16. Reassure them that the managers will be acting impartially and that your hope is to

resolve the matter if possible.

17. Don't "horse trade" or swap one grievance for another (where the union wins one,

management wins one). Each case should be decided on its merits.

18. Avoid usage of verbosisms like  "it will be taken care of."

19. Ensure effective, sensitive and confidential communication between all involved.

20. Take all possible steps to ensure that no victimization occurs as a result of the

grievance being raised. 

21. The investigator or decision maker acts impartially, which means they must exclude

themselves if there is any bias or conflict of interest.

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22. All parties are heard and those who have had complaints made against others are

given an opportunity to respond.

23. Try to look upon the problem on different angles for appropriate understanding.

24. Ensuring that there is proper investigation of the facts and figures related the problem

under concern.

25. Consider all relevant information in the investigation process. 

26. Ask the staff member their preferred resolution option, although it is important to

make it clear that this may not be a possible outcome.

27. Be aware of the limits of authority of the person who involved in the grievance

handling procedures.

28. If the manager feels that he/she is not the appropriate person (senior manager) to deal

with the issue refer the complainant to the appropriate person as soon as possible.

29. Try to get a better idea of whether the alleged discrimination or harassment happened

or didn't happen.

30. Tell them exactly what they are supposed to have done, to whom and explain, why

this may be seen as discrimination/harassment or as inappropriate.

31. Grievances are preferably to be settled informally at the level of the employee's

immediate supervisor.

32. Try the level best to involve team members to resolve the crisis at unit level itself.

33. Avoid as far as possible the union involvement in conflict resolution situation

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process.

34. Follow documentation the procedures, of all necessary steps taken to resolve the

problem/complaint.

To a great extend the aggravation of industrial problems depends on manager's

approaches and attitude in effective handling of employees grievances. Care should be

taken in the way managers approaches the problem and perceiving the pros and cons of

the situation. The conflict management approaches include the win-win strategy that help

in the healthy organisational practices and which reflects the strong organisational

culture. The cooperation from both parties is the pre-requisite to handle the problem and

effective settlement of the grievances. Conscious use of professional self can help

managers in the conflict handling situations grievance redressal process.

1.5 GRIEVANCE PROCEDURE

Grievance procedure is a formal communication between an employee and the

management designed for the settlement of a grievance. The grievance procedures differ

from organization to organization.

1. Open door policy

2. Step-ladder policy

Open door policy: Under this policy, the aggrieved employee is free to meet the top

executives of the organization and get his grievances redressed. Such a policy works well

only in small organizations. However, in bigger organizations, top management

executives are usually busy with other concerned matters of the company. Moreover, it is

believed that open door policy is suitable for executives; operational employees may feel

shy to go to top management.

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Step ladder policy: Under this policy, the aggrieved employee has to follow a step by

step procedure for getting his grievance redressed. In this procedure, whenever an

employee is confronted with a grievance, he presents his problem to his immediate

supervisor. If the employee is not satisfied with superior’s decision, then he discusses his

grievance with the departmental head. The departmental head discusses the problem with

joint grievance committees to find a solution. However, if the committee also fails to

redress the grievance, then it may be referred to chief executive. If the chief executive

also fails to redress the grievance, then such a grievance is referred to voluntary

arbitration where the award of arbitrator is binding on both the parties.

GRIEVANCE PROCEDURE IN INDIAN INDUSTRY

The 15th session of Indian Labor Conference held in 1957 emphasized the need of an

established grievance procedure for the country which would be acceptable to unions as

well as to management. In the 16th session of Indian Labor Conference, a model for

grievance procedure was drawn up. This model helps in creation of grievance machinery.

According to it, workers’ representatives are to be elected for a department or their union

is to nominate them. Management has to specify the persons in each department who are

to be approached first and the departmental heads who are supposed to be approached in

the second step. The Model Grievance Procedure specifies the details of all the steps that

are to be followed while redressing grievances. These steps are:

STEP 1: In the first step the grievance is to be submitted to departmental representative,

who is a representative of management. He has to give his answer within 48 hours.

STEP 2: If the departmental representative fails to provide a solution, the aggrieved

employee can take his grievance to head of the department, who has to give his decision

within 3 days.

STEP 3: If the aggrieved employee is not satisfied with the decision of departmental

head, he can take the grievance to Grievance Committee. The Grievance Committee

makes its recommendations to the manager within 7 days in the form of a report. The

final decision of the management on the report of Grievance Committee must be

communicated to the aggrieved employee within three days of the receipt of report. An

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appeal for revision of final decision can be made by the worker if he is not satisfied with

it. The management must communicate its decision to the worker within 7 days.

STEP 4: If the grievance still remains unsettled, the case may be referred to voluntary

arbitration.

1.6 UNDERSTANDING GRIEVANCE PROCEDURE IN HUMAN

RESOURCE MANAGEMENT

If an organization has to move towards excellence, maintenance of harmonious and

cordial relationship is a vital condition. Similar to organization’ expectations from the

employees. The employees do have more expectation in terms what they have

contributed to each other. Failure to meet with each others expectation or the deviations

from what has already been accepted may lead to indiscipline, grievance and stress are of

continuing in nature and often judicial- legal process may not be of much help in

resolving them.

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Managing Discipline:

In the modern management process, discipline should be viewed as a behavioral

modification process. Although there may be many norms fixed for desirable behavior

wherever there are deviations. Appropriate corrective measures should also be taken for

overall effectiveness, of an organization. Promotion, maintenance and strengthening of

discipline will be a continuing affair, only if some of the following conditions are

fulfilled. They are normally

- A shared culture

- Inculcation of positive attitudes

- Scope for problem solving and

- A feeling of satisfaction

(1)Approaches to Deal with Indiscipline:

This approach tends to emphasize the coercive and punitive methods that fall with in the

legal-constitutional framework. It may not always be realistic.

[

(2) Judicial Approach:

This is only an after effect approach. It follows the law of natural justice and provides the

offender all possible opportunity to bring out his side of the case. This is a time

consuming process and conducive climates are not often restored.

(3) Humanistic Approach:

It lays emphasis on a healthy inter personal relationship between the employer and

employee. Corrective steps are taken in helping the employees to get over their

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difficulties and to the extent possible, punitive actions are avoided inspite of some

perceived inconsistency that may exist among other workmen.

(4) Human Resources Development (HRP) Approach:

Keeping in mind the Theory Y and its implications, organizational goals have to be

enhanced through adequate training, motivational patterns and personnel policies. Groups

are used as influences and often made to act as catalysts to emulate norms of behavior.

Likewise, the effectiveness in maintaining discipline is also possible through the process

of leadership. A leader has to exhibit mutuality of interaction, persuation, highly

interpersonal in his relationships and get himself involved and should expect participation

from others to achieve the organizational goals and bear in mind not to indulge in

favoritism while taking appropriate actions.

To avoid displeasure among the employees while enforcing discipline, it would be a

desirable course of action if only one employees his diagnostic skills and intervention

skills. If a change is to be expected in an individuals behavior, some amount of influence

had to be exercised in order to create a congenial atmosphere.

Managing Grievance:

In a democratic set up any employee should be in a position to express his dissatisfaction,

whether it be a minor irritation, a serious problem, or a difference of opinion in the work

assignment or in the terms and conditions of employment. The feeling of discontent or

dissatisfaction becomes a complaint when (a) it has not assumed (b) the matter has been

presented in a highly informal way. A complaint turns into a grievance when (I) there is a

feeling of injustice (II) expressing the feeling formally, either verbally or in writing and

(III) it is related to policies, procedures and operations of the organization. The National

Commission on labour (1969) for example defines grievance in the following way:

“Complaints affecting one or more individual workers in respect of their wage payments,

overtime, leave, transfer, promotion, seniority, work assignment and discharge would

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constitude grievance. Where the points at dispute are general applicability or of

considerable magnitude they will fall outside the scope of this procedure”.

Nature and Causes of Grievance:

In an organization a grievance may be presented by an employee or group employees,

with respect to any measure or a situation that directly affects the individual or is likely to

affect, the conditions of employment of many workers. If such a grievance is transformed

into a general claim, either by the union, or by a group of employees, then the claim falls

outside the scope of grievance procedure as it is a collective grievance and therefore it

falls under collective bargaining.

In ‘Grievance Procedure, A survey of practices in industries in India’, it’s classified in to

19 causes of employee grievances have been outlined. They are

1. Promotions 2.Amenities 3. Continuity of service 4. Compensation 5. Disciplinary

action 6. Fines 7. Increment 8. Leave 9. Medical Benefits 10. Nature of job 11. Payment

12. Acting promotion 13. Recovery of dues 14. Safety appliances 15. Superannuation 16.

Suppression 17. Transfer 18. Victimisation and 19. Condition of work. The international

labour Organization (ILO), clarifies a grievance as a compliant of one or more workers

with respect to wages and allowances, conditions of work and interpretation of service

stipulation, covering such areas as overtime,leave,transfer,promotions,seniority,job

assignment and termination of service.

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REVIEW OF

LITERATURE

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2. REVIEW OF LITERATURE

Several reviews of grievance procedure research were published in the mid to late

1980s (Gordon & Miller, 1984; Labig & Greer, 1988; and Lewin & Peterson, 1988).

