Full Report

ORGANIZATION STUDY ON

Carborabdum Universal Limited

Submitted By

DIVYA GIREESH

REG. NO: 711411631014

In partial fulfillment for the award of the degree

Of

MASTER OF BUSINESS ADMINISRTATION

IN

Department of management Studies

KPR SCHOOL OF BUSINESS

July-August 2012

INTERNSHIP REPORT

KPR SCHOOL OF BUSINESS

Department of Management Studies

INTERNSHIP WORK

PHASE II

July-2012

This is to certify that the project Entitled

Organization Study on Carborabdum Universal Limited

Is a bonfide record of project work done by

DIVYA GIREESH

REG. NO: 711411631014

Of ………………………….. (MBA) during the year 2011-13

………………………… ……………………….

Project Guide Head of the Department

Submitted for the Project Viva-Voce Examination held on …………………….

……………………….. ………………………….

Internal examiner External Examiner

2

Declaration

I affirm that the project work titled organization study on Carborandum Universal Limited being

submitted in the partial fulfillment for the award of Master of Business Administration is the

original work carried out by me. It has not formed the part of any other project work submitted

for any degree or diploma either in this or any other university.

(Signature of the Candidate)

Divya Gireesh

REG. NO: 711411631014

I certify that the declaration made above by the candidate.

Signature of the Guide

With Name & Designation

3

Acknowledgement

Success of every internship depends largely on the self & encouragement and guidance of many

others. I take this opportunity to express my gratitude to the people who have been instrumental

in the successful completion of this study project.

First of all I would like to thank the Management at CUMI (Carborandum Universal Limited) for

giving me the opportunity to do my one-month internship training in their esteemed organization.

I would like to thank Mr.Prabakaran (Internal Guide) for providing me with valuable advice and

endless supply of new ideas and support for this project.

I would like to thank Mr.Balakumar and Mr.Betraj for providing practical exposure for the

project and his valuable guidance during the project work.

4

TABLE OF CONTENTS

Chapter No. Particulars Page No.

Executive Summary 6

List of Figures 7

List of Tables 7

Chapter 1 Organization 8

1.1 Organization Introduction 9-12

1.2 Products and services 13-17

1.3 Company Profile 18-21

1.4 Organogram 22

Chapter 2 Inter Departments 23

2.1 Production 23

2.2 R&D 23

2.3 Marketing 24

2.4 Finance 24

2.5 HR 24-41

Chapter 3 Learning from internship 42-43

Chapter 4 Knowledge Gained 44-45

Chapter 5 Skill Development through

internship

46

Chapter 6 Specific tasks 47-50

Chapter 7 Conclusion 51

Bibliography/ References 52

5

Executive Summary

This is the organization study on CUMI (Carborandum Universal Limited). This is the

organization under the conglomerate Murugappa Group.

This report is about my internship at CUMI from 6th of July to 4th of august for five weeks.

During my internship I was able to learn practical features of an organization and obtain a good

working experience from professionals.

This report includes introduction about the company and the products and functioning of the

organization.

This report also gives introduction about internal working of the organization and different

departments functioning in the organization.

This report also discusses with objectives and policies of the organization and the competitors of

them. It also gives the structure of the organization and the company profile including key

persons in the organization.

At the end it includes the key learning’s and skills developed during internship. It also gives

description about the tasks assigned during the internship process.

At the completion of my internship program, , internship issued me an Internship Completion

Letter. I hope that this report will provide you a complete momentary look of the organization,

where I have completed my internship. Moreover this report depicts my practical experience that

I have gained and learned during this internship program.

6

List of Figures

Figure 1: The Spirit of Murugappa Group

Figure 2: Major Companies

Figure 3: Abrasives

Figure 4: Coated Abrasives

Figure 5: Bonded Abrasives

Figure 6: Electro Minerals

Figure 7: Super Refractory’s

Figure 8: Organization Structure

List of Tables

Table 1: Company Profile

Table 2: Competitors

Table 3: Policies of HR

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Chapter -1

ORGANIZATION

8

1.1Organization- Introduction

Murugappa Group

The making of Murugappa group Headquartered in Chennai, the Rs. 22314 crores (USD 4.4

billion as on March 31, 2012) Murugappa Group is one of India's leading business

conglomerates. Market leaders in diverse areas of business including Engineering, Abrasives,

Finance, General Insurance, Cycles, Sugar, Farm Inputs, Fertilizers, Plantations, Bio-products

and Nutraceuticals, its 28 businesses have manufacturing facilities spread across 13 states in

India. The organization fosters an environment of professionalism and has a workforce of over

32,000 employees. The Group has forged strong joint venture alliances with leading international

companies like Mitsui Sumitomo, Foskor, Cargill and Groupe Chimique Tunisien has

consolidated its status as one of the fastest growing diversified business houses in India.

From Acorn to Oak the business has its origins in 1900, when Dewan Bahadur A M Murugappa

Chettiar established a money-lending and banking business in Burma (now Myanmar), which

then spread to Malaysia, Sri Lanka, Indonesia and Vietnam. In these 100-plus years, it has

withstood enormous vicissitudes, including strategically moving its assets back to India and

restarting from scratch in the '30s, before the Japanese invasion of Burma in World War II.

Starting with a sandpaper plant, the Group forayed into making steel safes, and then into

manufacturing. It set up an insurance company, and bought a rubber plantation; making a small

but significant beginning. The rest is history.

9

Fig.1

Today, it is one of the country's biggest industrial houses. Group achieved a turnover of Rs.

13617 crs during 2009-10. Today, they have set to achieve a total turnover of USD 7.2 Billion by

2013-14.

The group is a market leader in India across a spectrum of products like fertilizers, abrasives,

automotive chains, car door frames and steel tubes. Neemazal, a neem-based organic pesticide, is

the market leader in bio-pesticides. Some of the country's best-known brands like BSA and

Hercules in bicycles, Parrys Spirulina and Parry’s Beta Carotene in nutraceuticals, Ball master

and Ajax in abrasives, Gromor and Paramfos in fertilizers, and many more come from the

Murugappa Group.

10

Major Companies

Fig.2

Carborundum Universal Limited

Carborundum Universal Limited (CUMI) was founded in 1954 as a tripartite collaboration between the

Murugappa Group, Carborundum Inc, USA, and the Universal Grinding Wheel Co Ltd, UK.

