Shree Cement 2

A

Vikas Sharma

On

Training Undertaken at

SHREE CEMENT LTD.,BEAWAR

Titled

“MANAGEMENT STUDY OF SHREE CEMENT LTD.”

Submitted in partial fulfillment for the

Award of degree of

Master of Business Administration

Submitted By: Submitted To:Dev Dutt Miss Silky Tuteja MBA III Semth Lecturer

20010-2011

ST. WILFRED’S BUSINESS SCHOOL, JAIPUR

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PREFACE

People are a company’s most important assets. They can make or break the fortunes of a

business. In today’s highly competitive business environment placing the right people in

the right position is very critical for the success of any organization.

Training is an important tool for any person or employees. Training means learning a

sequence of programmed behaviors .If employees are got the training, their knowledge are

increased and learns about the rules, policy or any other things.

In the training, employee’s theoretical and practical knowledge are increased. Tanning is a

vital necessity because its enables employee to develop and rise within the organization

In Master Of Business Administration course there is a subject namely project report

which I have to do during my 45 days programme, under which I are require to is in

particular organization .

This visit helps to know use particular application of theory.

As a student of MBA, I also got this opportunity. This is reflection of what I have observed

and come to know during my training period .This knowledge I obtain during my training

will be helpful to me in my study and in future also.

I got training at SHREE CEMENT LTD. in the training period my knowledge has increased.

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ACKNOWLEDGEMENT

“If a man waited for the time

When he could do things best

He would have done nothing”

Written words have an unfortunate tendency to reduce genuine gratitude into silted

formality. However I feel that this is the only way to record one’s gratitude.

When all work is done, it is a pleasant job to thank all those who were at every instant

supervising me and ensuring the completion of the decoded work.

The successful completion of my project can be attributed to the combined efforts made by

me and the contribution made in one form or other by individuals I hereby acknowledged.

I express a deep sense of gratitude to honorable Shri Gopal Tripathi, Training

Incharge, SCL for providing me an opportunity to work with Shree Cement Ltd.and I am

very much thankful to all the Staff Members for giving me Valuable help & guidelines

throughout my training.

I would also like to thank all faculty members of St. Wilfred Business school and the

supporting staff for their help and cooperation throughout our project.

Dev Dutt

MBA III Sem

2

EXECUTIVE SUMMARY

Cement is an essential commodity, which is available in two type ,the OPCand the

PPC .India is the second largest producer of cement with the annual turnover of 99Mn

Tones.

The company runs round the clock and its policy of maintaining is helpful in providing

better quality clinker .the company is having its qwn limestone mines.

The company is maintaining its TPM (Total Productive Maintenance) policy of TPM of

each and every activity in the industry with special care for profitability with the investment

of employees.

Shree cement Ltd. is one of the biggest cement manufacturer in north India. Shree cement

ltd. has a three product mix first is shree cement, second is Bangur cement and third is tuff

cemento. Shree cement achieved many award, in various sector like;

Best employer award 2007 in large industry segment.

Golden Peacock Award for Excellence in Corporate Governance in manufacturing sector.

Second prize for National Energy Conservation by Bureau of Energy Efficiency in

cement sector for the year 2007.

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TABLE OF CONTENTS

4

Serial

no

Title Page

no.

1 Introduction to the industry

1.1 About the cement industry

1.2 Current Situation

1.3 Factors which may influence the cement industry

5

2 Introduction to the organization

2.1 About Shree cement

2.2 History of the company

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3 Research Methodology

3.1 Title of the study

3.2 Duration of the project

3.3 Objectives of the study

3.4 Types of research

3.5 Scope of the study

3.6 Limitations of the study

53

4 Facts and Findings 85

5 Analysis and interpretation 87

6 SWOT analysis 90

7 Conclusion 92

8 Recommendation and Suggestions 94

9 Questionnaire 95

10 Bibliography 98

INTRODUCTION OF CEMENT INDUSTRY

1.1 About the Cement Industry

Cement is a key infrastructure industry. It has been decontrolled from price and distribution

on 1st March, 1989 and delicensed on 25th July, 1991.

However, the performance of the industry and prices of cement are monitored regularly.

The constraints faced by the industry are reviewed in the Infrastructure Coordination

Committee meetings held in the Cabinet Secretariat under the Chairmanship of Secretary

(Coordination). Its performance is also reviewed by the Cabinet Committee on

Infrastructure.

Global bigwigs in cement

La Farge, France

Holcim, Switzerland

Heidelberg Cement, Germany

Cemex, Mexico

Italcementi, Italy

Capacity and Production

The cement industry comprises of 125 large cement plants with an installed

capacity of 148.28 million tonnes and more than 300 mini cement plants with an estimated

capacity of 11.10 million tonnes per annum.

Recommendations on Cement Industry5

For the development of the cement industry ‘Working Group on Cement Industry’ was

constituted by the Planning Commission for the formulation of X Five Year Plan. The

Working Group has projected a growth rate of 10% for the cement industry during the plan

period and has projected creation of additional capacity of 40-62 million tonnes mainly

through expansion of existing plants.

Technological change Cement industry has made tremendous strides in technological upgradation and

assimilation of latest technology. At present ninety three per cent of the total capacity in

the industry is based on modern and environment-friendly dry process technology and only

seven per cent of the capacity is based on old wet and semi-dry process technology.

There is tremendous scope for waste heat recovery in cement plants and thereby

reduction in emission level. One project for co-generation of power utilizing waste heat in

an Indian cement plant is being implemented with Japanese assistance under Green Aid

Plan. The induction of advanced technology has helped the industry immensely to

conserve energy and fuel and to save materials substantially.

The Cement Corporation of India, which is a Central Public Sector Undertaking, has 10

units. There are 10 large cement plants owned by various State Governments. The total

installed capacity in the country as a whole is 159.38 million tonnes. Actual cement

production in 2002-03 was 116.35 million tonnes as against a production of 106.90 million

tonnes in 2001-02, registering a growth rate of 8.84%.