This review article will focus on grievance research published over the decade.

First, the authors of the previous reviews noted the relative scarcity of grievance

procedure research. Given the importance of grievance procedures for facilitating justice

in the workplace, Gordon and Miller note that this neglect is "disturbing."

Second, the grievance research up to the mid-80s was criticized for being largely

descriptive and atheoretical. Most of the early studies on grievance procedures were case

studies of procedures in selected organizations, utilizing an historical and institutional

approach.

Behavioral research grounded in social science theories was lacking. Lewin and

Peterson (1988) noted a shift from the case study and single research site approach

toward quantitative studies and larger data bases.

Third, a related criticism is the lack of common foci. For example, studies of

grievance initiation may approach the decision to file a grievance as if it were entirely an

employee decision, or grievances may be viewed as organizational phenomena.

Several studies have proposed or utilized very general research frameworks or

systems models of the grievance process (e.g., Knight, 1985 and Lewin & Peterson,

1988), but these are very descriptive in nature and do not generate testable hypotheses.

As Heneman (1969) noted however, every system is embedded in a larger

system, and every system includes partial or sub-systems.

Only Lewin and Boroff (1994) explicitly control for grievable events in a study

of grievance initiation. In their analysis of individuals' probability of exercising voice and

exit behaviors, they censored their sample to include only those employees who indicated

that they perceived themselves to have experienced unfair treatment.

Other studies have attempted to control for grievable events indirectly. Bemmels,

Reshef and Stratton-Devine(1991) and Bemmels (1994a) included measures of

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supervisors' behaviors and the stewards' assessment of the supervisors' knowledge of the

collective agreement. The rationale for their inclusion is that the occurrence of grievable

events will be related to the behavior patterns of the supervisors and their knowledge of

the collective agreement. Allen and Keaveny (1985) also included respondents'

"attitudes toward their supervisors" and "feelings of pay inequity" which will likely

reflect the occurrence of grievable events.

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COMPANY

PROFILE

3. COMPANY PROFILE

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IOL Chemicals and Pharmaceuticals Limited (IOLCP) is a leading organic chemicals

manufacturer and supplier. We are Indian manufacturer of industrial chemicals & bulk

drugs for over two decades. By pursuing & implementing the highest standards of

excellence in our operations, we have nurtured our capabilities. By delivering consistent

results have earned the admiration of customers and stakeholders alike.

Innovative Strengths & Strong Growth have made us the market leaders.

We have built up our expertise responding to diverse customer requirements

Our products cater to the key industrial sectors of Textiles, Pharmaceutical &

Packaging

Efficient teamwork & strong associations have guided us to success.

Accolades for our environmental policies have come from the highest levels of

power.

Through an unwavering focus on Quality, Commitment & Delivery, we have charted

our way to success in our operations and have won the admiration of our customers. Our

success is built on the strong pillars of innovation, quality, & dedicated customer service.

By incorporating these & other business strengths, we have boosted our capabilities to

maintain the leading edge in the industry & earn the loyalty of our customers.

Vision

To be the most admired and valuable company in bulk chemicals, intermediate specialty

chemicals and APIs globally.

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Mission

To provide qualitative products in bulk chemicals, intermediate specialty chemicals and

APIs by constant innovation and breaking technological barriers with due regard to safety

and environment.

Core Values

To provide qualitative products in bulk chemicals, intermediate specialty chemicals and

APIs by constant innovation and breaking technological barriers with due regard to safety

and environment.

Quality Policy

We at IOL Chemicals and Pharmaceuticals Ltd., are committed to supply good quality

products, excelling laid down standards to delight our customers by continually

upgrading our skill, technology, processes and complying to Good Manufacturing

Practices and Quality Management Systems.

Varinder GuptaChairman & Managing DirectorRev. No. 01Eff. Dt. 13.03.2008

Market Leaders

Our market leadership in the organic chemical range & strong presence in the alcohol

based industry, has been a result of an unwavering focus on quality & innovation. By

adapting advanced technologies, refining processes & exploring wider applications, we

aim to secure our position in the present day as well as in future.

Strong Infrastructure

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By interacting with customers, we have been able to understand & respond to their

dynamic needs. These responsive abilities have come from a parallel growth in our

capabilities & capacities. Our expertise is the testimony to the long experience that we

have in the industry and the advanced technologies that we employ in our facilities.

Driving Growth

By maintaining a speedy and a flexible approach to production, packaging & delivery, we

have been able to provide a stable and reliable supply base for our customers. Our

products cater to high growth industrial sectors such as agriculture, textiles,

pharmaceuticals, packaging etc., which have been primary drivers of growth in the Indian

economy.

Success Orientation

Our team of able & goal-oriented institutional builders,

entrepreneurs, associates & skilled workers and technicians

have been the driving force behind our success. With our

management systems and tools, optimized for sustainability, we

create value for our clients and our partners in business. While

at the same time, our measures ensure that we fulfill the diverse needs of customers. We

view this in terms of long-term competitive advantage that we achieve by providing

superior products for wider applications from both economic and environmental

viewpoints.

Sustainable Development

Sustainable development is a guiding principle at IOL Chemicals and Pharmaceuticals

Limited . An unwavering focus on quality in the chemical industry leads to a parallel

understanding of environmental concerns and the need for a viable environmental policy.

MANAGEMENT TEAM

We have a committed management team that anchors the organization effectively to its

goal of providing high quality products and services. Equipped with technical expertise,

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excellent domain knowledge and extensive cross-functional experience, they nurture

interactive relationships with the clients. The entrepreneurial zeal and dedicated efforts of

our management team have always kept us ahead of our competitors.

LIST OF DIRECTORS

NAME OF DIRECTORS DESIGNATION

Sh Varinder Gupta Chairman & Managing Director

Sh R K Thukral Executive DirectorDr M A Zahir DirectorSh Chandra Mohan DirectorDr (Mrs) H K Bal DirectorMrs Dimple Gupta Director

Sh Kanwal Pandita Director

Mr Ravi Pratap Singh DirectorSh Yogesh Goel DirectorAWARDS & RECOGNITIONS

We willingly towards achieving excellence, creating new benchmarks in the industry.

Our dedicated efforts have made us a name to be reckoned with quality, business

integrity and complete customer satisfaction. Its not just a long list of clientele that stands

as a testimony of our capabilities, but we have been also honored with some of the most

prestigious awards. Some of the awards are as follows:

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NETWORK

IOLCP has through its quality-focus, dedication to technical

excellence & an unwavering commitment to its customers,

developed a wide network of satisfied clientèle'. Having

established a strong domestic presence, we now look to expand

our horizons and serve the international market with our high

quality products like bulk chemicals, organic chemicals. We regularly cater to clients in

various countries like Bangladesh, Thailand, UAE, Syria, Singapore, Hong Kong,

Pakistan, Egypt and many others.

IOLCP’s meticulous efforts, transparency, integrity and commitment to technical

excellence & best quality have contributed in creating a vast customer base. The

company has built a competitive advantage for itself by satisfying its customers all over

the world and this principle has been the cornerstone of its success.

IOLCP has attained a front line position in the domestic segment and is thus

contemplating to widen its horizon through global penetration. It has overseas customers

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from various countries like Bangladesh, Thailand, UAE, Syria, Singapore, Hong Kong,

Pakistan, Egypt and many others.

IOLCP is therefore moving ahead with its vision to develop global strategic alliances

with quality leaders and expand into new markets.

FUTURE PLANS

At IOLCP we view the changes needs as an inspiration to

improve our existing manufacturing operations. In this fast-

paced world, there is a definite need to expand operations &

capabilities to keep in touch with the dynamic requirements of

a widening base of customers. As an established company that

has consistently delivered results in the industry & market, we are committed to

enhancing the value we offer to our customers & stakeholders in terms of:

Growth

Net worth

Earnings per share

To maintain & sustain our growth, we have consistently adopted and implemented

initiatives to expand our operations and ensure fast-paced, sustainable growth.

Pharma Expansion

The production capacity of Ibuprofen, which has been the stronghold of our Pharma

operations. IOLCP recently boosted its Ibuprofen plant capacity to 3600 TPA from 1800

TPA and to further expand the capacity to 6000 TPA.

PPI's

The company has planned for installation of new manufacturing facilities of following

PPIs.

Rabeprazole

Lansoprazole

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Omeprazole

Pantoprazole

Esomeprazole

With annual installed capacity of 360 MT. The commercial production will start by the

end of 2008 to 2010.

The major uses of PPI's are:

Bind to proton pump and prevent it from producing acid in to the stomach.

Usage in treatment of variety of gastric ailments.

Rabiprazole is used to treat conditions where the stomach produces too much

acid, including ulcers, gastroesophageal reflux disease (GERD), and Zollinger-Ellison

syndrome.

Research & Development

We invest judiciously in our R&D activities with a futuristic approach to develop new

Molecules and APIs that will meet customer's demand. Existing process improvisation &

new process development is also a prime area of concern to meet future challenges.