They pioneered the manufacture of coated and bonded abrasives in India, besides super refractories,

electro minerals, industrial ceramics and ceramic fibers. In sync with the global vision, CUMI is

expanding its product spread. The Company makes over 20,000 varieties of products manufactured at 25

locations across India, Russia, South Africa, Australia, China, Thailand and Canada. They exports its

products to 43 countries spread across the globe. All the manufacturing facilities of CUMI are ISO

9001:2008 and ISO 14001: 2004 certified for quality standards and environment-friendly manufacturing

practices.

State-of-the-art facilities and strategic alliances with global partners have earned them a reputation for

quality and innovation. It is one of the few manufacturers of abrasives and ceramics in the world with

fully integrated operations that include mining, fusioning, power generation and manufacturing, besides

marketing and distribution.

CUMI is equipped with a state-of-the-art Research and Development centre and they work aggressively

on product development and efficiency enhancement. Its in-house R&D and collaborative research with

leading research institutions have ensured market leadership in India and abroad. CUMI has

manufacturing practices like Lean and Six Sigma in place to improve its cost competitiveness.

11

The Company has a commanding list of subsidiaries across the globe that include Volzhsky Abrasive

Works-Russia, CUMI Australia Pty Ltd, Foskor Zirconia Pty Ltd-South Africa, CUMI Middle East-

RAK, CUMI Canada Inc, CUMI America Inc, Sterling Abrasives Limited-Ahmadabad, Net Access India

Limited, Southern Energy Development Corporation Limited (SEDCO), CUMI Abrasives and Ceramics

China Limited (CACCL), Cellaris Refractories India Limited and CUMI International Limited, Cyprus.

CUMI's joint ventures include Wendt (India) Limited – manufacturing super abrasives, Murugappa

Morgan Thermal Ceramics - manufacturers of ceramic fiber and Ciria India Limited - specializing in

design and installation of refractory liners for petrochemical and fertilizer industries. This unique strength

allows the Company to serve diverse markets and geographies leveraging the local strength of its

partners.

12

1.2 Products and services

Products

Abrasives & Allied Products

Fig.3

An abrasive is a hard, tough and wear resistant substance for grinding and polishing operations.

Manufactured through a complex and high technology process, these abrasives are used in metal removal,

cutting and finishing operations in almost all industries.

Coated abrasives

Fig.4

These are manufactured by depositing grains over a backing material like cloth, paper or fiber. Depending

on the requirement of the customer, the backing material and type of grains will vary. There are various

types of grains like sintered aluminum oxide, silicon carbide, zircon, emery and flint. The grains are of

varied sizes referred as 'grits' and their sizes also vary from grit 12 to grit 2000. The backing on which

these grains are coated will vary depending on the industry and application to which the coated abrasives

are supplied.

13

Coated abrasives are used in light polishing applications in automobile, auto ancillaries, white goods,

hand and power tools, sanitary ware, furniture, and fabrication and construction industry.

Bonded abrasives

Fig.5

These are divided into vitrified, retinoid and rubber products and manufactured by mixing grains

with bonding material, molding them to shape and then subjecting the output to firing or baking

in high temperature and finishing the same to desired dimensions. The composition of the

product depends on the type of grains and type of bonding materials used. Sizes will vary

between 10 mm to 1200 mm with thickness ranging from 1 mm to 650 mm. Bonded abrasives

are mostly in the form of wheels but also in other shapes such as segments, sticks etc. Bonded

abrasives for internal purposes classified as Standard Products (i.e. those products which are

made to standard dimensions, grit sizes, shapes and grain / bond composition). Bonded

Abrasives are used in diverse applications like floor polishing, fabrication, polishing, off-hand

tool grinding and precision grinding of diverse products like crank shaft, balls and razor blade across a

wide spectrum of industries ranging from automobile, construction, fabrication, steel, bearing etc.

Tools for stones

Diamond and cubic boron nitride (CBN) are known as Tools for Stones. Wheels and tools made with

these abrasives are used in high end applications. CUMI is present in this segment, through its joint

venture Wendt India Ltd., Bangalore, India.

14

The major user industries for Tools for Stones are automobile, engineering, cutting tools, refractory’s,

ceramics tile, glass and steel.

Allied products

Metal Working Fluids

Apart from abrasives, CUMI also manufactures metal working fluids for grinding applications. In the

metal working process, the right combination of machine, cutting tool and metalworking fluid is required

to produce an acceptable part. Therefore this product line is a logical extension of CUMI's abrasives.

Power Tools

CUMI recently launched a range of power tools used in metal working, construction, wood working and

interior decoration. Abrasives are used as accessories in power tools. The Company's strong brand image

and well established marketing network provide good synergies for this product line with abrasives.

Electro Minerals

Fig.6

CUMI's electro minerals products group offers sintered aluminum oxide and silicon carbide grains as the

major product lines. Upon completion of the acquisition in South Africa, CUMI's product range would get

enlarged to include fused zirconia as one more major product line . Electro minerals are used as basic raw

material in the manufacture of abrasives and refractory’s. They are also used for surface preparation and

in tile and paint industries. They are also increasingly being used for silicon wafer slicing in solar cell

15

manufacture, dental care and skin therapy. Silicon carbide is also used as an input in metallurgical

industries.

Industrial ceramics

The Ceramics product group offers products which harness the heat resistance / containment, wear

resistance and insulation properties of ceramics and also corrosion resistance properties of various

materials.

Industrial ceramic materials are non-metallic, inorganic compounds Industrial ceramics products made

mostly of high alumina. They have high melting points, low wear resistance, and a wide range of

electrical properties.

Anticorrosion products

CUMI offers a range of corrosion protection products mainly for industrial applications viz. acid resistant

cements, custom made equipment manufactured of fiber reinforced plastics, precast polymeric products,

construction chemicals and anticorrosive coatings and industrial floorings. The products are used in a

wide variety of industries for meeting anti corrosive requirements in industries particularly

petrochemicals, copper and zinc refineries, paper and pulp, fertilizers etc.

Bio-Ceramics

CUMI also offers a ceramics wound dressing products. These consist of micro-porous ceramics granules

in a permeable container. These products helps to siphon off excess wound exudates. They have

application in health care industry for post surgical medical care and treatment of various wounds and

ulcers.

16

Super Refractory’s

Fig.7

Refractory is a material that will retain its shape and chemical identity when subjected to high

temperatures and is used in applications that require extreme resistance to heat, such as furnace linings.

Refractory products are basically used in industries for heat resistant and containment. 

CUMI's manufactures Super Refractories (which can be in two forms fired refractory’s and monolithic)

and also Refractory Fiber.