Keeping in view the trend of growth of the industry in previous years, a production target of

126 million tonnes has been fixed for the year 2003-04. During the period April-June 2003,

a production (provisional) was 31.30 million tonnes. The industry has achieved a growth

rate of 4.86 per cent during this period.

A primer on the Indian cement Industry

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Highly fragmented (low entry barriers)

Cyclical industry

Highly capital & energy intensive

Heavily taxed sector

High bulk (volume) low value product

Exports

Apart from meeting the entire domestic demand, the industry is also exporting cement and

clinker. The export of cement during 2001-02 and 2003-04 was 5.14 million tonnes and

6.92 million tonnes respectively. Export during April-May, 2003 was 1.35 million tonnes.

Major exporters were Gujarat Ambuja Cements Ltd. and L&T Ltd.

Recommendations on Cement Industry

The Working Group has identified following thrust areas for improving demand for

cement;

(i) Further push to housing development programmes;

(ii) Promotion of concrete Highways and roads; and

(iii) Use of ready-mix concrete in large infrastructure projects.

Further, in order to improve global competitiveness of the Indian Cement Industry, the

Department of Industrial Policy & Promotion commissioned a study on the global

competitiveness of the Indian Industry through an organization of international repute, viz.

KPMG Consultancy Pvt. Ltd. The report submitted by the organization has made several

recommendations for making the Indian Cement Industry more competitive in the

international market. The recommendations are under consideration.

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Technological change

Cement industry has made tremendous strides in technological upgradation and

assimilation of latest technology. The induction of advanced technology has helped the

industry immensely to conserve energy and fuel and to save materials substantially. India

is also producing different varieties of cement like Ordinary Portland Cement (OPC),

Portland Pozzolana Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well

Cement, Rapid Hardening Portland Cement, Sulphate Resisting Portland Cement, White

Cement etc. Production of these varieties of cement conform to the BIS Specifications. It is

worth

mentioning that some cement plants have set up dedicated jetties for promoting bulk

transportation and export.

Past years

The Cement industry continued its growth trajectory over the past seven years. Domestic

cement demand growth surpassed the economic growth rate of the country for the past

couple of years. Over the past five years (FY03-07), cement demand grown at a CAGR of

8.37% higher than the CAGR of supply at 4.84%. Demand for cement in the country is

expected to continue its buoyant ride on the back of robust economic growth and

infrastructure development in the country.

The key drivers for cement demand are real estate sector, infrastructure projects and

industrial expansion projects. Among these, real estate sector is the key driver and

accounted for almost 55% of cement demand in FY 07. Cement is a bulky commodity and

cannot be easily transported over long distances making it a regional market place, with

the nation being divided into five regions. Each region is characterised by its own demand-

supply dynamics. The Southern region dominated the cement consumption at 44.5 mn

tonnes in FY 07, accounting for about 30% of total domestic cement consumption.

Real estate sector is the booming sector in Indian economy. It promotes the

infrastructural development and Foreign Direct Investment (FDI) in the country.

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Everyone has the dream to have a house. And it is such a scenario where so many people

now have started living in nuclear families. Break-ups in joint families during last few

decades promote the people to buy home and apartments for their own. In the last few

decades, the income of middle class people is rising. Which in turn increased the domestic

demand for cement.

Infrastructural development of any country depends on its realty sector development. For

introducing foreign companies, hospitals, schools, townships, offices the country needs

development in the realty sector.

India's economy is a developing one. And Reality sector forms 5-6 per cent of the

Gross Domestic Product (GDP). Large scale investment, rapid urbanization and Foreign

Direct Investment (FDI) are contributing to the growth of real estate sector in India.

Government also promotes the international business groups to invest in this industry. It is

such an industry where so many of job opportunity exist and it promotes several different

industries like glass, iron, cement, paint, steel etc.

Domestic Cement industry is highly insulated from global cement markets. Exports have

been constant at about 6% of total cement demand for past few years. With GoI

intervention, making cement duty free, cement is being imported from neighbouring

countries. However, due to logistics issues and lack of port handling capabilities, imports

of cement will remain negligible and do not pose a threat to domestic industry.

1.2 CURRENT SITUATION

Top cement companies record slowest growth in eight quarters

Warning signs are showing up on the country’s cement industry, as it struggles with

escalating input costs and a forced inability to pass on the costs to their customers.

Two of the top four cement manufacturers in the country have seen their profits slide in the

quarter ended 30 June, while the other two witnessed their slowest growth in eight

quarters.

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On Friday, Ambuja Cements Ltd said its net profit for the quarter fell 33% to Rs577.02

crore, year-on-year, while Grasim Industries Ltd reported a marginal 0.4% rise.

Ambuja Cements’ quarterly net sales rose 8% to Rs1,569.77 crore and its domestic

dispatches were up 5%, but exports fell 70% reflecting the export ban initiated by the

government, which impacted six weeks in the quarter.

“Cost pressures continue to be unrelenting,” Ambuja Cements said in a statement. “Fuel

and power costs in our plants are significantly higher year on year (34%), in particular cost

of imported coal which has tracked global oil developments and shown no signs of

abatement in the near future.”

Ambuja Cements also had an exceptional gain of Rs303 crore net of tax on the sale of its

remaining stake in Ambuja Cements Pvt. Ltd to Holderin Investments Ltd, the investment

subsidiary of Swiss cement major Holcim Ltd.

Grasim Industries, part of the Aditya Birla Group, said net profit for the quarter came in at

Rs672 crore, while revenue grew to Rs4,430 crore from Rs4,060 crores.

Production increased by 3% at 3.99 million tonne, while ready mix concrete volumes grew

by 61% due to the commissioning of new plants.

Few week before, UltraTech Cement Ltd said its profit for the first quarter rose 2% while

ACC Ltd, the country’s largest cement maker, on Thursday reported a near 27% drop in its

second-quarter net profit hurt by a surge in fuel and input costs.