INFRASTRUCTURE AND QUALITY

IOL Chemicals and Pharmaceuticals Limited is a major Indian

manufacturer of active pharmaceutical ingredient, organic

chemicals and intermediates. IOLCP is founded in 1986, has

grown from a single product company to a major global player

with a diversified multi product facility and quality

professionals. IOLCP’s success is based on its strengths in chemistry, excellent facilities

and absolutely dependable quality achieved with the help of highly qualified, competent

& committed men power. The company has built up long term relationships with its

business associates in India and world wide by supplying quality products on schedule

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and its commitment to ethical. The facility complies fully with cGMP standards.

The company has two units:-

API Unit : This Unit is manufacturing IBUPROFEN as per IP / BP / USP /

Ph.Eur. / JP / Micronised grade with installed Capacity of 10 MTPD

Chemical Unit : This unit is manufacturing organic chemicals (Glacial Acetic

Acid, Ethyl Acetate, Acetic Anhydride, Mono chloro acetic Acid, Acetyl Chloride, Iso

butyl Benzene).The unit is DCS (Distributed Control System) based control system. The

capacity of plant for Acetic Acid 240 MTPD, Ethyl Acetate is 120 MTPD; Acetic

Anhydride is 60 MTPD, Mono chloro acetic Acid 20 MTPD, Acetyl Chloride 16 MTPD,

Isobutyl benzene 30 MTPD.

To fulfill the requirement of steam/power in chemical division and API division, we have

a 4MW cogeneration power plant and 13 MW is under installation. The plant is used to

cater the steam and power requirement of the plant. The steam is produced at a pressure

of 64 kg/cm2. The steam is extracted at a pressure of 5.5 ata (24tph) and the rest is put to

condensing to meet the power requirement.

The company has dedicated facility for manufacturing Ibuprofen. The total area of the

premises is about 174015 Sq meter .Total Built up area is about 36757.78 sq meters.

Entrance of main building is surrounded by green lawns and other landscaping.

Final product manufacturing area is provided with Air handling system. AHU system is

installed with 0.3µ, 5.0µ & 10.0 µ in centrifuge, milling, blending, Micronizer & packing

area. This area has negative pressure in corridor and positive pressure in rooms. It is so

designed to comply cGMP as per ICH Q7, WHO, EudraLex and FDA 21 CFR

Guidelines.

Health, safety and environment responsibility is fundamental to IOLCP values. As to

make IOLCP a world class company and the leader in pharmaceuticals and organic

29

chemicals, our vision is to make measurable improvements in the health, safety and

environmental aspects of our products, services, and operations.

Approach

IOLCP’s meticulous efforts, transparency, integrity and

commitment to technical excellence & best quality have

contributed in creating a vast customer base. The company has

built a competitive advantage for itself by satisfying its

customers all over the world and this principle has been the

cornerstone of its success.

IOLCP has attained a front line position in the domestic segment and is thus

contemplating to widen its horizon through global penetration. It has overseas customers

from around 45 countries like Bangladesh, Thailand, UAE, Syria, Singapore, Hong

Kong, Pakistan, Egypt, Malaysia, Peru, Brazil, Philippines, Jordan and many

others.

IOLCP is therefore moving ahead with its vision to develop global strategic alliances

with quality leaders and expand into new markets.

IOLCP is in leading position in industrial chemicals / API Ibuprofen market; we are

committed to sustain our profitable growth pattern through a consistent focus on

innovation & excellence. We aim to expand our operations in the manufacturing arena as

well as innovative power generation initiatives that seek to free our operations from the

volatility of external power supplies. Our vast financial resources and innovative

practices have firmly put us on a growth trajectory that promises valuable & sustained

returns in the near and distant future. In the manufacturing arena as well as innovative

power generation initiatives that seek to free our operations from the volatility of external

power supplies. Our vast financial resources and innovative practices have firmly put us

on a growth trajectory that promises of being an investor friendly company. We believe

in complete transparency, full disclosure, good governance and corporate citizenship.

30

We are committed to the enhancement of our shareholder / stakeholder value, measured

in terms of:

Growth

Net worth

Earnings per share

Zero Tolerance Policy

IOLCP practices the concept of Zero tolerance policy which includes:

Zero Tolerance to Narcotics

Zero tolerance to narcotics refers to development of drug free

workplace. This is achieved through development of drug

testing program (anti drug testing for employees) and will

provide safety of our own employees.

Benefits of this program:

Lower job accidents

Lower worker compensation insurance premium

Lower absenteeism

Less inventory shrinkage/employee theft

Lower health benefit utilization

Zero Tolerance for Workplace Violence

A physical or verbal act towards another person, the result of which causes that person

reasonably fears for his/her safety or the safety of other is covered under workplace

violence.

The safety of employees, clients and visitors is an important concern to the organization.

Threats, threatening behavior, acts of violence against employees, clients, visitors while

on property, conducting business or receiving services won’t be tolerated.

31

Violation of this policy will lead to disciplinary action possible dismissal or criminal

prosecution.

Any person who engages in violent or threatening behavior or property who uses any

electronic means to make a threat against staff member, volunteer or consumer shall be

removed from premises as quick as safety permits and shall remain off premises until the

investigation is over.

Zero Tolerance to Product Quality by Design

Product is designed to meet client’s requirements

Process is designed to consistently meet critical quality attributes of the product.

Impact of starting materials and process parameters on product quality is

understood.

Critical sources of process variations are identified and controlled.

Process is continually monitored and updated to allow for consistent quality over

time.

SOCIAL COMMITMENTS

IOLCP’s commitment is to ensure a fair and equitable working environment and

transparent business practices. Social initiatives cover a number of activities. They

include initiatives in terms of employment and skills development; covering matters such

as job tenure, benefit systems, and worker protections; they also cover educational,

charitable, and artistic provision; they include the participation and representation of

employees in the governance of the enterprise. To name a few, we have Mediclaim and

Group Personal Accident policies and insurance schemes covering the employee and his

family, round the clock medical assistance, pension schemes like Superannuation Pension

scheme (SAS from LIC of India) and EPF, Financial securities such as EPF and Gratuity

and various Welfare initiatives.

Our motto “Stay Together Stay Focused” has bonded us like a one big family where we

share our joys and problems together.

32

ENVIRONMENT FRIENDLINESS

The protection of the environment is an integral part of

IOLCP's business operations and community activism. The

Company invests in the development of wastewater and

effluent treatment systems, expanding the use of replenishing

energy sources, limiting energy consumption and conserving

scare water resources. Ongoing management audits, environment-designated customer

surveys and systematic environmental audits are initiated and conducted by both

Company management and employees. IOLCP's goal is that all of its plants, offices and

facilities comply with environmental regulations and ordinances in the countries they

operate, and the Company initiated a plan to achieve full compliance with ISO 14001.

IOLCP strives that all Company sites will prepare an annual Environmental Work Plan

for long-term commitment and ongoing improvement, in accordance with the ISO 14001

Environment Management principles. These plans encompass environment audits; new

environment procedures & standards; environmental committees & forums; controlling

emissions; wastewater and solid waste; environmental risk management, training &

enforcement; and business licensing, permit renewal & reporting. In addition, IOLCP

conducts periodic monitoring of air emissions and wastewater discharge, with regular

reporting the appropriate authorities.

IOLCP has adapted "Go Green" principles, with special units for designing

environmentally-friendly production processes in place in the IBB and MCA Divisions,

as well as for new imminent construction projects. In the energy sphere, guidelines are in

place to use passive techniques for heating, cooling and air flow, improve air

conditioning and heating systems, and use natural light and insulation.

33

ENVIRONMENT POLICY

We, IOL Chemicals and Pharmaceuticals Ltd., are in the

business of manufacturing Industrial Chemicals and Active

Pharmaceutical Ingredients. In consequence to this, our

management is wholly committed for the protection and

preservation of the environment with in and outside our

premises through following ways:

Incorporate Environmental management in all our business processes and

practices.

Strive to minimize adverse environmental impact by controlling emission,

effluents and waste generation to prevent pollution.

Optimum utilization of resources through our practices - Recovery of solvents,

improvement in the yields, energy and water.

Continuously upgrade the operating standards and EMS and to comply with

applicable legalization and regulations.

Create awareness about the EMS.

Policy shall be reviewed periodically.

Varinder Gupta (Chairman & Managing Director)

Rev. No. 01

Eff. Dt. 13.03.2008

CHILD LABOUR POLICY

There are more children under the age of 14 in India than the

entire population of the United States. The great challenge of

India, as a developing country, is to provide nutrition,

education and health care to these children.

Children under 14 constitute around 3.6% of the total labour force in India. Of these

children, nine out of every ten work in their own rural family settings. Nearly 85% are

engaged in traditional agricultural activities. Less than 9% work in manufacturing,

services and repairs. Only about 0.8% works in factories.

34

While child labour is a complex problem that is rooted in poverty, there is unwavering

commitment by the Government and the people of India to combat it. Success can be

achieved only through social engineering on a major scale combined with national

economic growth. We, at IOLCP ensures that the no person under the age of 18

years is employed with us directly or under contracted manpower and strictly

comply with The Child Labour (Prohibition & Regulation) Act, 1986.

PRODUCT RANGEGLACIAL ACETIC ACID

Molecular Formula :CH3COOH

Molecular Wt. : 60.05

Significant Industrial Chemical & Chemical Reagent with

wide industrial uses.