17

Company profileCOMPANY NAME: CUMI (Carborandum Universal Limited)

Headquarters: 'Parry House', 

43 Moore Street,

City: Chennai (Madras)

State: Tamil Nadu

Pincode:600001

Email ID:[email protected]

Web Url:http://www.cumi.murugappa.com

Name Designation

K Srinivasan CEO

K Srinivasan Managing Director

M Lakshminarayan Director

M M Murugappan Chairman / Chair Person

M Muthiah Sr. Vice President - Human Resources

N Ananthaseshan Sr. Vice President - Electro Minerals Division

P L Deepak Dorairaj Sr. Vice President (Operations) - Abrasives

P R Ravi President - Industrial Ceramics

R Rajagopalan Sr. Vice President - Refractories & Prodorite

S Dhanvanth Kumar Company Secretary & Compliance Officer

S Dhanvanth Kumar Secretary

Sanjay Jayavarthanavelu Director

Shobhan M Thakore Director

Sridhar Ganesh Director

Sridharan Rangarajan Chief Finance Officer

Subodh Kumar Bhargava Director

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Table.1

Company background: - Industry name: abrasives and grinding wheels

House name: Murugappa Group

Incorporation date: 21-04-1954

Carborundum Universal Ltd is a largest high alumina ceramic manufacturing company in India.

They are an industrial ceramic material-based products and service provider, with operations spread

across three business segments namely Abrasives, Ceramics and Electro minerals. They pioneered

the manufacture of coated and bonded abrasives in India, besides super refractories, electro minerals,

industrial ceramics and ceramic fibers. The company's major customers include bearing, automobile

and auto ancillary, alloy steel, foundry and forging, fabrication and general engineering industries.

The company products are manufactured in fourteen locations across various parts of the country in

which all their manufacturing units are ISO 9001:2000 certified. The company has their presence in

43 countries and also has 200,000 retail outlets. Carborundum Universal Ltd was incorporated in the

year 1954 as a joint venture between Carborundum company, USA, Universal Grinding Wheel

Company, UK and Murugappa Group, India. Within ten year, they acquired a coated abrasives

facility from Ajax Products Pvt Ltd and set up a bonded abrasive facility at Thiruvottiyur in Chennai

and bauxite mining in Bhatia. In the year 1978, the company acquired the Eastern Abrasives Ltd

which is a coated abrasives manufacturer in Kolkata. In the year 1982, the company established

MMTCL as a joint venture company with Morgan Group plc for manufacturing ceramic fibers. The

company had collaboration with Wendt GmBH of Germany, Morgan Crucible Co, UK, and also a

Joint venture in Australia for the supply of wear resistant ceramics to coal washeries. The industrial

ceramics division was started in the year 1991 in technical collaboration with Coors Ceramics, USA

and the manufacturing plant is located at Hosur in Tamil Nadu. During the year 1994-95, in order to

augment infrastructure facilities, the company commissioned a 2 MW wind farm at Perungudi,

Tamilnadu. Cutfast Abrasive Tools Ltd, Eastern Abrasive Ltd, Cutfast Polymers Ltd and

Carborundum Universal Investment amalgamated with the company with effect from April 1, 1997.

During the year 1999-2000, the company set up a 5 MW natural gas based thermal power plant in

Tiruvarur with an outlay of Rs. 16 crore. In March 2002, the company commissioned the cloth

processing facility at Maraimalainagar in Tamil Nadu. Sterling Abrasives Ltd, which is engaged in

bonded abrasives business, and SEDCO, which operates a 5.5 MW natural gas based thermal power

19

plant in Tamil Nadu became the subsidiary of the company with effect form March 31, 2003. During

the year 2003-04, the company acquired 51% stake in CUMI Australia Pty Ltd. During the year

2004-05, the company established state-of-the art facilities for certain product lines in their

Tiruvottiyur and Pallikaranai plants and also they installed new kilns in their Hosur industrial

ceramics plant and the Ranipet super refractories plant. During the year 2005-06, the company set up

a 100% subsidiary with the name CUMI Middle East FZE in Ras Al Khaimah, UAE to promote

exports in the region and also in February 2006, they set up a 100% subsidiary in Canada, CUMI

Canada Inc and acquired the business of a coated abrasive supplier, Abrasive Enterprises Inc at an

investment of 2.25 million Canadian Dollars. In October 2006, the company acquired 48.7% stake in

Sanhe Yanjiao Jingri Diamond Industrial Company Ltd, which is engaged in the manufacture of

synthetic diamond grits, which serves as a raw material for super abrasives. The coated abrasive

plant at Sriperumbudur in Tamil Nadu commenced their production in December 2006. During the

year 2006-07, the company consolidated their coated abrasive back-end operations of cloth

processing and polymer manufacturing at Maraimalai Nagar near Chennai. In order to strengthen

their position in the monolithic market, the company acquired two industrial units at Jabalpur,

Madhya Pradesh, one, which manufactures monolithic refractories and the other high quality

refractory cement, which is an input for monolithic refractories. Also they completed the first phase

expansion of silicon carbide during the year. Prodorite Anticorrosive Ltd, a wholly owned subsidiary

of the company merged with the company with effect from April 1, 2007 which is engaged in the

business of acid resisting cements, corrosion resisting products, polymer concrete and fiber

reinforced plastics. Also, the company set up a 100% subsidiary in Cyprus, CUMI International Ltd

with an investment of nearly Rs. 100 crore. CUMI International Ltd acquired 86% stake in Volzhsky

Abrasive Works, Russia which is ranked as the world’s second largest silicon carbide manufacturer,

with an installed capacity of 65,000 tons per annum. In November 2007, CUMI acquired the

engineered ceramic business of IVP Ltd in Aurangabad to strengthen their presence in the high

alumina ceramics business. During the year 2007-08, the company commissioned a modern 2000

tone facility for resin bonded abrasives and a 1000 tone vitrified bonded abrasives plant and also

they spent Rs. 1030 million for the Greenfield / brownfield expansions, new product and technology

upgradation projects. They set up new automated plant at Hosur for manufacturing wear resistant

liner tiles at a cost of Rs. 318 million. The company is in the process of setting up a green field

facility in Vellore district in order to strengthen their position in the fired refractories segment. In

20

July 2008, the company entered into an agreement with Foskor (Proprietary) Ltd, South Africa to

acquire 51% equity stake in Foskor Zirconia (Proprietary) Ltd, Phalaborwa, South Africa which is

engaged in the manufacture of zirconia and fumed silica.