1.3 FEW FACTORS WHICH MAY INFLUENCE THE CEMENT INDUSTRY 10

1.Foreign grip on local cement industry hardens With the proposed sale of Frederick

County, Va.-based Riverton Investment Corporation to an Italian company for $107 million.

2.UK cement industry cement and clinker sales rise in 2007 The UK cement industry has

published its figures for cement sales for 2007.

3.Contractors everywhere scrambling for cement Increased construction along the

Wasatch Front and elsewhere in the United States had national cement producers

scrambling to cement.

4.Demand for cement in China to reach 1.3 billion metric tons in 2010. Demand for cement

in China will rise 5.1 percent annually to 1.3 billion metric tons in 2010.

5. Energy efficiency and capital embodied technical change.

6. Decreasing oil prices.

7. competition for shipping, and other forces are continuing to drive material prices higher,

etc.

PEST Analysis

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PEST analysis stands for "Political, Economic, Social, and Technological analysis"

and describes a framework of macroenvironmental factors used in the environmental

scanning component of strategic management. It is a part of the external analysis when

conducting a strategic analysis or doing market research and gives a certain overview of

the different macroenvironmental factors that the company has to take into consideration.

It is a useful strategic tool for understanding market growth or decline, business position,

potential and direction for operations.

Political factors include areas such as tax policy, employment laws, environmental

regulations, trade restrictions and tariffs and political stability.

Economic factors are economic growth, interest rates, exchange rates andinflation

rate.

Social factors often look at the cultural aspects and include health consciousness,

population growth rate, age distribution, career attitudes and emphasis on safety.

Technological factors include ecological and environmental aspects and can

determine barriers to entry, minimum efficient production level and influence outsourcing

decisions. Technological factors look at elements such as R&D activity, automation,

technology incentives and the rate of technological change.

Identifying PEST influences is a useful way of summarising the external environment in

which a business operates. However, it must be followed up by consideration of how a

business should respond to these influences.

Political / Legal

Economic

Social

Technological

POLITICAL ASPECTS:

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Cement plant is deemed to be manufacturing activity for the purpose of incentives for the

industry in line with the approved policy of Government of India. All cement plants are

entitled to "Industry" status. Such units are eligible for all concessions and incentives

applicable to Industries.

The State Government encourages flow of investments including FDI and provides full

support wherever required. The State Government can offer customized package of

incentives for prestigious investment proposals i.e. projects where total investments are

more than Rs. 10 Crore or a Fortune 500 company is implementing the project. All cement

Units with a connected load exceeding 100 KW shall be charged a concessional rate of

Electricity Duty. State Financial Institutions and the Banks, in line with the approved policy

of Government of India, treat cement plants as priority sector.

ECONOMICAL ASPECTS :

Cement sector uses low cost highly skilled human resources in which India enjoys

internationally competitive advantage. It should be emphasized that the internal strengths

of Indian cement industry principally comes from domestic entrepreneurship and domestic

capabilities. The impact of WTO and need for free trade areas can be observed by the fact

that Indian firms have established operations in countries like Mauritius and Brazil while

avoiding Eastern Europe. Global expansion of Indian cement firms is in part funded by

international capital. Indian companies raise a part of their capital requirement abroad via

bank debts. This exposes companies to vagaries of interest rate fluctuations and inflation

rate changes.

SOCIO CULTURAL ISSUES :

Expansion of cement development centers abroad by Indian cement firms is very limited

and is mostly driven by labor costs. Indian cement firms are used to intense competition in

global markets. Most companies compete only on price and have gained reputation as

price warriors. Indian managers do not consider the need to customize software solutions

for a

foreign country to be a major impediment for global expansion.

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TECHNOLOGICAL ASPECTS :

Export of cement and related services is heavily dependent on transport infrastructure.

Modern advances in technology and transport media has a revolutionary change in the

scenario. Latest chemical analysis and there properties forced the industry to keep them

updated.

The universal nature of Internet and satellite communication capability provided by Indian

government has mitigated the importance of telecommunication infrastructure. Also to

organize global fests like Olympics there is demand of a very good infrastructure, thus

technology matters.

PORTER’S 5 FORCES ANALYSIS

Porter's 5 Forces analysis focuses on the external factors of the industry. The original

competitive forces model, as proposed by Porter, identified five forces which would impact

on an organization’s behavior in a competitive market. These include the following:

The rivalry between existing sellers in the market.

The power exerted by the customers in the market.

The impact of the suppliers on the sellers.

The potential threat of new sellers entering the market.

The threat of substitute products becoming available in the market

Force 1: The Degree of Rivalry

There are many companies which are into the business of producing and distributing

Cement and there is heavy competition with them in terms of grapping the market share .

There is no substitute product of Cement due to which this industry has no rivalry with

other industries but in between its own community is has many rivals.

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The Indian cement industry faces dramatic changes, challenges, and constraints as it uses

the global delivery model to transform itself into a knowledge leader competing with

established global giants.

Since rival firms often hire managers and engineers professionals who have experience

working at established firms, the labor cost for Indian firms is expected to increase as they

compete to retain talent. Unless the Indian educational system can produce a large

number of high-quality new graduates to meet the demand for engineers, there will be a

gradual movement of work to other emerging industries.

Force 2: The Threat of Entry

New entrants to an industry can raise the level of competition, which may cause in

reducing its attractiveness. The threat of new entrants largely depends on the barriers to

entry. In Cement industry it is easy to enter but talking about Products it is tough because

it depend on the reliability of customer. Key barriers to entry include

In industry Economies of scale is very slow because it take time to increases customer

loyalty and whole growth is depend on that only.

For new entrant it very big challenge for them to establish business because it require

huge amount of capital and investment.

In cement sector distribution play major role, without that it is not possible for publisher to

reach customer so; it’s also a problem to new entrants.

In today’s scenario cement manufacturing is a profitable business and many new

companies are attracted to enter into this business. Then also there is no threat to the

existing companies as they have been identified by their performance and services they

provide to the customers. Companies are given exploring, disturbing and producing

cement block on the basis of their financial, technical and performance.