Worldwide demand of acetic acid reaches 6.5 Million TPA.

Acetic Acid capacity is presently 75000 TPA in the current

financial year.

We are an established manufacturers and supplier of Glacial Acetic Acid and Acetic

Acid, also called ethanoic acid, which is an important organic compound well known for

lending the sour taste & pungent smell that characterizes vinegar. With a global demand

of over 6.5 Million Metric Tonnes, Acetic Acid is a widely used chemical reagent &

industrial chemical. Asian Paints, Pidilite, United Phosphorus Ltd. Chawla Packaging,

Convertor Adhesives, etc., are some of the predominant buyers.

Applications

Pharmaceuticals Eg. In the preparation of Sulphamethoxazole, Chloroquin,

35

Metronidazole etc.

Textiles In making Purified telepthalic acid (PTA)

Acidulant &

Preservative

Eg: Vinegar, Jams, Pickles, Ketchups etc.

Chemical Synthesis For eg. Monochloroacetic acid (MCA), Vinyl Acetate

Monomer (VAM)

Acetates Eg. Cellulose acetate, Ethyl Acetate, Zinc acetate, Amyl

acetate etc.

Pesticides Eg. Chlorpyriphos, Acephate

Diketene & its

derivatives

Eg. Monomethyl acetoacetamide, ethyl acetoacetamide, MAA

Tanning Laundry sour, printing calico & dyeing

Solvents For gums, resins & volatile oils

Specifications

Test Specification

Appearance: Clear Colorless Liquid

Specific Gravity: 1.047-1.055

Freezing Point ( ºC ): NLT 16.0 ºC

Formic Acid: NMT 0.35 %

Acetaldehyde: NMT 0.05 %

Purity: NLT 99.50 %

Storage Condition : Keep in Cool and Dry Place

Packaging Size:

Bulk in Tankers

35 Kg in Jerry Cans

ETHYL ACETATE

36

Molecular

Formula :

CH3COOC2H5

Molecular Wt. : 88.0

Major Industrial Solvent with applications in diverse

industries.

Ethyle Acetate capacity is presently 36000 TPA in the current

financial year.

We are leading manufacturers of ethyl acetate, ethyl ethanoate. Ethyl Acetate is a

fragrant, colourless liquid ester that is flammable and volatile. Produced from ethanol and

acetic acid, it is used in diverse industrial applications as a solvent.

Applications

Inks & Paints IndustryAs Lacquer sandling sealer, Glasswood lacquer, Lacquer

thinner, LP inks, quickset inks, heatset & coldset inks etc.

Packaging As a media Solvent

Adhesives For production of Glues, etc.

Pharmaceutical For mfg. Cotrimoxazole tabs, sulphamethoxazole etc.

Photographic Films &

Plates

For creating luster in photographic films to last long.

Specifications

Test Specification

Appearance: Clear Colorless Liquid

Specific Gravity: 0.891-0.899

Odour: No Residual Odour

Acidity as (Acetic Acid): NMT 0.01 % w/w

Moisture Content: NMT 0.1 % w/v

Distillation Range: 75.0 to 78.5 °C

37

I.B.P: NLT 75.0 °C

D.P: NMT78.5 °C

Purity ( GLC ): NLT 99.5 %

Storage Condition : Keep in Cool and Dry Place

Packaging Size:

Bulk in Tankers

185 Kg MS Drum (Export)

200 Kg HMHDPE Drums

ACETIC ANHYDRIDE

Molecular Formula :(CH3CO) 2O

Molecular Wt. : 102.0

Acetic Anhydride capacity is presently 18000 TPA in the

current financial year.

Acetic Anhydride, well known as ethanoic anhydride, is an acid anhydride. Widely used

in the pharmaceutical & Agrochemical industries.

Applications

Drugs &

Phramaceuticals

Eg. In the making of Paracetamol, Aspirin, Caffeine,

Theophylline, Ephedrine HCl

Agrochemicals Ibuprofen / Brufen

Perfume Industry eg. Acetanilide

Dyestuff &

Intermediarieseg Acetyl Chloride

Textiles eg Cellulose Acetate

Specifications

38

Chemical Formula: (CH3CO)2=O

Common Synonyms: Acetic Anhydride, Acetic Oxide, Ethanoic Anhydride

Physical Properties: Abbreviation: A/Anh

Appearance: Liquid

Molecular weight: 102

Typical Analysis: Color: Colorless

Specific Gravity: 1.08

Residual Substance

Odor:1.5 – 2.0

Distillation Range: 139 – 140 deg C

Initial Boiling Point: 139 deg C

Drying Point: 140 deg C

Purity: 99.2 %

Packaging: Hazard Class: 8

UN/No: 1715

Packaging group: II

Not regulated as a hazardous chemical

Applications: It is used in manufacture of Vinyl Acetate Monomer (VAM) in

the pharmaceutical industry. It is also used in the manufacture of

pigments, dyes, cellulose and pesticides etc.

Health And Safety

Information:

• Combustible, Poisonous and Corrosive

• Inhalation: Causes severe burns if swallowed or inhaled

• Eye Contact: Eye contact may cause serious irritation or severe

burns

39

• Personal Protection: safety goggles and proper ventilation

Storage Condition : Keep in Cool and Dry Place

Packaging Size : Bulk in Tankers

IBUPROFEN BP

Ibuprofen BP Ibuprofen IPIbuprofen

Ph.EurIbuprofen USP

Molecular Formula :C13H18O2

Molecular Wt. : 206.3

Non-Steroidal Anti-Inflammatory Drug with significant

medicinal application.

Ibuprofen capacity is presently 3600 TPA in the current

financial year.

Iburofen is a non-steroidal anti-inflammatory drug( NSAID ), used in the treatment of a

variety of ailments such as arthritis, dysmenorrhoea, and also as an analgesic, in the case

of an inflammatory component. Ibuprofen reduces hormones causing inflammation and

pain in the body.

Specifications

TEST UNIT SPECIFICATIONSTEST

METHOD

Description

White or almost white,

crystalline powder or

colourless crystals.

TM/IBU-

BP/001

Solubility Practically insoluble in TM/IBU-

40

water, freely soluble in

Acetone, in methanol and

in methylene chloride. It

dissolves in dilute

solutions of alkali

hydroxides and

carbonates.

BP/002

Identification

1st Identification A,C

2nd Identification

A,B,D

0C Melting Point 75.0-78.0

By UV Exhibits 2

absorption maxima, at

264 nm and 272 nm. The

ratio of the absorbance

measured at the

maximum at 264 nm to

that measured at the

shoulder at 258 nm is

1.20 to 1.30. The ratio of

the absorbance measured

at the maximum at 272

nm to that measured at

the shoulder at 258 nm is

1.00 to 1.10.

By IR The infra-red

absorbance spectrum

obtained from the

sample should be

concordant with

spectrum obtained from

the standard.

TM/IBU-

BP/003

41

By TLC The principal

spot in the

chromatogram obtained

with the test solution is

similar in position, color

and size to the principal

spot in the

chromatogram obtained

with the reference

solution.

Appearance of

solution

10% w/v solution in

methanol R should be

clear and colorless.

TM/IBU-

BP/004

Optical rotation - 0.050 to 0.050 TM/IBU-

BP/005

Related Substances

Impurity –A

Impurity –J

Impurity –N

Total Impurity

Unspecified Impurity

% Max.

% Max.

% Max.

% Max.

% Max.

0.15

0.15

0.15

0.2

0.05

TM/IBU-

BP/006

Impurity -F % Max. 0.1 TM/IBU-

BP/007

Heavy Metals Max, ppm 10 TM/IBU-

BP/008

Loss on drying % Max. 0.5 TM/IBU-

BP/009

Sulphated ash(w/w) % Max. 0.1 TM/IBU-

42

BP/010

Assay (with reference

to the dried

substance)

% Min to Max. 98.5 to 101.0 TM/IBU-

BP/011

Residual Solvents

(GC)

Trichloroethylene

Acetone

Isopropyl Alcohol

Hexane

Benzene

ppm

ppm

ppm

ppm

ppm

80 Max.

100 Max.

100 Max.

100 Max.

2 Max

TM/IBU-

A/001

* Benzene is not used in Manufacturing Process

**Storage Condition: Keep in Tight Containers

***Standard packing size : The material is packed in a standard pack size of 40Kg and

50Kg. However, packing size can vary depending upon the customer’s requirements.

ISOBUTYL BENZENE

Isobutyl Benzene or IBB is the Specialty Solvent.

It is used as intermediate for perfumery chemicals, ibuprofen

etc.

Our annual production capacity for Isobutyl Benzene (IBB) is

6600 TPA.

IOLCP is India's one of the largest manufacturers of Isobutyl

Benzene. Isobutyl benzene is a high value specialty chemical

widely used an intermediate in the preparation of several

pharmaceutical compositions such as analgesics. Applying

internationally accepted methods of production, we maintain

the overall economics of the manufacturing process. This

ensures cost-effectiveness and highest selectivity Isobutyl

43

Benzene.

Applications

Basic raw material for manufacturing Ibuprofen - Anti-inflammatory analgesic bulk drug.

Used in Perfume industry as an intermediate.

Used as a specialty solvent.