Competitors

Company

1 Grind well Norton ltd

2 Orient Abrasives Ltd

3 Valley abrasives

4 Wendt India Ltd

Table.2

21

Organogram

Fig.8

22

Shareholder

Board

Financial center Legal Department

Director

Production department

Investment department

Marketing Department

Technical department

Human Resource Department

Production Planning

Technical/Industrial Design

Production

Maintenance

QA Manager

Planning Department

Research Department

Engineering Department

Brand/Advertising

Promotions/Media

Trade Marketing

Public Relations

Market Analyst

Product Design Department

Research Development

department

Technical Audit Department

Technical Service

Departemnt

Customer Service

Department

Training Group

Recruiting Team

Office Support

Compensation Benefits

Chapter-2

Inter departments

The major departments under CUMI are:

Production

R & D

HR

Marketing

Finance

2.1 Production

CUMI pioneered the manufacture of coated and bonded abrasives in India, besides super

refractoriness, electro minerals, industrial ceramics and ceramic fibers. In sync with the global

vision, CUMI is expanding its product spread. The Company makes over 20,000 varieties of

products manufactured at 25 locations across India, Russia, South Africa, Australia, China,

Thailand and Canada. CUMI exports its products to 43 countries spread across the globe. All the

manufacturing facilities of CUMI are ISO 9001:2008 and ISO 14001: 2004 certified for quality

standards and environment-friendly manufacturing practices.

2.2 R & D

CUMI is equipped with a state-of-the-art Research and Development centre that works

aggressively on product development and efficiency enhancement. Its in-house R&D and

collaborative research with leading research institutions have ensured market leadership in India

and abroad. CUMI has manufacturing practices like Lean and Six Sigma in place to improve its

cost competitiveness.

23

2.3 Marketing

The domestic and international markets for electro minerals, was very buoyant both on account

of supply constraints and also demand growth. The business recorded a growth of 25 per cent in

revenues with the Indian operations achieving a growth of 34 per cent and the Russian operations

by 24 per cent over last year. The South African operations grew by 21 per cent. The increase in

sales was both on account of volume increase and also escalation in prices.

The market structure in the global electro minerals business remained largely unchanged with the

Company continuing to be the second largest player in the silicon carbide segment of this

business.

2.4 Finance

Substitution of debt with more favorable terms has been done at CUMI International Cyprus.

The relationships with the CUMI’s bankers in India have been leveraged to get credit facilities

for overseas subsidiaries. All debts have been serviced on time (including scheduled

Repayments). All capital expenditure was funded from internal accruals. The rates even when

the market rates increased during the latter part of the year.

The Company continued to retain its strong credit ratings - P1+’ for short-term borrowings and

‘AA+ Stable’ for long-term borrowings - from CRISIL.

The software used by them is ‘Ramco’

2.5 HR

The leadership team revisited ‘Vision CUMI 2020’ in a session facilitated by a consultant of

international repute, setting the tone behaviors that they are committed to uphold at all times.

The team also followed through with their 360-degree feedback, by taking up individual

development plans focusing on leveraging their strengths and working on developmental needs.

The second-line leaders were also being geared up for their turn. The CUMI Leadership Program

saw its second batch graduate successfully with the promise to be at the helm when CUMI 2020

happens. Young aspirants weren’t far behind with CUMI ‘Ustaad’ programs conducted to hone

24

their technical skills, especially the application engineering capabilities, which are at the heart of

CUMI’s business. The engagement levels of employees was measured and found to be higher

compared to similar companies in India. Based on a comparison of market compensation levels

across locations, compensation package was selectively restructured during the year. An ‘Online

Performance Management System’ was launched in order to align to the Group’s performance

management framework and also to make it user-friendly for employees spread across various

locations. ‘My Space’, the enhanced employee portal, was unveiled to provide a single window

of access to employees’ information needs.

The Company continues its commitment to employment and empowerment of women through

its ‘Mitr’ Forum and other initiatives. Women’s Day Awards and participation in the MMA

Women’s Convention events were some of the additional activities of this year. At the workmen

level, successful long-term settlements were signed in major locations towards a healthy and

productive work environment. A basic training centre was started to build

a supply of skilled workforce to meet future needs, through an apprenticeship model approved

and recognized by the State Government in Tamilnadu. It also proved to be a socially impactful

program, turning school drop-outs and unemployed youth from the local communities into a pool

of employable and skilled candidates. Safety and Environment initiatives were undertaken in the

form of awareness campaigns, competitions, continuously monitoring matrices and training

programs. Retaining critical talent and acquiring new talent to meet the business needs was the

biggest challenge in the last year; going forward, initiatives like Graduate Engineer Training

programs and recognizing top talents are expected to help the Company counter this challenge in

the coming years

Human Resource Strategy

CUMI’s business strategy is evolved from Domestic & Global market trends, Economic Growth,

Competitor Analysis and Customer Industries’ Growth Plan. HR strategy is linked to business

strategy and facilitates the organization to achieve the objective by building people capabilities.

25

CUMI’s concern for people has been driving force for the growth of the organization over the

last 5 decades. The sustained growth over the past several years attributed to the knowledge, skill

of the people and technology. HR has always been one of the focus points in the business

strategy.

Principles

Whether workmen or management staff, employees are employees. They are not different

blocs, but two faces of the same coin

Unions are treated with respect and are made partners in the progress

Harmony and peace cannot be at the cost of dilution of organization ethos. Fairness and

Firmness will govern all employee relations

Communication and dialogue would be the essence of managing relationships

A proactive approach and a state of mental and physical preparedness would help in

managing unpleasant surprises

Integration of HR polices and strategies with the organizations strategy

The formulation of new policies and changes to the existing policies are done in line with the

business plan, business model, market trends, best practices of benchmarked companies,

suggestions, employee feedback through communication meetings and through Employee

Satisfaction Surveys.

Synergy across divisions/relationship with alliance/logistics-distribution

The initiative on the above was started with the facilitation by Mr. Richard West, a

Transformation Facilitation Expert.

Adopting the framework articulated in the CII Business Excellence Model and

identification of 12 key processes.

Strategic planning for the future based on analysis of discontinuities and emerging

technologies.

Mutually beneficial Long Term Agreements with Unions focusing on productivity and

flexibility for the organization, and a good quality of life for the employees.

26

“Welfare is non-negotiable”- P.P.Sukumaran, Vice-President, Group HR.

And the management focuses on Long Term welfare schemes like Health, Housing and

Education of children.

Introduction of modern manufacturing concepts and practices like Modular system of

production, Lean Manufacturing System, ERP, etc.

TQM made a way of life through extensive use of 7 QC tools in daily work. Intensive

employee involvement activities in Cross Functional Teams (CFTs) and Small Group

Activities (SGAs).