Force 3: The Threat of Substitutes

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The presence of substitute products in cement industry can lower industry attractiveness

and profitability because they limit price levels. The threat of substitute products depends

on:

In cement sector once competitor got customer reliability then it’s difficult to divert

customer mind.

In cement industry price plays major role and it’s totally depend on market price i.e.

substitutes price. The relative price and performance of substitutes.

Shree cement ltd. is into cement manufacturing business where there is no substitute

product so the threat of substitute is not possible for this industry.

Force 4: Buyer Power

The most important determinants of buyer power are the size and the concentration of

customers. Cement industry has expanded their production to a large extent by their

performance due to which they are able to satisfy the ultimate customers by providing the

services.

Brand loyalty is a negligible factor in the software industry mostly due to the concept

of customized business solutions.

But however there is the advantage of bulk orders being processed due to the fact that

most of the firms cater to business to business prospects only.

The reputation and the size of the firm also plays an important role in the choice of clients.

Force 5: Supplier Power

Suppliers are the businesses that supply materials & other products into the industry.

The cost of items bought from suppliers (e.g. raw materials, components) can have a

significant impact on a company's profitability. If suppliers have high bargaining power

over a company, then in theory the company's industry is less attractive. The bargaining

power of suppliers will be high when: In an industry there are many buyers and few

suppliers but in pharmaceutical sector there are many buyers and many suppliers so

16

bargaining power over a company is not much this factor may attract to new entrant in

industry.

The industry is not a key customer group to the suppliers but pharmaceutical industry is

the key customer to the supplier because for suppliers other buyers are few.

Almost all cement company supplies cement on their own so there is no supplier power

which can affect their business.

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2. INTRODUCTION OF SHREE CEMENT LTD.

Over the last decade, a significant change in business environment has caused

organizations around the world to transform their business model in order to maintain

leadership. This change is hyper-competition - a state that renders traditional competitive

advantage unsustainable. Rapid product introductions to battle the pressures of

commoditization is impacting organizational bottom line faster than ever before.

Shree Cement Ltd. is an energy conscious & environment friendly business

organization. Having Nine Directors on its board under the chairmanship of Shri.B.G.

Bangur, the policy decisions are taken under the guidance of Shri. H.M. Bangur, Managing

Director. Shri. M.K.Singhi, Executive Director of the Company, is looking after all day-to-

day affairs. The company is managed by qualified professionals with broad vision who are

committed to maintain high standards of quality & leadership to serve the customers to

their fullest satisfaction.The board consists of eminent persons with considerable

professional expertise in industry and field such as banking, law, marketing & finance.

Shree cement a leading cement manufacturer of North India, has been participating in the

infrastructure transformation for India for over two decades. It started operation in 1985

and has been growing over since. Its manufacturing units are located in Beawar, Ras in

Rajasthan. It also has grinding unit at Khuskera near Gurgaon. It has 3 brands under its

portfolio viz Shree Ultra Jung Rodhak cement, Bangar Cement and Tuff cement.

Its record of steady profitability and healthy operating margin was maintain in 2007- 08 as

well. it registered a growth of 51% in net sales which stood us at rs.2065.87 cr in 2007- 08.

Its net profit increase by 47% to rs.260.37 cr. During the year.

Shree always strives to sustain it reputation as a respected corporate citizen. Its

acknowledges that is operation have multiple impacts on the environment and

communities in which it operates. Its business strategies and performance demonstrate a

high level of commitment to preservation of enviorment and social development apart from

economic success.

2.1 About Shree Cement Ltd.

Shree Cement Ltd

Industry : Cement - North India

BSE Code : 500387

House: Bangur

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NSE Code : SHREECEM

Incorporation Year :1979 Shree Cement Ltd. is an energy conscious & environment friendly business organization.

Having Nine Directors on its board under the chairmanship of Shri.B.G. Bangur, the policy

decisions are taken under the guidance of Shri. H.M. Bangur, Managing Director. Shri.

M.K.Singhi, Executive Director of the Company, is looking after all day-to-day affairs. The

company is managed by well qualified professionals with broad vision who are committed

to maintain high standards of quality & leadership to serve the customers to their fullest

satisfaction.The board consists of eminent persons with considerable professional

expertise in industry and field such as banking, law, marketing & finance & general

management.

Shree Cement Ltd is a professionally managed company. The company always believes in

complete transparency and discharge of the fiduciary responsibilities which has been

assumed by Directors as well as by the Senior Management Executives and/or Staff.

Therefore in order to ensure the continuity thereof though, not written but otherwise

ingrained, the Board of Directors has approved of the following Code of Conduct for all

Directors as well as for the Senior Management Executive and/or personnel and other

employees.

All the Directors as well as Senior Management Executive and/or Personnel owe to the

Company as well as to the shareholders :

i) "Fiduciary duty"

ii) “Duty of skill and care”

iii) “Social responsibility”

With the above objects in mind the following code of conduct has been evolved and it is

expected that all Directors as well as Senior Management Executives and/or personnel will

adhere to it.

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http://www.shreecementltd.com/story_main.asp?storyid=Web200001shree2:54:59%20PM49&sitecode=shree

FIDUCIARY DUTIES

All Directors as well as Senior Management Executives and/or personnel while dealing on

behalf of the company will exercise the power conferred upon him / them and fulfill his /

their duties honestly and in the best interest of the company.

DUTY TO EXERCISE POWER FOR PROPER PURPOSES

The Board from time to time shall determine the powers to be exercised by the Directors

as well as the Senior Management Executives and/or Personnel and all such powers shall

be exercised reasonably.

CONFLICT OF INTEREST

None of the Directors and/or Senior Management Executives and/or personnel will put

himself in a position where there is potential conflict of interest between personal interest

and his duty to the company. None of the Directors and/or Senior Management Executive

and/or personnel will exploit an opportunity arising while associated with the Company for

his personal gain either directly or indirectly.