Specifications

TEST SPECIFICATIONS

Description Clear colorless liquid with characteristic odour.

Specific Gravity @ 25°C 0.851 – 0.854

Moisture Content (w/v) NMT 0.05 %

Distillation Range 171 – 173°C (95% distilled.)

Assay ( By GLC ) NLT 99.50 %

Toluene NMT 0.20 %

NBB ( Normal Butyl Benzene ) NMT-0.20 %

Other Impurities NMT 0.10 %

Storage Condition : Keep in Cool and Dry Place

Packaging Size : Bulk in Tankers

MONO CHLORO ACETIC ACID

Molecular Formula :C2H3O2Cl

Molecular Wt. : 94.5

Monochloro Acetic Acid finds application in production of

several pharmaceuticals, insecticide and other agrochemicals.

Its density, ionic character, boiling point and acidity are

maintained properly during production to ensure best quality.

Our annual production capacity for Monochloro Acetic Acid

(MCAA) is 7200 TPA.

44

IOLCP has a dedicated production plant for Monochloro Acetic Acid. Monochloro

Acetic Acid is also know as Chloro Acetic Acid Or Ethanoic acid in International market.

We manufacture MCAA using best production methods. MCAA has a wide range of

application in the fields of agrochemicals, pesticides, insecticides, herbicides,

pharmaceuticals, organic chemicals, etc.

Applications

Agrochemicals

Herbicides

Pesticides

Pharmceuticals Bulk

Drugs

Organic Chemical

Intermediates

Toxicology

Carcinogenicity

2,4-D Acids &

saltsIbuprofen / Brufen

EDTA –Ethylene

diamine tetra acetic

acid.

Glycolic Acid

Dimethoate Dichlophenac Sodium Cyano Acetic Acid Thio Glycolic Acid

CAC-Chloro

acetyl ChlorideCaffiene

CMC (Carboxy methyl 

Cellulose)Carboxylic Acid

TCAC – Tri

chloro Acetyl

chloride

Vitamins Sodium CMC Chloro Acetamides

2,4,5- T Glycine Carboxy methyl starchMercepto Acetic

Acid

MCPAN-(P-Hydroxy phenyl)-

Glycine (METOL)

MMCA-Methyl

monochloro acetateCarcosines

AdrenalineSMCA-Sodium

monochloro acetateCoumarin

Acetyl Chloride Betaines

Maleanates Phenyl Acetic Acid Barbiturates

Specifications

TEST SPECIFICATIONS

Description White color Flakes.

Solubility Soluble in water, alcohol and chloroform.

45

Melting Range 60 – 61.5°C

Moisture Content (% w/w) NMT 0.50 %

Assay Chemically (% w/w) NLT 99.0 %

Purity (By GLC) MCA NLT 99.0 %

DCA NMT 0.50 %

Acetic Anhydride NMT-0.50 %

*DCA - Di Chloro Acetate

*MCA – Mono Chloro Acetic Acid

Storage Condition : Keep in Cool and Dry Place

Packaging Size : 50 Kg HMHDPE Bag

ACETYL CHLORIDE

Molecular Formula :CH3COCl

Molecular Wt. : 78.5

Acetyl Chloride is an important acidic halide.

Acetyl Chloride is widely used as pharmaceutical bulk drugs

and intermediates.

Our annual production capacity for Acetyl Chloride is 5200

TPA.

IOLCP is one of the leading manufacturers and suppliers of Acetyl Chloride from India.

Acetyl Chloride is widely used to manufacture Acetophenone and its derivatives. As

Acetyl Chloride is highly volatile in nature, we use best packaging techniques for

industrial packing and distribution.

Applications

Pharmaceuticals

Bulk DrugsPharmaceutical Intermediates Other Industry

46

CIPROFLOXACIN

2,4 Dichloro 5 fluoro

Acetophenone(Ciprofloxacin

Intermediate)

Acetophenone (used in

perfumery and flavour

industry)

NAPROXEN5- Acetyl Salicylamide (Labetalol

Intermediate)

Various Dyes like

Acetanilide

LABETALOL IBAP (Ibuprofen Intermediate)

Organic Chemicals

manufactured by acetylation

by Freidel Kraft’s Reaction

IBUPROFEN Other Acetophenone Derivatives

VITAMIN A

Specifications

TEST SPECIFICATIONS

Description Clear, Colorless liquid.

Solubility Soluble in alcohol, benzene and chloroform.

Specific Gravity@ 25°C 1.11 – 1.12

Boling Range 51- 53 °C

Sulphate NMT 0.0002 %

Assay (% w/w) NLT 98.5 %

Assay (By GLC) Purity NLT 98.5 %

Acetic Acid NMT 1.0 %

Acetic Anhydride NMT 0.5 %

Storage Condition : Keep in Cool and Dry Place

Packaging Size : 200 Kg HMHDPE Bag

CORPORATE GOVERNANCE

Corporate Governance is an unambiguous commitment to ethical values, sincere

practices & responsible business conduct. This commitment extends to every aspect of

the business operations and permeates the corporate structure at every step. From the

47

work culture & employee policies to the way the company deals with its investors;

corporate governance is the key to projecting the right image of the company to

employees, stakeholders & the public.

At IOLCP, good governance is an established process that is consistently refined to

ensure truth, transparency, accountability &responsibility in all our dealing-s internal and

external. The rewards of running a well-managed enterprise that seeks not just to succeed

in terms of business growth, but also empowers social growth, are manifold. Good

governance is the key driver of long-term sustainable growth & value-creation.

In the pursuit of good governance it is vital that we infuse our people with a vision of

dynamic growth & entrepreneurship & creating a system that ensures stability while

allowing for flexibility &combines consistency with the room for necessary changes.

Employees, working on the twin parameters of potential & performance form the core of

the organization. Our employee development program seeks to ensure that every

employee seeks personal growth, while developing skills and knowledge while working

with us.

We view corporate governance as a trusteeship; a philosophy to be professed; a value to

be imbibed and an ideology to be ingrained in corporate culture.

48

GRIEVANCE

HANDLING SYSTEM

49

4. THE GRIEVANCE HANDLING SYSTEM AT IOLCP,

BARNALA

4.1 GRIEVANCE POLICY IN IOLCP, BARNALA

It is the policy of the company that the worker should

Be given a fair hearing by their immediate supervisor / executive concerning any

grievances they may wish to raise.

Have a right to appeal a more senior manager against a decision made by their

shift executive

4.2 GRIEVANCE PROCEDURE IN IOLCP, BARNALA

The main stages through which a grievance play be raised are as fol1ow:-

1. The workers raises, the grievance to their shift executive the executive tries to

address the issues raised within the shift and records action taken by him, in the

format.

2. If the worker is not satisfied with the decision of the shift executive, he may

approach his unit incharge. He then tries to address the issue raised within two

days and records action taken by him, in the format.

3. If the worker is not still satisfied with the unit-incharge, he may approach his

H.G.D. who tries to address the issue raised within two days with the aid of the

HR manager and records action taken by him, in the format

4. The worker may appeal to .General Manager for the final settlement, of the

grievance.

50

4.3 THE PRESENT GRIEVANCE SYSTEM

51

All grievances that are recorded can be classified into 4 categories:

Inter-relationship related matters

Wages

Uniform

Working

Working conditions

For the latter, normally the supervisor of the concerned department is contacted.

For shift change requests, HR is contacted. For temporary workers tl1.e main issue for

grievances are overtime, wages, etc. for to be the can approach the time office or any of

the representatives directly involved in the issue.

Some grievances are that are brought in by workers are quite easily resolved as

they arise out of certain system errors. e.g some time wages are deducted when a worker

takes a holiday on the last day of the month. This is because the system calculate it as a

52

leave without pay rather than a paid one. When the worker reports the error an adjustment

is made in the wages for the next month. These are some issues, however, that need

further looking into. This could be a complaint of one worker against his supervisor or

about the change in the shift timings.

All grievances are presently handled by the Employees ~elation Manager- this

thus become the responsibility of one person only. Since he has total ownership, other

department does not respond as readily to provide immediate services to help him to

resolve the issue. Since he is the one directly in charge of the grievances, there is a

tendency to look only to him for resolving all such issues. The workers as well as the as a

tendency to look directly approach him with their respective issues.

The unwritten policy at present is that all grievances be given immediate relief.

Unfortunately this doesn’t ensure that the grievance be totally removed. Many grievances

remain pending for long periods, are repeated after and after the point builds up to a

collective grievance.

Why Do Grievances Rise At All?

Due to certain inter -departmental hitch has and avoidable delays, the basic

necessity of workers that need to be catered to are not fulfilled on time. Since, they are

genuine in nature, this leads to a barrage of complaints and gives the worker a chance to

arise the issue, which try to undermine the management strength.

Presently, only the HR department is held accountable for delays in redressed of

grievances. Whereas all departments should work in conjunction to ensure that these

grievances don’t even arise in the first place. Several departments have to provide

essential services so that to be workers get what is due to then as a Inerter of right. Thus

purchase needs to procure on time, store& needs to raise the demand and dispersed on

time and finance needs to render payments on time.

53

There is no involvement of the line function in the system. This is essential since

the workers after all belongs to that department and they should be concerned about the

well being of their men. At present some of these departments are not even aware of

certain sensitive issues and only get to know about it when the issue intensify into a

Industrial Relation matter.