CUFEST being the much awaited annual event displaying the best of the talents in the

areas of TQM and TEI (Total Employee Involvement) initiatives are reviewed by the top

management and external experts. Rewards and recognitions in the Annual Quality

Festival are a great source of motivation to the participants.

Performance oriented organization as reflected in the increased share of variable pay for

workmen as well as management staff

Development initiatives like Balanced Scorecard, Hay’s evaluation, Development

Centers, 360 degree appraisal, Policy Deployment

Intense Training and Development initiatives across the organization focusing on

business knowledge, functional skills and attitude.

Regular feel of the emotional pulse of employees as well as the customers through

periodic satisfaction surveys.

Commitment to SHE not only for employees but also for the other stakeholders as

reflected in working conditions, health management practices, product design, work

related to ISO 9002 and 14001 accreditation, etc.

Active participation as a responsible corporate citizen focusing on community

development initiatives, social upliftment and professional / academic interface.

Stimulating and encouraging empowerment, creativity and innovation

To address the dynamic needs of the market, CUMI continuously reinvents the functioning

approach to the customer.

Organization’s Structural Change

27

Learning new tools and technology.

Annual /sales Conference

Quality Improvement Steering Group (QISG):

Product development and Product application teams

Stimulating and encouraging collaboration within the organization

As an outcome of the Transformation Exercise, many Cross Functional Teams have been formed

and work on the improvement projects paved way to team work and collaborative culture. They

encourage Suggestions, CFT and SGA teams to go for external participation. Our teams have

won many prizes in external events also.

The continuous efforts in Total Employee Involvement related training has resulted in

continuous participation of teams in different forums like QCFI, INSSAN, National Productivity

Council and other participative forums like AU-TVS and winning awards.

At the Group level also, we encourage our teams to participate in all events. The role of

leadership is to encourage our employees to participate in TQM activities by way of committing

resources of time and money. The culture at CUMI encourages and applauds innovation, by

building the knowledge required to recognize opportunities, by honing the skills to develop

inventive strategies and have the courage to carry them out.

Chairman’s Award for Innovative Organization

The culture at CUMI encourages and applauds innovation. At CUMI differentiation is a way of

life - the one that pervades and touches everyone. CUMI won the Innovative Organization

Award instituted for the first time in the Murugappa Group in the year 2003.

Ensuring a process for the development, deployment and updating of policy and strategy is

developed and implemented

The business strategies are encompassed into Balanced Score Card (BSC). This has been further

deployed down to each individual.

28

HRM Practices

CUMI’s policy on Human Resources Planning

CUMI will Endeavour to ensure effective staffing, the right person for the right position. We

would also attempt to develop and optimize the internal human resources and its potential.

Recruitment Policy Policy on Career Planning

CUMI will recruit based on integrity,

competency and the ability to work in a team.

We would also endeavor to select individuals

with leadership potential, customer orientation

and quality focus. Above all, we also take the

Value-fit of the individual with the group into

consideration.

CUMI believes that it is our responsibility to

develop employees to their fullest potential so

that future challenges could be met with

existing talents.

Table.3

Succession planning

CUMI identifies its potential employees who can generate operational and cultural excellence in

work place. They are called as Change Managers. The selection of change managers is done

through

Assessments

360 Degree Profiling

Behavioral/Leadership Styles

Functional Head’s Feedback

Identified Areas - Operational / Cultural Excellence

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Development plan

The 3 Cs of Retention of Talent at CUMI.

Challenge

Compensate

Competency

Performance Management System

The Performance Management System is based on the Balance Score Card.

The Balance Score Card is the culmination of the Business plan and is the complete

strategic map which identifies the strategic indicators and thrust areas of the Business.

This Balance Score Card is the authentic document approved by the Murugappa

Corporate Board.

Based on the Approved Balance Score Card the functional score cards are evolved.

The monthly plans are then evolved from the above. These plans are reviewed on a

monthly basis against the plan.

The feedback and the learning’s from the monthly reviews and course corrections are

incorporated.

The Performance Management System is on line with Policy Deployment. The steps

involved in Policy Deployment or Hoshin Kanri is explained in the table.

The system is designed to capture the objectives and measures in the Policy Deployment

table drawn up for the current year.

The objectives and measures are to be clear cut, specific and quantifiable

The appraiser and appraisee will jointly discuss and arrive at the best regrouping possible

of the objectives.

In the discussions, the Appraiser and Appraisee agree on action plans including resources

and support. This is summarized and signed off by both the appraiser & appraisee.

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A review mechanism is also built in the system to ensure frequent monitoring of

objectives and course correction, if necessary.

The review calendar is drawn up to regularly monitor the progress of the objectives and

provide resources if any on the part of the appraisee.

Control charts are maintained at agreed frequency and reviewed

Policy deployment (Hoshin Kanari)

Evolve Long Term Policy

Identify linking long term strategy

Define objectives (what)

Clarify methods (how)

Pick Control Charts (visual charts)

Deploy

Establish Review Mechanism

Corrective Steps

Compensation

CUMI believes that compensation should be based on the performance of the individual and the

individual performance is classified through a quantifiable / objective measure.

The performance rating will be:

Exceptional Contribution

Significant Contribution

Good Contribution

Not meeting the requirements

Not suitable

Performance Linked Incentives

The incentive, a part of the compensation and linked to Balance Score Card helped CUMI,

initiate the process of :

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Rewarding stretch, effort and risk taking

Encouraging inter-functional and organizational perspective

Providing thrust to sustainable processes

Giving impetus to innovation and learning

Incentive is an important and integral part of the compensation package. It would be based only

on the Achievement of Company/SBU Score Card, with weightings specified for each

perspective.

Rewards & Recognition

CUMI has evolved a rewards and recognition scheme

Kaizen Scheme: The objective of this scheme is to encourage and recognize management staff

for their participation & contribution in Work/ Method/Productivity improvement and cost

reduction exercises which benefit the organization.

This scheme is applicable to all Management Staff up to MG6 including Management Trainees

category of CUMI for their individual contribution.

Suggestion Scheme: The objective of the Suggestion scheme is to encourage and recognize

employees for their participation & contribution in Work/ Method/Productivity improvement and

cost reduction exercises which benefit the organization. This scheme is applicable to all

Operatives of CUMI for their individual contribution.

Areas of suggestion: The suggestion shall be on the following areas :

To improve production / productivity

New methods / devices improvement for simplification.

To improve quality of product / maintenance / service

To improve general upkeep & cleanliness

To eliminate wasteful practices

To eliminate pilferage of material

To improve process

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To reduce cost.