SECRET PROFITS

The Director as well as Senior Management Executives and/or personnel while

discharging their duties in a fiduciary capacity is precluded from making any personal profit

from an opportunity which may arise being a Director and / or Senior Management

Executive of the Company and should always ensure that he is acting for and on behalf

and for the good of the Company.

DUTY OF SKILL AND CARE

Since all the Directors as well as Senior Management Executives and / or personnel are

acting in a fiduciary capacity and for the benefit of the company, being advocates of the

business of the Company, none of them will do anything which is in conflict with the

interest of the company.

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ATTENTION TO BUSINESS

All Directors as well as Senior Management Executives and/or personnel will give proper

attention to the business of the company.

SECRECY AND CONFIDENTIALITY

None of the Directors as well as Senior Management Executives and/or personnel while

associated or working for the company will be entitled to disclose either directly or

indirectly or make use of the confidential information which may come in their possession

while acting on behalf of the company and shall not divulge the financial status and

position of the

company to any person or persons.

INTERNAL TRADING

None of the Directors as well as Senior Management Executives and/or personnel will

directly or indirectly in the name of his family members and/or associates will indulge in

any internal trading of the company’s shares and stocks.

RISK AND PROPER PROCESS

The Senior Management personnel and/or employees are expected to keep the Directors

fully informed about the effect of the policies adopted by the company from time to time

and also regarding the risk connected with such policies.

Senior Management personnel and/or staff who have been entrusted with specific duties

for ensuring compliance of statutory requirements including the rules and regulations shall

forthwith comply with the same and keep the Board of directors fully informed about such

compliance or non-compliance.

Senior Management personnel will from time to time provide or cause to be provided a

true and faithful account of the company’s working and effectiveness of the procedures

adopted by the company from time to time.

All Directors as well as Senior Management Executives and/or personnel are aware that

while working with the company they have a social responsibility as well and therefore

21

from time to time will devote such time for the upliftment of the downtrodden, poor and

needy persons in the locality.

Shree Cement supplemented its attractively low capital investment per tonne with one of

the lowest manufacturing costs in the Indian cement industry.

Starting with 0.6 million tons per annum of cement in 1985, the capacity was upgraded to

0.76 million tons in 1993. Second plant with installed capacity of 1.24 million tons per

annum was commissioned in 1997, in record time of 18 months, raising total capacity to

2.0 MTPA. Even during recession in the industry, it was possible for it to enhance capacity

further to 2.6 MTPA due to its strategic location and better brand image and is the largest

single location plant in North India. The companys installed capacity accounted for 15

percent of Rajasthans total capacity in 2002-03 and 2.5 percent of Indians production in

2002-03. Cement production increased 3.42% from 2.747 million tons in 2002-03 to 2.841

million tonnes in 2003-04.

At the end of year 2008, Shree Cement Limited has entered the big league with current

overall production capacity of 9.1 million tons. Shree Cement has evolved into one of

Indias top ten cement makers with 18% market share in North India.

Believing in the theory of self-sufficiency, Shree Cement Limited has installed its own

Captive Power Plants at Beawar & Ras with a combined capacity of 119.50 MW.

Once again, the low cost was the result of scores of initiatives across all levels within the

company. Some resulting in small savings. Some in big. But each primarily driven by the

belief that what was being done could be done better.

SCL Mission

SCL is a cement manufacturing company committed to creating wealth for all our

stakeholders.

We will strive for leadership in our chosen products and markets by providing high quality

products and services to our customers. We will seek profitable growth by innovative

application of science and technology.We will pursue excellence in all that we undertake

and take steps to continuously improve. We will take responsible care of the environment

around us and improve the quality of life in the communities .

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2.2 History of the Company

1979 - The Company was incorporated on 25th October, at Jaipur. The Company was

promoted by members of the Bangur family and others.Shree Digvijay Cement Co. Ltd.,

Graphite India, Ltd. and Fort Gloster Industries, Ltd. took active part in the promotion of the

Company. The Company manufacture's cement & cement products.

- To reduce fuel and power consumption, the Company adopted the latest dry process,

four stage preheater precalcination technology of clinkerisation and air swept roller mill

grinding system for raw material and coal grinding.

- The Company entered into agreement with F.L. Smidth & Co. A/s Copenhagen, a

designer and manufacture of cement plants, its associates F.L. Smidth & Cia. Espanola

S.A., Madrid and with Larsen & Toubro Ltd., Mumbai for the supply of plant equipment and

services for the proposed project. 1984 - 70 No. of equity shares subscribed for by the

signatories to the Memorandum of Association. In Oct./Nov. 1,53,99,930 No. of equity

shares issued of which 1,06,99,930 shares reserved for firm allotment as follows:

(i) 48,00,000 shares to Shree Digvijay Cement Co. Ltd.;

(ii)

(iii) 11,00,000 shares each to Graphite India, Ltd. and Fort Gloster Industries, Ltd.

And

(iv)

(iii) 36,99,930 shares to Directors, their friends etc. including upto 25,00,000 shares to

NRIs with repatriation rights. The balance 47,00,000 shares offered to the public of which

18,80,000 shares offered for allotment on preferential basis to Non-Residents.

1985 - Commercial production commenced from 1st May.

1986 - A diesel generating set of 13.6 MW was installed for captive power generation.

23

1987 - 46,00,000 shares issued to financial institutions in conversion of loans.

1991 - Production of clinker and cement declined due to a major shut down of the plant for

implementation of modernisation/renovation/modification work.

- The Company undertook to set up a new cement plant of 0.6 million

TPA capacity in Rajasthan

- 7,96,000 No. of Equity shares issued to financial institution in

conversion of loan.

1992 - 36,00,000 shares allotted to FLT Ltd. a wholly owned subsidiary of P.L. Smith &

Co. Denmark under financial collaboration agreement.