WHY SHOULD THE LINE FUNCTION BE INVOLVED?

If there is line connecting an important purpose would be served that of creating a

personal rapport with the workers. This would lead to closer ties being frilled

between the mother department and its worker which would only help during the

negotiating period.

And again there would be a speedier redressed if the department got involved and

there was departil1ental pressure to sort out the issue

54

4.4 THE PROPOSED GRIEVANCE HANDLING SYSTEM IN IOLCP,

BARNALA

There needs to be a part decentralization of the grievance handling machinery

from the HR department to the line departments, so that this a shared

responsibility of both the departments. The line function so, because they have

a. first line responsibility and HR so, because they are the services

department.

Grievances need to be classified into individual and collective grievances.

Collective grievances are to be further classified into department related and

factory related matters.

All individual grievances are to be addressed first to the line department and

then routed by them to the HR department.

All collective grievances and those routed through the union should be

handled by either the department head or the HR department.

All department heads nominate one executive or manager to take charge of

individual grievance handling. In this he should be given full support from the

HR team. Enough empowerment should be given to these nominees for

redressing to grievances and the top management should support a genuine

efforts on their part.

Handling grievances should form a part of his key result areas for these to be

accountability on this count.

The nominated- executive or a manager will lease with HR or any other

function as he sees fit for the redressed for his workers grievances.

Once every week, all nominated persons should meet the HR team and sort

out all issues recorded that week and sort out all outstanding grievances that

couldn't be resolved at the first instance. If required the workers lodging the

complete can also be called to this forum for this inputs.

55

After every meeting the minute shall be circulated to the department heads

and to the HR manager, so that they are kept informed of the grievances in the

department/factory.

A computerized system whereby there is an automatic and speedy redressed

of grievances needs to be incorporated so that the lead time on grievance if

decreased.

Everyday the department head will receive an MIS of the grievances for more

than 4 day an immediate act upon it.

Every fortnight, the GM receives a monthly report of outstanding grievances

so that he is kept informed of matters with in the factory.

The ultimate responsibility for the resolving of the grievances should lie with

the department head concerned, jointly with the HR manager.

This should also form a part of their key result areas No grievance should be

outstanding beyond 10 days (individual) – 15 days (collection).

Once a month, the GM should meet with all the HODs to discuss either some

outstanding collective grievances or discuss pro-active measures to prevent

certain anticipated grievances.

4.5 THE COMPUTERISED GRIEVANCE HANDLING PACKAGE

This package should contain the following information and be installed with the

nominated executive and the employee relation manager:

The date the grievance is lodged.

By whom the grievance .is lodged.

Nature of grievance.

Date by which it has to be sorted

56

This option should automatically be updated by the system to be 4 days. After 2 days

it should generate a reminder that the grievance has not yet been sorted. On the 4th day it

should automatically update the SORTED or NOT field as saying NOT SORTED.

An MIS should be generated every day for all grievances for the departments head

information and essential action. A fortnightly MIS should be generated sent to the GM's

office for his perusal:

Responsibility

Corresponding responsibility of which service or line function i.e. support

Whether sorted or not

Action taken

What follow up action is required

4.6 INDIV1DUAL GRIEVANCE PROCEDURE IN IOLCP, BARNALA

1. At the first instance the worker should report the grievance to the shift supervisor

who could inform the production executive nominated for this purpose with or

without the aggrieved worker. He should get immediate redressed within 4 days.

2. Incase after 4 days solution is still not provided the worker should take the matter

up with the concerned department head. The department head should sort out the

grievance within 2 days. Since as per the system, he is already aware of the

problem’ logged by the workman. If essential he could take .the help of HR

manager or the HR executive to sort out the issue.

3. If the grieval1ce is still not sorted then the worker should approach the HR

manager or executive directly and should get immediate relief and the grievance

should be sorted within 2 days.

4. If still not sorted, then he can take recourse to Union Aid and fill a written

application to the HR manager for the redressed or his grievance.

5. The HR manager should arrange a meeting with the worker and the union

representative within 3 days to sort out the grievance in the best possible manner

to the satisfaction of the party.

57

6. In case the worker still doesn't get a suitable response to his grievance, he along

with union representative can directly approach the GM for the redressed of his

grievance.

4.7 COLLECTIVE GRIEVANCE PROCEDURE

1. As and when the scope of the grievance is larger than that of an individual

workman that issue shall be addressed as a collective grievance.

2. The workmen should formulate the committee of not more than 6 people and

directly approach the concerned head (if the metter concern a particular

department) for the redressal of their grievance.

3. The department head should liase with the HR&A. manager for a resolution of the

grievance within a week.

58

4. If the issue is not suitable addressed, this committee should approach HR manager

the should manager should arrange a meeting with the union representatives

within a week in order to sort out the grievance in best possible manner to the

satisfaction of the party.

5. If the grievance extends to the whole of the factory then this worker’s committee

can directly approach the HR representatives with the grievance.

6. The HR representative .should be, given a period of one week for the redressal of

the grievance in best possible manner. In this he should be given full support from

the concerned line / staff function/nominated executives.

7. Same as point 3.

8. If the issue is still not sorted out, the workers can approach the (1M to seek

redressal. The GM would then arrange a meeting with the committee at a time

suitable for both the parties at earliest.

9. The workers can seek third party intervention only· after all the avenues for the

redressal have been exhausted.

59

THE LINE FORUM:-

The line forum would have to meet twice a week to discuss outstanding

grievances that for same reason or other couldn't be solved during the

allocated 4 days.

This forum would comprises of all the nominated executives as well as the

HR representatives who are associated with the matter at hand.

This forum should ideally be on Wednesday or Saturday so that all issues

could be discussed and settled well in time so that no grievance remain

pending after; the allocates 4 days.

The minutes of the meeting are to be recorded and distributed for the

perusal of all dept: heads.

This forum is actually a check on the grievance handling process since all

attempts to solve the grievance should be made as soon as the grievance is

logged and this forum should only be the last resort for the nominated

executives in resolving grievances.

All the nominated executives and the HR representatives should undergo a

joint Grievance Handling - Team Building workshop so that they can

function well in collaboration as well as identify which gremmies are

genuine and which are not.

THE GM's FORUM:-

The GM's forum comprises of all the department heads and the session is presided

over by GM.

In case there are any outstanding collective grievances then the GM can call the

workers committee to this forum for a discussion on grievances.

60

4.8 MOTIVATION AND REWARDS

To motivate and to give facilities to their employees, the company gives several

financial and Non-financial awards to their employees. If such awards are given to the

employees, then they can motivate their skills and also resolve their grievances in much

extent. Several awards are as follow:

Financial Awards:

House Rent Allowance

Leave Travel Allowance

Bonus

Performance Bonus

Salary payments

Employees Provident Fund

Employees Pension Scheme

Gratuity

Insurance

Merit Scholarship Scheme for Employee's kids

Non-financial:

Chairman's Award for Excellence:-

This new initiative aims at recognizing particular achievements of team work

within consumer healthcare. Awards will be made annually to the teams, judged by

executive committee, to have made an outstanding contribution to consumer healthcare

based on Simply Better values. Any group of employees (2-10) who have worked

together to achieve something exceptional and eligible for this award;

61

Long Service Award:-

On completing 10, 20, & 25years of service in the organization, the company

presents an employee with a award. Presently the awards range from a cross pen to a

gold-coated quartz watch, depending upon the number of years of service.

Simply The Best Awards :-

These awards were instituted to recognize and celebrate outstanding contributions

to the business by utilizing process improvement teams from around the world. This

program was designed focus not only on what accomplishments were made relative to the

business, but just an importantly, on how the simply better tools and methods were used

to attain these improvements: Any IOLCP, Barnala employee regardless of job, grade or

location, can nominate a team for one of the awards.

A part from this discussions should be focused on preventing anticipated

grievances and strategizing on means to tackle any collective grievance which can be a

matter of concern.

MINUTES OF THE MEETING:-

It was suggested that the time limit for resolving the issue / grievance should be

reduced to sort out issue/grievances speedily. As a measure to it, the time lag at

the initial stage was reduced from 4 days to 2 days.

It was also felt that the proposed, level 3 of department head and 4 of HR&A

manager should be merged and they should collectively s9rt out of the issue /

grievance.

Unit Incharge/HOD-HR

It was informed that in case HR support was required in the shifts, the HR officer

would provide all information to sort out the issue/grievances so that the same

could be sorted out within the shift itself.

Concerned Shift Officer /Time Officer

62

The unit incharge would be nominated executive for, the production whereas all

other depts. would nominate one executive preferably in the general shift, who

would liase with concerned dept to sort out the .issue/ grievance within 2 days

time.

Prod. / Engg/Stores/ HR/ MPD

Incase the grievance is not sorted out within the specific time period, the unit in

charge would forward the grievance to this department head who independently

or consulted will HR&A manager would sort out the grievance with in 2 days. If

still required, the grievance would be forwarded to G M.

Unit Incharge/HOD/HR&A manager

All unresolved grievances would be every month in the GM’s office.

GM/ Concerned HOD

It was decided that HR&A would make a format in which all unresolved issue

grievances, are recorded.