Q-Man Award: The Objective is to encourage and recognize employees for their participation

& contribution in Work/ Method/ Productivity improvement and cost reduction exercises which

benefit the organization. This is applicable to all Operatives and Staff of CUMI for their

individual contribution.

Best Sales Engineer Award: The objective of this scheme is to reward Sales engineer for their

good work. This scheme is applicable to all Sales Engineer (Supervisory staff & Management

staff) who have performed exceptionally well over & above their PD measures assigned to them

in his or her area of work or outside their scope of work shall be eligible for the scheme.

Muthiah Memorial Best Performance Award : The objective of this award is to encourage

and recognize employees for their contribution in Breakthrough activities which benefits the

organization. This Award is applicable to all employees in the Management and unionised

cadres.

Innovative HR

Innovative Organizational Methodologies

E-Recruitment

Among the Murugappa Group, CUMI was the first unit to adopt the e-recruitment and later the

tie-up with Naukri and Murugappa Group got established.

E-Learning

CUMI was the first to establish the e-learning concept way ahead of the other companies. Virtu

Versity - a concept developed by CUMI and an external agency scaled new heights in training.

These e-learning enabled employees to learn at his/her own pace.

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Psychometric assessment tests

CUMI has redefined its recruitment policy with the inclusion of the psychometric test for the

recruitment of management staff. Once the candidates identified for the position clear the

preliminary interview, they need to undergo the psychometric assessment tests which is

organized through an external agency. The candidates’ key attributes and his potential strengths

and weaknesses helps CUMI in making the selection & placement decisions and also the areas

for improvement.. The psychometric test covers the personality scales and the ability tests and

compares the same with the key attributes of the position identified in CUMI.

Knowledge management council

The KMC as it is known in CUMI is known for its wide range of initiatives in knowledge

management. Some of the efforts are:

Intranet

The Managementor.Com

Knowledge Officer

Knowledge Management was judged as the Winner of the Best Innovation in the Human

Resource Category by the Murugappa Group Chairman Mr. P.S. Pai

CUFEST.

CUMI organizes an annual Quality Festival, CUFEST, first of its kind in the entire Murugappa

Group. This event was started in the year 1999 and held in different locations of CUMI. Every

year the grandeur in which the participating units participates and wins is greatly improving. So

also the quality of the event. The event captures the pulse of the employee involvement in its full

form-with events like SGA, CFT, Kaizen and Suggestion capturing the best improvement

initiatives of each division.

Employee satisfaction survey

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CUMI took the initiative way back in 1998, to understand how satisfied its employees are with

its existing systems and practices. Feedback from the survey is given to the senior members in

the BGMC for implementation of the areas of dissatisfaction, which are identified. The first

follow up survey was done in 2000 to assess the effectiveness of the initiatives taken to address

the areas of dissatisfaction identified in the previous survey and the second follow up in the year

2003. The survey is designed to cover all categories of CUMI-workmen, staff as well as

management staff.

Flexibility/ Multi skilling

Earlier the workforce was working on the Single man -Single machine concept. And ‘working to

the norms’- culture prevailed in the shop floor. The shift from “working to norms “to “no-norms”

was made feasible in the workforce through a continuous amount of training programmes, which

emphasized the Change Management. This paradigm shift facilitated the Customer Centric

Approach. The workforce is now multi-skilled. This was achieved through the skill-matrix based

training initiatives.

CUMI’s policy is to:

Provide a safe working environment

Impart continuous education on Safety, Health and Environment hazards with stress on

preventive measures and ensure Zero Accidents

Provide Personal Protection Equipment and ensure compliance to the same.

Give priority for Safety, Health and Environment considerations while planning for new

products / processes

Adhere to Safety, Health and Environment norms even beyond Statutory Requirements.

Job rotation/ Enrichment

The business requirements over the past few years had emphasized the concept of Job

enrichment. For e.g., TQM initiatives, Lean Manufacturing, TPM, Six Sigma which were

brought in as a part of the business requirement not only resulted in enhancement of the

knowledge but also on effectively implementing the growing business needs.

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Communication channels

CUMI always believes in transparent dialogue with its employees and over a period of time has

fine-tuned a formal communication system vertical and horizontal, to support information flow

and knowledge management.

Sharing of best practices:

The best practices and knowledge are shared in various forums across CUMI as shown in table.

Presentation in sales conference

Annual Group HR & Finance meet

In-house magazines DART/Red Indian

Murugappa Group Best Practices

Sharing session

CFT/SGA presentations

Monthly communication meeting

SHE Initiatives

SHE: Safety, Health and Environment Initiatives

CUMI is committed to protect its people, environment and property by continuously improving

all its operations and provide a work place free of hazards.

Objectives

Integrate safety health and environmental consideration into Business Planning.

Comply with all applicable laws, regulations, standards and Codes of Practice

Monitor and Assess health, Safety and environmental Performance on a continual basis.

Provide workplace free of hazards

To be recognized as a responsible citizen

Key initiatives

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Safety

Reduce Accident rates both Reportable and Non Reportable

Reduce Severity Rate and Frequency Rate in all divisions.

Health

Employee Well Being and Satisfaction

CUMI believes people are their asset. Therefore health towards its employees is reflected in the

well-developed and well-conceived HEALTH PLAN

CUMI has a tie-up with the Diagnostic centre / Laboratory / Hospital near the Unit to conduct

the medical checkup as per the prescribed format. All employees will have to take up the medical

check-up between April and February. In the case of Management Staff, the spouses can also get

the medical checkup done at the prescribed diagnostic centre / Laboratory / Hospital.

Communication / Education

Under this preventive measure:

Health Camps are arranged every year.

Guest lectures are arranged once a quarter.

Occupational health - To ensure that safety / protective equipment are provided to the

employees and they use them while at work.

Information on health

On-line information on health like clippings, pamphlets, etc. shall be provided at all units. In

addition to this a regular bulletin is available in the Intranet which carries

Curative

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Under ‘Curative’ there are three phases:

Dispensary

ESI coverage and/or Insurance scheme

Chronic illness

Dispensary

First aid centre to direct accident / emergency cases to a nearby hospital where the

company has a tie-up.

Treat employees for minor common illness.

Maintains the health records of all employees, card index and other statutory records.

The employee health records are available online-Health Monitoring System. (Illustrated in the

diagram)

ESI coverage and/or Insurance scheme

For those covered under ESI, hospitalization is taken care of by the ESI. For those who cross the

salary limit for ESI coverage and where the benefits derived under ESI is not enough to meet the

medical expenses, an Insurance scheme under the Cholamandalam Insurance Scheme is

available. This caters to both the NMS and MS.