1993 - The Company undertook a scheme of implementing second stage

of its licensed capacity to increase its capacity to 3300 tonnes per day.

- The Company issued 21975 - 16% each with equity warrants and these will be

converted as per institutional guidelines.

- 2,40,021 shares issued in pursuance of scheme of Amalgamation.

1994 - The Company issued 10,00,000-16% Secured Redeemable NCD of Rs

100 each on private placement basis.

- A scheme of amalgamation of an existing leasing and finance Company with the

Company was prepared for undertaking leasing activities and other financial services on

- M/s. Mannakrishna Investment, Ltd. is a subsidiary of the Company.

1995 - The Company undertook the implementation of new unit of 124

MT capacity per annum named Raj Cement.

- 43,95,000 No. of Equity shares on surrender of detachable optional share warrants

attached with 16% unsubscribed non-Convertible Debentures of 100 each.

24

1996 - The Company commissioned its second cement plant - Raj Cement with a capacity

of 12.4 lakh tonnes per annum in Beawar.

- 58,06,204 rights shares issued (prem. Rs 10 per share) in the prop. 1:5.

1998 - Shree Cement, the Calcutta-based PD-BG Bangur group company, has decided to

issue preference shares aggregating Rs 15 crore to mobilise long-term funds.

- Shree Cement's expansion in capacity by 12.4 lakh tonnes at the new unit in Reawar,

has made it a leading cement manufacturer in North India.

- ICRA has downgraded the rating of the NCD programme of Shree Cement Ltd

(SCL) from LAA to LA.

- The Rs 372-crore 1.25 million tonne cement plant near Ajmer was commissioned

during the year after considerable delay due to an explosion in the electro-static

precipitator.

- Shree Cements has an installed capacity to produce up to two million tonnes of cement

per annum in Rajasthan and has an equity capital of about Rs. 34 crores.

1999 - The company has been awarded the first prize for energy

conservation in 1998 in the cement sector.

- SCL, belonging to the house of Bangurs, is one of the largest cement manufacturers in

North India, having the installed capacity of 2 million tonnes. Its plants are located in

Rajasthan. The new plant was set up at Beawar with the capacity of 1.24 million tpa in

Rajasthan.

25

Powered by Purpose

We are conglomerate commited to significantly enhancing value for all our stakeholders

by:

Fostering a spirit of continous learning and innovation,

Using science and technology in a responsible way,

Providing high quality products and services and becoming the most prefered

partner,Having people who practice values and high standards of behaviour,

Seeking sustained and dynamic growth and securing long term success.

PEOPLE AS PROGRESS DRIVERS

Shree believes that what is present in the minds of people is more valuable than the

assets on the shop floor. All the company’s initiatives are directed to leverage the value of

this growing asset.

TEAMWORK

Shree leverages effective team working to generate a sustainable improvement.

LEADERS AT EVERY LEVEL

Shree believes in creating leaders -not just at the organizational apex but at every level,

resulting in a strong sense of emotional ownership.

CUSTOMER FOCUS

Shree is committed to deliver a superior quality of cement at attractively affordable prices.

SHAREHOLDER VALUE

Shree is focused on the enhancement of value through a number of strategic and business

initiatives that generate larger and a better quality of earnings.

26

COMMUNITY AND ENVIRONMENT

Shree’s community concern extends from direct assistance to safe and dependable

operations for its members and the environment.

VISION

To register a strong consumer surplus through a superior cement quality at affordable

prices.

MISSION

To sustain its reputation as the most efficient cement manufacturer in the world.

• To drive down costs through innovative plant practices.

• To increase the awareness of superior product quality through a realistic

and convincing communication process with consumers.

• To strengthen realisations through intelligent brand building.

LEARN & TURN THE WHEEL

SHREE PARIWAR

25-Mar-10

27

Energy Conservation Efforts

With a quest to excel in the field of production, energy and environment, Shree Cement

has started putting up untiring efforts since beginning. Energy conservation is an effective

way of reducing manufacturing cost, green house gas emission specially CO2 and

preservation natural resource and could be achieved through awareness generation. Thus

Internal benchmarks were set. The energy saving potentials identified and proper plans

formulated for modernisation of plant, effective monitoring, better operational controls,

upgradation / modification of process control and instrumentation, intelligent substitution

like use of fly ash & petroleum coke, the byproducts of thermal power and refinery industry

respectively. Besides, the management encouragement, participation of employees, Shree

R&D center efforts and manpower training have also helped in achieving the targets. A

Presentation in Table free metting in cement

This energetic demoaneur permeates down the line, and this has created a performance

enhancing culture in Shree Cement. New heights have been achieved in reducing energy

consumption and reduction in energy cost as percentage of production cost.

Shree is leader of the energy management movement in the cement sector in the country.

28

http://www.shreecementltd.com/energycost.ppt

http://www.shreecementltd.com/consuption.ppt

http://www.shreecementltd.com/consuption.ppt

http://www.shreecementltd.com/manpowertraining.ppt

http://www.shreecementltd.com/shreeRnD.ppt

http://www.shreecementltd.com/shreeRnD.ppt

http://www.shreecementltd.com/employees.ppt

http://www.shreecementltd.com/petroleum.ppt

http://www.shreecementltd.com/newuseofflyash.ppt

http://www.shreecementltd.com/upgradation.ppt

http://www.shreecementltd.com/controls.ppt

http://www.shreecementltd.com/effective.ppt

http://www.shreecementltd.com/properplans.ppt

http://www.shreecementltd.com/properplans.ppt

http://www.shreecementltd.com/internal.ppt

http://www.shreecementltd.com/awareness.ppt

As a recognition of this fact Shree has been nominated the leader of the Cement sector

task force constituted by the Bureau of Energy Efficiency under the aegis of Ministry of

Power, Govt. of India. The task force has been assigned responsibility to suggest

measures for improving energy conservation practices in the cement industry sector of

whole India.

These energy conservation efforts have been recognized at National & International levels.