HR&.A

It was decided to arrange a training programmed for concerned staff member for

effective grievance handling.

HR&A

It was reaffirmed that the ownership for sorting out all grievances of the workers

is of concerned department and workers should first contact the dept. for sortilege out all

the issues and grievances. It was agreed that this system shouldn't be implemented

abruptly. HR & department will slowly education the workers on the new issue

grievances resolution system and advise them to approach the shift inchrage concerned of

his department for the resolution of the same all concerned.

63

NEED & SCOPE

OF

THE STUDY

5. NEED AND SCOPE OF THE STUDY

64

As a part of acaden1ic curriculum of M.B.A. degree course, I analyzed "The

Grievance Handling System" in IOLCP, Barnala. The principle aim of all economic

enterprises is the satisfaction of human wants & whenever it is ignored industrial relation

tend to be strained enduring up in indusial unrest and strike.

The success of an organized industry largely depends upon the management can

reduce the grievances of the workers is of great importance to the success of an industry.

Grievances causes major losses generally so to know their causes and to suggest

some measures the study was conducted and some causes were revealed on the basis of

some available data and personal interviews. The study is conducted in GSK which is a

pharmaceutical unit. In this 24 hrs production system, Grievances are very harmful

because it can cause losses and quality maintenance and in achieving the target. Without

an analysis of their nature and pattern, the causes of employee dissatisfaction cannot be

ren10vcd. For this the administrator of an organization should go into details of the

grievances and find out the best possible methods to settle them. For this there is need to

study the policies, programmers and procedures, which would best enable them to handle

employee grievances.

Managing Job Satisfaction - Employees with higher job satisfaction typically believe

that their organization will be satisfying in the long run eliminating grievances.

Employer of Choice - Fairness - Prudent organizations will carefully manage

grievances. They will understand that there are different factors related to fairness. This

will not only create a more satisfied workforce, but will make genuine contributions to

the bottom-line while positioning organization as an Employer of Choice without any

grievances.

Employer of Choice - Opportunity - The level of opportunity within an organization

directly affects satisfaction (a response to current job conditions) and expectations not

grievance about job conditions in the future. What else can be done to increase employee

satisfaction? An employee satisfaction survey can help your company make this

important assessment.

65

OBJECTIVES OF

THE STUDY

66

6. OBJECTIVES OF STUDY 

The objectives of study are as follows:

Primary objective

Primary objective of study is to determine the grievance handling among IOLCP, Barnala

employees

Secondary objective

Besides the primary objective other objectives of study are as follows:

To find out the grievances rate among the employees.

To find out the reasons and causes for the grievances

To find out the effects of grievances

To find out the remedies to cure grievance

67

RESEARCH

METHODOLOGY

68

7. RESEARCH METHODOLOGY

Research Plan

The research study is exploratory in nature. The established objectives were kept in mind

during the study, however no hypothesis was formed as the study was more in the form

of descriptive design attempting to analyze the attitude of respondents towards the

project.

Literature Survey:

In order to be familiar with the topic and to know the views of various experts of

marketing, a literature survey done. The intention behind this will to get full knowledge

about the topic.

Data Collection:

The Core finding of the study will be based upon the information collected through

primary data i.e. information will be collected from respondent with the help of

structured questionnaire.

Measurement Technique:

A structured questionnaire will be administrated for the purpose of obtaining information

from the respondents. Much care been taken to put the related to the subject, the

questionnaire will contain closed ended logical questions.

MODE OF DATA COLLECTION

The study is based on both Primary and Secondary data which includes

a) Primary Data

The Primary Data will be gathered through the direct personal interviews with technical

and as well as marketing persons of the concerns.

b) Secondary Data

Secondary Data will be gathered from books and journals on Grievance Handling in

Human Resource.

69

c) Sample Size

Due to time and resources shortage only 100 Samples had taken.

100 Employees

Measurement Technique:

A structured questionnaire is administrated for the purpose of obtaining information from

the respondents. Much care was taken to put the related to the subject the questionnaire

contains closed ended logical questions.

Sample Plan

Universe:

The universe of the study will be Patiala City of Punjab. Reasons for choosing this

particular city as universe for the study are:

1. Checking Grievances Among IOLCP, Barnala Employees.

2. Ways to Improve Grievances.

Sample Size:

The sample consists of Milk Plant namely IOLCP, Barnala of Patiala.

And on whole 100 Employees will be taken for the survey.

Sampling procedure:

In the study the sample will be chosen on the basis of Random Sampling as well as

convenience sample.

Contact Method:

The respondents sampling personally and a structured questionnaire was got filled from

them. a report questionnaire will be prepared to interview the employees.

70

DATA ANALYSIS & INTERPRETATION:-

The statistical tools used by me are mainly average, Percentage, & comparisons etc. I

would like to give brief points about :-

1. Questionnaire :- The questionnaires are given to respondent with no

pressurization at all, i.e. he/she is free to provide the information whatever the

concern is. One thing to be kept in mind that personal questions apart from name,

address etc. should not be included.

2. Direct Interviews :- The direct interviews are one up against all the data

collection tools just because one can judge that what a person is telling to the

surveyor. Although it is time consuming but the information gathered is of much

more weightage than others.

3. Sampling design, Procedure & Sample Size:- A sample is always a part of the

desired universe and it should represent each and every aspect of the study being

conducted. The only thing is that the sample being chosen is of relevance and

accurate source of information. My sampling design is based on random sampling

because each element gets probability to be included & all choices made are

independent of each other.

EXTERNAL GUIDE

Name : Mr. Sanjay

Company : IOLCP, Barnala Ltd.

Designation : HR Head

71

DATA

INTERPRETATION

& ANALYSIS

8. DATA INTERPRETATION AND ANALYSIS

72

Q1) According to you what are the causes of grievance among the workers?

Table 1:

Working Conditions 26

Management Policy 22

Company Rules and Regulations 36

Alleged Violation of Laws 12

Alleged Violation of Collective Bargaining 4

Graph 1:

Interpretation- Out of 100 IOLCP, Barnala employees 26% says that working

conditions is the cause of grievance among the workers, 22% says that management is the

cause of grievance among the workers, 36% says that company Rules and regulations are

the cause of grievance among the workers, 12% says that alleged violation of law is the

cause of grievance among the workers, and the rest 4% says that alleged violation of

collective bargaining is the cause of grievance among the workers.

73

Q2) What steps are taken by the management to know the grievances of the

employees?

Table 2:

Exit Interviews 18

Opinion Surveys 38

Open Door Policy 34

Gripe boxes 10

Graph 2:

Interpretation- Out of 100 IOLCP, Barnala employees 18% says that exit interviews are

taken by the management to know the grievances of the employees, 38% says that

opinion survey are taken by the management to know the grievances of the employees,

34% says that open door policy are taken by the management to know the grievances of

the employees and rest 10% says that gripe boxes are taken by the management to know

the grievances of the employees.

74

Q3) What type of grievances are you facing at large in your organization?

Table 3:

Oral 37

Written 63

Graph 3:

Interpretation- Out of 100 IOLCP, Barnala employees 37% says that oral grievance at

large in the organization and rest 63% says that written grievance at large in the

organization.

75

Q4) What do you think a company should face the grievance or not?

Table 4:

Yes 33

No 41

Can't Say 26

Graph 4:

Interpretation- Out of 100 IOLCP, Barnala employees 33% says that Yes a company

should face the grievance, 41% says that No a company should not face any grievance

and rest 26% says that they can’t say anything whether yes or no.

76

Q5) How much time your organization takes to solve a grievance case?

Table 5:

2 Days 29

2-4 Days 23

4-8 Days 37

More than 15 Days 11

Graph 5:

Interpretation- Out of 100 IOLCP, Barnala employees 29% says that 2 days time can

take an organization to solve a grievance case, 23% says that 2-4 days time can take an

organization to solve a grievance case, 37% says that 4-8 days time can take an

organization to solve a grievance case and rest 11% says that time can take an

organization to solve a grievance case.

77

Q6) What do you think that the workers should discuss their grievances directly

to the management or through a media?

Table 6:

Directly 19

Union Leader 37

Supervisor 44

Graph 6:

Interpretation- Out of 100 IOLCP, Barnala employees 19% says that directly the

workers should discuss their grievances directly to the management or through a media,

37 % says that the workers should discuss their grievances with union leader to the

management or through a media, and the rest 44% says that the workers should discuss

their grievances with the supervisor to the management or through a media

78

Q7) What is the attitude of the management towards the workers in grievance

handling ?

Table 7:

Positive 41

Negative 17

Neutral 23

Biased 19

Graph 7:

Interpretation- Out of 100 IOLCP, Barnala employees 46% says that the management

should show positive attitude towards the workers in grievance handling, 14% says that

the management should show negative attitude towards the workers in grievance

handling, 22% says that the management should show neutral attitude towards the

workers in grievance handling, and the rest 18% says that the management should show

biased attitude towards the workers in grievance handling.

79

Q8) Does your Organization have a well defined procedure for grievance

handling?

Table 8:

Yes 63

No 37

Graph 8:

Interpretation- Out of 100 IOLCP, Barnala employees 63% say that yes the

Organization have a well defined procedure for grievance handling and the rest 37% says

that no the organization does not have a well defined procedure for grievance handling.