Chronic illness

Employees with chronic diseases (like diabetes, hypertension, and cancer) are identified. This

scheme is drawn up to provide reimbursement of such expenses and also to extend interest free

loans to employees.

Environment

Implementation of ISO 14000 in the major divisions is one of the significant indicator.

Identifying the need in neighboring community by developing Employee Animators is an

ongoing project.

For more details see environment policy

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Training and Development

Employee Education, Training and Development

CUMI’s Human Resource Strategy is to develop and sustain critical competencies and to

leverage on these, through a facilitating structure and culture.

Evolution of training

CUMI underwent a transition in training- From Training to Learning.

This was facilitated through

Job rotation

Team work to resolve issues - in the form of TQM initiatives

Sharing breakthroughs and learning’s

Flexibility / Multi skilling

SHE initiatives

Career Planning

Development of Change Agents

This has enabled in creating a team of involved, responsive and innovative people.

From 2000 to 2002, CUMI switched over from the “Target on Training Mandays” concept to

Training for Business requirement approach.

“Employee Learning through Instructor Led Learning to Business Driven on the job training

resulting in job enrichment.”

The employee learning plans are:

Business Driven

Personalised

On the job / job specific

As per the HR strategy, the input for the training need identification is obtained from :

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Business Requirements

Skill matrix / Competency requirements

Quality System Procedure-requirements

Environment System Procedure requirements

Performance Appraisal.

The needs identified are consolidated in the form of a training calendar. The program

deliverables are met by finding the suitable internal or external faculty.

Designing and promoting individual, Team, and organizational learning opportunities

Individual Learning:

Fast trackers are trained through B’School and ACME.

Business Leadership Programme is a programme developed by Murugappa Group in

strategic alliance with IIM, Bangalore. The potential managers below the age of 45 are

identified to undergo this process. CUMI has to its credit 4 of its management staff

among a select list of 26 for the year 2003.

HR policy on higher education encourages employees for expanding their learning

horizon in India and abroad.

Team Learning

CUMI Learning Centre (CLC) The ability to learn purposefully from our past and from our work

and to work and to foster the learning of one another has become critical business skills. These

skills are shared and developed across all levels of the organization. With this objective CUMI

Learning Centre was established. This facility is used extensively for team learning activities like

CFT, SGA, seminars and conventions.

Organizational Learning

Companywide training for initiatives like TQM, Business Excellence Model, TPM, Lean

Manufacturing was imparted from 1999 onwards.

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Customer Visits

Employee industrial visit to companies with best practices with a view to implement the

learning’s. Employees have been sent to key customers like MICO, SKF, Maruti Udyog Ltd.,

Tata Motors, IP Rings and Rane to understand customer expectations and our product

application.

CUMI took the first step in conceptualizing and activating the Train the Trainer concept. The

Functional Heads of the Abrasives Division were identified and were taken through a 4 day

rolling out process. The trainers were given inputs on essentials of training through NIS-Sparta

and were facilitated by an external agency.

Knowledge management center

CUMI being knowledge based and technology driven company, with a view to retain such

knowledge base, KMC was established in 1999-00.

Health Camps

Supporting and engaging in activities that aims to improve the organization’s contribution

to society:

CUMI has initiated structured need identification with the help of Madras School of Social Work

in the neighborhood community. For example, infrastructure development in Schools, Village

Hospitals and organizing Health Camps and safety camps. Some of CUMI's Corporate Social

Responsibility projects in Chennai are given below:

Chapter-3

Learning/ internship experience

My internship at CUMI has been a valuable learning experience. At CUMI I never felt like an

intern, I felt like part of the organization. I was given the same work as a full-time employee.

41

From preparing salaries to analyzing labor law —my everyday tasks were interesting and

rewarding.

HR works were not a easy field to understand, especially since I came into this internship with

no HR experience. I had completed the works given but many times I felt confused.

The work environment at CUMI is amazingly supportive. There is a feeling that CUMI

employees are like family. I am sincerely grateful for the help I received from the entire team.

My time at CUMI reinforced my belief that an internship is essential for anyone looking to go

into the work world. It’s no secret that the job market right now isn’t great. An internship could

not only develop our skills but also lead to employment.

My experiences at CUMI, during my internship are:

1. The works given were new to me like salary preparation; but that gave the idea about how the

works were done practically. 

2. Different incidents during internship gave me the confidence to work in a organization, like

preparation of JD (Job Description) and finding the matching resumes was a responsible job

and competing it well gave me lot of confidence.

3. During my internship I learned to be organized and disciplined. I used to get lot of emails

regarding JD given at once giving a variety of tasks that need to get done. I need to organize the

mails properly and arrange the CV’s to a particular folder according to job location.

4. Sometimes during internship I had to take decisions. During attending the calls of the

candidates for interviews I had to answer their queries which sometimes will be unexpected and I

won’t have time for referring my guide.

5. I learned to have a good attitude towards work without considering it as a negative aspect.

The work competed in a proper manner will be finally appreciated. At the end of the day what

does matters is the work done.

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Chapter-4

Knowledge Gained

An internship is a way to get foot in the door and start to understand choosing career from a real

world perspective. The classes in colleges teach the concept and theories but nothing takes the

place of actual real-life experience.

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The knowledge gained by me during my internship at CUMI is:

• Understanding the field of interest

An internship gets the opportunity to understand the interest in different fields. While doing an

internship, there are more opportunities than do the work you are being asked to do, it’s the time

to learn from people around. Clarifying things that are not clear through asking the employees

and getting knowledge is an invaluable experience. Each day I got a better and better

understanding of the career path I am interested in and the job to which I am working toward.

Being involved with those around the organization gives the culture of the organization.

• Learning about the company and the industry

In an internship, I had an excellent opportunity to learn about the company I am working for.

What are their goals? What are their challenges? What do they make or sell? Who are their

customers? Do they have other divisions, plants or sales offices? Who is the competition? Is this

some place I would like to work for in the future?. All of these questions were cleared at the end

of my internship. Internship also gives an opportunity to start learning about the industry you are.

They only had a few projects asking me to do during my internship but still I had the opportunity

to get the information that will help me in the future. I took time each day to learn something

important about the company I am working for and the industry.

• Making valuable contacts

During internship I not only got chance to learn from experts, but also made contacts with

important persons. In the future we need a resume with good job experience but we will also

need people who can be references for our work. Internship is the opportunity to show our talent,

skills and abilities and impress people so they will vouch for us as a person. Being on time, work

hard; being positive and enthusiastic during internship will create a good impression on us.

These values helped me to getting the offer of doing the main project in the same organization.