Environment Management

Shree follows the maxim of ‘Clean and Green is Profitable’. It is committed to a low carbon

economy and strives to reduce its carbon footprint. It actively contributes at national and

international platforms to create awareness and undertake efforts towards a greener earth.

Environment Report

To maintain the transparency with the stakeholders we publish Corporate Sustainability

Report depicting Economic, Social and Environment performance in supplement to the

annual report. At the same time the compliance reports of all the units are available on

website.

29

http://www.shreecementltd.com/story_main.asp?storyid=Web200001shree1:05:44%20AM11&sitecode=shree



Operational Measures and TQM Policy

Shree Cement has been continuously striving to reduce energy consumption in cement

manufacture at each stage. The increasing consciousness for energy conservation and

steps taken towards effective monitoring, better operational control and process

optimisation in addition to various modification/retrofitting of energy efficient equipments

have contributed greatly in energy conservation and improved productivity. The

management has set up an energy conservation cell, which has laid down the

methodology of measurement of parameters. Logical approach and implementation of

innovative ideas. To counter the emission level a full fledged environment improvement

wing has also been established for monitoring stack emission, fugitive dust emission,

noise level and other related parameters. Various other measures taken include -

Prevention of idle running of equipment by providing interlocking arrangement and

operating with a PLC system. Generation of daily report on idle running of

equipment also in terms of monetary losses.

Minimizing ingress of false air into the kiln, cooler, coal mill, cement mill and raw mill

circuits.

Raw mix optimization.

Use of low ash coal.

Ensuring operational availability of various equipment.

Preventive maintenance approach.

Efficient management information system for identifying various important

parameters for efficient operation of the equipment and taking timely remedial

measures.

Setting targets for production and energy consumption in various sections of the

plant.

Involvement in benchmarking studies carried out by various national and

international agencies, which is considered as one of the management tools to

achieve excellence in all spheres.

Regular monitoring and calibration of flow meters.

Waste minimisation by installation of efficient dust collector equipments.

Controlling lighting loads in plant and use of appropriate sized motors.

Optimisation of grinding media

30

Various modification jobs carried out since last final yraes in the plant given below:

The Results continous thrust on impronving engry consumption level Rao brought down

power & fuel consumption as under:

Although power consumption for the year indicate marginal increase during the year,the

unit wise consumption has gone down for last year.

31

Sustainability Policy

To produce quality cement in an eco-friendly, healthy & safe working environment in a

socially responsible manner with continual improvement in performance and profitability to

the satisfaction of all stake holders by ensuring:

Customer satisfaction.

Clean and green environment.

Sound health and safe working practices.

Compliance to the applicable laws and respecting the international instruments.

Implementation of the systems and continually improving their effectiveness.

Adoption of cost effective technologies and practices for improved productivity and

profitability.

Mutually beneficial stakeholders' relationship.

Human resource satisfaction.

“AN ENERGY & ENVIRONMENT CONSCIOUS SUSTAINABLE ORGANISATION”

Health & Safety Policy

“PROSPERITY THROUGH HEALTH & SAFETY”

32

Water Policy

To provide sufficient and safe water to people & plant as well as to conserve water, we are

committed to efficient water management practices viz:-

Develop means & methods for water harvesting.

Treatment of waste discharge water for reuse.

Educate people for effective utilisation & conservation of water.

Water audit & regular monitoring of water consumption.

“WATER ADDS VALUE TO PEOPLE & ORGANIZATION, CONSERVE IT INTELLIGENTLY”

HIV / AIDS Policy

Being a socio-economic issue concerning stakeholders of the society Shree Cement is

committed to:

Create awareness on HIV/ AIDS and its prevention among all stakeholders of the

society.

Treatment of HIV/ AIDS infected patient in the Company's Dispensary without

any discrimination.

33

Current Organizational Structure

Shree Cement Limited

Board of Directors

1.

Shri B.G. Bangur - Executive Chairman

2.

Shri H.M. Bangur - Managing Director

3.

Shri R.L.Gaggar

4.Shri O.P. Setia

5.Shri S.K.Somany

6.Dr. Abid Hussain

7.Dr. Y.K. Alagh

8.Shri A. Ghosh

9.Shri M.K.Singhi - Executive Director

34

Units and Plants

Actual Photo of Unit 1 and 2,Beawar(Raj.)

Unit I & II

Bangur Nagar, Beawar – 305 901,

District Ajmer, Rajasthan (India)

Phone: (91)1462-228101-06 * Fax: (91)1462-228117/228119

Email : [email protected]

Unit III, IV, V & VI

Bangur City, Ras, Tehsil Jaitaran – 306 107

Distt. Pali, Rajasthan (India)

Phone: (91)1462-228101-06 * Fax: (91)1462-228117/228119


35

mailto:[email protected]


PRODUCTS

Shree Cement Ltd. Manufacturing Four Famous Brands of the cement in 43 and 53 grades

of cement.

These are:-

1. Shree Ultra

2. Shree Ultra Red Oxide

3. Rockstrong Tuff Cement

4. Shree Bangur Cement

5. Shree Power Project

36

http://www.shreecementltd.com/section.asp?section=s11

SHREE POWER PROJECT

Shree Cement Limited have installed 120 MW captive power plants split at two locations

(Beawar & Ras) to meet out complete power needs of 10 million tonne Integrated Cement

Plant. Captive Power Plants are running in parallel with State grid and exporting power to

our cement grinding unit located at Khushkhera, around 300 KM away from Beawar, by

utilizing the facility of Open Access with complex monitoring and control to optimize cost of

power.

Commissioned 2x18 MW Greenfield Power Plant at Beawar in 2002 and running

successfully. One 6 MW TG is also operating successfully with excess steam

available from this 2x18 MW Power Plant.

In addition to above 2x18 MW Greenfield Power Plant has been commissioned and

is operating successfully at our new Ras Cement Plant. Construction of balance

2x18 MW is in progress and likely to be commissioned in April and October in this

year.