80

9) Does your organization reviews the grievance procedure from time to time?

Table 9:

Sometimes 21

Always 69

Never 10

Graph 9:

Interpretation- Out of 100 IOLCP, Barnala employees 21 % says that sometimes

organization reviews the grievance procedure from time to time, 69% say that always

organization reviews the grievance procedure from time to time and rest 10% says that

never ever organization reviews the grievance procedure from time to time.

81

Q10) Are you given a chance to communicate your grievances to the management?

Table 10:

Always 9

Sometimes 23

Never 68

Graph 10:

Interpretation- Out of 100 IOLCP, Barnala employees 9% says that there is always a

chance to communicate your grievances to the management, 23% says that there is

sometimes a chance to communicate your grievances to the management and the rest

68% says that they never had chance to communicate grievances to the management.

82

SUGGESTIONS

&

RECOMMENDATIONS

83

9. SUGGESTIONS AND RECOMMENDATIONS

By spending a lot of time in the research project of Grievance Handling System in

the IOLCP, Barnala, following are my suggestions to the Company.

HR should identify those departments which support it for the procurement and

disbursement of certain articles say Purchase, Stores, Finance, etc.

They should work out a yearly itinerary so that all articles are procured well in

advance.

There should be an adequate time for quality checks and in case the consignment

is rejected there should time enough foe changes to be made so that only the right

articles are issued to the workers.

All suppliers need to be re-evaluated since the quality of several articles of IR

importance have been found wanting.

IOLCP, Barnala Management has to take care about the working conditions of the

employee and has to check the rules and regulation criteria time to time in the

company itself.

Opinion surveys are the best technique to know and rectify any grievance

handling in the IOLCP, Barnala company.

The trend of written grievance has to be maintained as it is the most beneficial for

the employees to know any grievance handling in IOLCP, Barnala.

The time limit to solve the grievance handling should have to be reduced so that

working of the IOLCP, Barnala organization continue without any hesitation.

Supervisor of the IOLCP, Barnala management has to check any grievance

handling issue time to time and with proper techniques.

IOLCP, Barnala Management should show positive attitude towards the workers

in grievance handling

IOLCP, Barnala Organization should have a well defined procedure for grievance

handling.

IOLCP, Barnala Organization should have to reviews the grievance procedure

from time to time.

84

CONCLUSION

85

10. CONCLUSION

Working conditions, management and Company Rules and regulations are the

cause of grievance among the IOLCP, Barnala workers.

Opinion survey and open door policy are taken by the management to know the

grievances of the IOLCP, Barnala employees.

Oral grievance and written grievance at large in the organization. IOLCP, Barnala

company should face the grievance from time to time so as to achieve

No more than a week time taken for an organization to solve a grievance case.

IOLCP, Barnala workers discuss their grievances with the supervisor to

the management or through a media

IOLCP, Barnala management show positive attitude towards the workers in

grievance handling. Organization have a well defined procedure for grievance

handling.

Organization reviews the grievance procedure from time to time. There is always

a chance to communicate grievances to the IOLCP, Barnala management.

From the above discussion and study of Grievances Handling System in IOLCP,

Barnala, we can say that the most popular causes of the grieva.t1ces in, the company are

canteen and uniform. To resolve these problems the company has adopted two methods.

These methods are individual and collective grievance procedures. According to these

procedures the grievance can be resolved by step by step via Supervisors and HODs. But

the grievant can also approach the GM directly if there is a big issue.

86

The most of the workers are satisfied with the present grievances redressal

procedure of the company. They all know the procedures very well and they are' satisfied

because this company has resolved their, problem and grievances very well in short time.

This company offers financial and non-financial rewards to their employees, if the

company gets advantage due to their grievances and to motivate their employees e.g. SB

awards, long service awards, suggestion scheme, etc.

All the workers and the employees in IOLCP, Barnala are satisfied with the

company's policies and procedures. That is why they are punctual of time and

hardworking. The result of their hard work is that the company wins ISO certificate in

efficient quality due to mutual relations of the employees. Due to these reasons, today

IOLCP, Barnala is not only India's best Milk Cooperation, but it is one of the top most

brand in the market.

87

SWOT

ANALYSIS

88

SWOT ANALYSIS

SWOT Analysis (Strength, Weakness, Opportunity, Threat)

Strengths :- The key strengthening elements of IOLCP, Barnala are:

(a) Healthy amount of respect & reputation all over the nation.

(b) Extensive network distribution coverage.

(c) The infrastructure is world class.

(d) Better Environment, Good Marketing Strategy and Latest Developments

Weaknesses :- The weaknesses coming out to be:

(a) Losing Market share, i.e. unable to retain customers.

(b) Weak & unprofessional Advertisement Network.

(c) Inappropriate pricing strategy.

(d) Lack of feedback & continuous interaction with retailers.

Opportunities :- The future gains can be from:

(a) Putting classified vouchers of different denominations.

(b) Consumer is educated one & demands quality not the quantity.

(c) The customer is ready to pay more to receive the quality service.

(d) The advertisement can be a collective one for all its products.

Threats :- The major threats are :

(a) Stiff competition from other textile industries.

(b) IOLCP, Barnala should see to competitor’s market strategies.

89

LIMITATIONS

90

LIMITATIONS

The main limitation encountered during the project course was the responding error

by Management Executives, but the approximate figures of data & facts are sufficient for

the purpose of this project regarding grievance handling.

Nothing is perfect in this mandate world and this study is no exception. Given below are

the limitations of the study related to grievance handling in IOLCP, Barnala so that the

findings of the study may be understood in their right perspective.

The day of transition was a sad day for many people in India, especially “Brand

Watchers” who have lived with the brand Hutch for so many years.

People experienced great service, terrific advertising, and personally felt a huge

sense of pride, thanks to the brand - both as consumer of its services, and an

Indian communication professional. They were not sure if IOLCP, Barnala would

cater to all this.

The immense cost of this exercise - both in terms of money and customer

relationships. The effect and the effort to manage the two is mind-boggling.

Visitors will still probably look for Hutch and end up in official dead-ends

(instead of redirects).

Visitors looking for IOLCP, Barnala now, will probably not find much to help

them out (unless IOLCP, Barnala has done a damn good job).

91

BIBLIOGRAPHY

BIBLIOGRAPHY

92

BOOKS AND JOURNALS

Gordon, M.E. & Miller, S. (1984). Grievances: A review of research and practice.

Personnel Psychology, 37:117-146.

Labig, C. Jr. & Greer, C. (1988). Grievance initiation: A literature survey and

suggestions for future research. Journal of Labor Research, 9: 1-27.

Lewin, D. & Peterson, R. (1988). The modern grievance procedure in the United

States. New York: Quorum Books.

Knight, T. (1987b). The role of the duty of fair representation in union grievance

decisions. Relations Industrielles/Industrial Relations, 42: 716-733.

Heneman, H.C., Jr. (1969). Toward a general conceptual system of industrial

relations: How do we get there? Pp. 3-24 in G. Sommers (Ed.), Essays in

industrial relations theory. Ames, IA: Iowa State University Press.

Lewin, D. & Boroff, K.E. (1994). The role of loyalty in exit and voice: A

conceptual and empirical analysis. Paper presented at the Fourth Bargaining

Group Conference, University of Toronto.

Bemmels, B. (1995b). Shop stewards' satisfaction with grievance procedures.

Industrial Relations, 34: 578-92.

WEBSITES

www.google.com

www.yahoosearch.com

http://www.indianmba.com/Faculty_Column/FC338/fc338.html

http://en.wikipedia.org/wiki/Grievance

93

http://www.management-hub.com/hr-grievance.html

http://federalmogulgoetzeindia.net/web/index.html

ANNEXURE

94

ANNEXURE: QUESTIONNAIRE

Q1) According to you what are the causes of grievance among the workers?

Working conditions Management Policy

Company rules and regulations Alleged violation of laws

Alleged violation of collective bargaining

Q2) What steps are taken by the management to know the grievances of the employees?

Exit Interviews opinion surveys

Open door policy Gripe Boxes

Any other

Q3) What type of grievances are you facing at large in your organization?

Oral Written

Q4) What do you think a company should face the grievance or not?

Yes No Can't say

Q5) How much time your organization takes to solve a grievance case?

2 days 2-4 days

4-8 days More than 15 days

95

Q6) What do you think that the workers should discuss their grievances directly to the

management or through a media?

Directly Union Leader Supervisor

Q7) What is the attitude of the management towards the workers in grievance

handling?

Positive Negative Neutral Biased

Q8) Does your Organization have a well defined procedure for grievance handling?

Yes No

Q9) Does your organization review the grievance procedure from time to time?

Sometimes Always Never

Q10) Are you given a chance to communicate your grievances to the management?

Always Sometimes Never

96

APPENDIXGRIEVANCE LOG FORM

97

Name of Employee EC No.:Dept: Shift: Date:

Issue/Grievance

Signature of Shift Executive: Date

Action Taken/date

Forwarded to Incharge Date

Action Taken/date

Forwarded to HOD/HR manager Date

Action Taken/date

Forwarded to GM Date

Comments/date