• Developing and improving our self

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During my internship, I took what I had learned and tried apply it. I started using the tips and

tricks I learned and discovered. This increased my confidence. Each day I went with the belief

that I am going to learn something important that will benefit in future.

A - Ask questions of the experts you are working with 

L - Listen to the valuable insight and information being shared 

O - Observe how the company operates and how things are done 

T - Think about and reflect on your experience often and apply what you learn

Internship at CUMI is an excellent first step in my career. It offerd many benefits to me and my

future.

Chapter 5

Skill Development through Internships Programs

My achievement through the internship is fruitful due to my working skills which are essential to

the career development have been enhanced. These skills include business communication skills,

time management skills, risk management skills, problem resolving skills. The other significant

experience I have gained through the internship is how to be a competent team member in a large

45

organization. There are many useful and practical things that can be explored. For example, how

a large organization structured, what’s the main role of each functional department to play, how

to perform as an ethical and professional team member, and the normal ways of communication.

Upon completion of the internship program, I got the skills like:

• apply theories and principles to specific situations within the work environment

• function well within a team as well as in a leadership role

• demonstrate confidence in personal and professional skills

• understand the business world from an experiential perspective

• demonstrate advanced critical thinking and communication skills

• Overall explanation of the learning experience and personal development achieved

• Analysis of observations and experiences as relative to specialization and coursework

Other than these specific skills general skills achieved are:

advanced oral and written communication skills

Team work and leadership capabilities

Experiential reflexivity Time management

Work ethics

Flexibility/Adaptability

Tactfulness

Chapter 6

Specific Assignment or Research work

Task1:

The first task given to me was preparation of salary for the month of July. Salary is prepared

through 3 kinds of forms. They are: P, Q, R forms. P form is for advances given or deductions

46

due to damages. Q form is for leave taken by the employees. Then based on these the

wage/salary form i.e. R form is prepared.

Task2:

The second task assigned was preparing database for the labor law. The document given to me

contained the different cases filed under different courts in India. The task was to prepare the

prepare data base by taking only the important points of the verdict.

Task3:

The third task assigned to me was to finding the matching profiles from the web portal

Nakuri.com according to the job description given. The job descriptions given were as:

JD1:

   The following are the details about the job of executive/deputy manager - sales and marketing

Job title :              executive/deputy manager - sales and marketing

Department :              marketing

Exposure :               tooling industries- channel/dealer management (Abrasives, power tools,

cutting tools)

Knowledge, Skills & experience: Educational qualification of BE/B.Tech(Mechanical) with 2-5

yrs of experience.

CTC : 2.5 to 5.5 lacks

Job purpose: to manage channel sales primary/ secondary and also project sales handling to

generate  the maximum amount of profitable sales through the achievement of sales target and by

making new and existing customers aware of the company's product range.

Key responsibilities: to achieve maximum profit annual sales target

Attending and participating in sales meeting, product seminars, and trade shows.

JD2:

The following are the details about the job of executive/deputy manager - sales and marketing

Job title Executive/deputy manager-sales and marketing

Department Marketing

Exposure FMCG/food industries

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Job purpose To identify and generate potential customers for non woven scrub for home

care need for private labeling/bulk packaging and increase sales of our

products

Key

responsibilities

Identify potential customers for private labeling from FMCG/food/ home

cleaning product manufactures

Identify competitors activity and new entrants in this product segment

Maintain awareness of company products and of relevant sales techniques to

ensure that the sales roles are carried out effectively.

Experience FMCG companies/ paints, (pidlite, HUL, asian paints, ITC, Cavinkare

Job location Mumbai/ Pune

Education Graduation in science with 1-3 yrs experience

CTC 3-5 lacks

JD3:

The following are the details about the job of executive/deputy manager - sales and marketing

1 Job Title Sales Executive

2 Department Sales

3 Exposure FMCG/ HLL/ PIDILITE/ ASIAN PAINTS- Channel/ Dealer

Management

4 Job

Purpose

The SDP Executive plays a pivotal role in the company in:

Ensuring adequate coverage& stocking for the company products

Success of new product introductions

Managing future product sales&

Feed back of quick and accurate market information to the company

Achieving secondary sales target

5 Job

location

Ahmadabad, Mumbai, Ludhiana, Gurgaon, Jaipur

6 Education Graduation with 1-3 yrs experience in sales

7 CTC Depending on the candidate

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JD4:

This is the job profile for the job Executive/ Deputy manager- sales& marketing-CIMCOOL

Job Title Executive/ Deputy manager- sales& marketing-CIMCOOL

Department Marketing

Exposure Industrial lubricants/ Metal working fluids

Job Purpose To generate the maximum amount of profitable sales through the

achievement of sales targets and by making new and existing customers

aware of the company’s product range.

Key

responsibilities

Generate maximum profitability

Identify new sales opportunities

Monitor customer accounts

Maintain accurate records

Job location Rajkot(Gujarat)

Experience Channel/ dealer sales experience of 2-7 yrs

Education BE/B.Tech with 2-5 yrs experience in sales

After finding the matching profiles I had to intimate with them and prepare the final interview

list.

Task4:

The fourth assigned was to find the effectiveness of training from 250 feedback forms of training

conducted at different locations and preparing the data base.

The data base should be included with effectiveness of training and when to implement, and

expectations.

These were the tasks given to me during my internship atCUMI.

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Chapter 7

Conclusion

Carborundum Universal Limited (“CUMI”), as a constituent of the Murugappa Group, is

committed to high standards of corporate in all its activities and processes. CUMI looks at their

business as the cornerstone for sustained superior financial performance and for serving all its

stakeholders. Apart from drawing from the various legal provisions, the group practices are

50

continuously benchmarked with industry practices. The entire process begins with the

functioning of the Board of Directors, with leading professionals and experts serving as

independent directors and represented in various Board Committees. Systematic attempt is made

to ensure symmetry of information.

Key elements in the organization working are transparency, internal controls, risk management,

internal/external communications and good standards of safety and health. The Board has

empowered responsible persons to its broad policies and guidelines and has set up adequate

review processes

During my internship period at CUMI I understood the way of works done in the organization

and how they are achieving the success without compromising the values they believe.

The experience at CUMI is a value addition to my career and it prepared me for the corporate

environment

Bibliography / References

www.cumi.murugappa.com (10/10/2012)

www.indianfoline/cumi.com (2/10/2012)

www.ecnomictimes/organizations/cumi.com (10/10/2012)

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www.murugappa.com (10/10/2012)

www.wikipedia/cumi.com (2/10/2012)

Annual Report of CUMI (2012)

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