We have also installed a Waste Heat Recovery Plant of 3 MW with new design

concept for 1st cement kiln. This plant has been commissioned in March, 2008.

We have received “Water Efficient Unit Award" at the National Award for Excellence

in Water Management 2007 conducted by CII – Godrej GBC on 29 & 30 November

2007 at CII-Sohrabji Godrej Green Business Centre, Hyderabad.

37

The Specific feature of the plant

Team Work

Impact on Environmanet

Green Belt Development

Addition 6 MW capacity enhancement is in progress.

The specific feature of Power Plant Fully automatic

Operated by a single seat of control through Distributed Control system (DCS) from

CCR

State - of - the art technology is used.

Two Boilers of 80 T /Hr each, first of its kind, designed to burn multi fuel

(Indian/imported Coal, Pet Coke, lignite etc) and also capable of burning 100% pet-

coke a weste product of petroleum industry efficiently.

Steam generator has Atmospheric Fluidized Bed Combustion (AFBC) with ESP

which result in low Sox , Nox emission and higher specific steam generation.

Steam turbine - Simple impulse with 3 Nos. uncontrolled extraction and condensing

turbine with regenerative feed water heating cycle for improved overall thermal

cycle efficiency.

Dry dense phase ash handling & transportation system to avoid spillage and

emission of ash (No ash disposal to ground).

Most modern Reverse Osmosis process to make use of inferior quality water in

power plant to conserve good quality water. Total effluent generated from power

plant is collected in effluent pit, neutralized and fed again in the second RO based

effluent treatment plant. This has reduced water requirement to 3150 KL per day

against the required amount of 5200KL other wise

Cooling water blow down is completely utilized to maximum by blending with the

raw water reservoir-eliminating blow down effluent to the atmosphere from cooling

tower.

The TG has been run at full load of 18 MW since start which is also considered to

be the best in India.

38





New Project Of SHREE LTD.

RAS Cement Project

Shree Cement Limited is setting up a new green field Project at Village Ras, Tehsil

Jaitaran, District Pali of Rajasthan. The capacity of the plant is 3000 Ton Per Day of

clinker production with an approximate investment of about Rs. 300 Crores.

The company has already engaged eminent Consultant for the same and all the major

orders has been placed so as to achieve the ambitious target to commission the plant by

August 2005 which is fifteen months from the date of first order placement i.e. May, 2004.

The main plant & machineries would be supplied by KHD Humboldt Wedag AG - Germany

& GEBR Pfeiffer AG - Germany.The plant will be based on the latest Technology available

and maximum Automation would be done to keep the minimum manpower. The company

is having sufficient mining lease at Ras to cater its production requirements for the

upcoming 50 years.

39

The Company is also expanding the power generation capacity of its Captive

Power Plant to meet the power requirement of the upcoming plant.

A dedicated project team is already working round the clock on the Project to

achieve the targeted competition by August 2005, and so far 25% of the work

has been completed.

As the project site is located in proximation to the potential market, it would

provide a competitive edge logistically.

Latest technology available is being adopted to achieve maximum automation to

achieve optimum efficiency and manpower utilization.

2008-09 - Unit- VII at RAS. March 2009.

2007-08 - Unit- VI at RAS. March 2008

2007-08 -Kush khera Grinding Unit (KKGU)-I Commenced its Production from July 2007.

2007-08 -Kush khera Grinding Unit (KKGU)-II Commenced its Production from December 2007.

2007-08 -Unit - V at RAS. August 2007.

2006-07 -Unit - IV at RAS Clinker Production started in January 2007.

40

2006-07 -Unit - IV at RAS Cement Production started in March 2007.

2005-06 -Unit - III Clinker Production started October 2005.

PHILOSOPHY

Shree Cement Ltd is a professionally managed company. The company always believes in

complete transparency and discharge of the fiduciary responsibilities which has been

assumed by Directors as well as by the Senior Management Executives and/or Staff.

Therefore in order to ensure the continuity thereof though, not written but otherwise

ingrained, the Board of Directors has approved of the following Code of Conduct for all

Directors as well as for the Senior Management Executive and/or personnel and other

employees.

All the Directors as well as Senior Management Executive and/or Personnel owe to the

Company as well as to the shareholders :

i) "Fiduciary duty"

ii) “Duty of skill and care”

iii) “Social responsibility”

With the above objects in mind the following code of conduct has been evolved and it is

expected that all Directors as well as Senior Management Executives and/or personnel will

adhere to it.

Fiduciary Duties

All Directors as well as Senior Management Executives and/or personnel while dealing on

behalf of the company will exercise the power conferred upon him / them and fulfill his /

their duties honestly and in the best interest of the company.

Duty to Exercise Power for Proper Purpose

41

The Board from time to time shall determine the powers to be exercised by the Directors

as well as the Senior Management Executives and/or Personnel and all such powers shall

be exercised reasonably.

Conflict of Interest

None of the Directors and/or Senior Management Executives and/or personnel will put

himself in a position where there is potential conflict of interest between personal interest

and his duty to the company.

Secret Profits

The Director as well as Senior Management Executives and/or personnel while

discharging their duties in a fiduciary capacity is precluded from making any personal profit

from an opportunity which may arise being a Director and / or Senior Management

Executive of the Company and should always ensure that he is acting for and on behalf

and for the good of the Company.

Duty of Skills and care

Since all the Directors as well as Senior Management Executives and / or personnel are

acting in a fiduciary capacity and for the benefit of the company, being advocates of the

business of the Company, none of them will do anything which is in conflict with the

interest of the company.

Attention to Business

All Directors as well as Senior Management Executives and/or personnel will give proper

attention to the business of the company.

Secrecy and Confidentiality

None of the Directors as well as Senior Management Executives and/or personnel while

associated or working for the company will be entitled to disclose either directly or

indirectly or make use of the confidential information which may come in their possession

42

while acting on behalf of the company and shall not divulge the financial status and

position of the company to any person or persons.

Internal Trading

None of the Directors as well as Senior Management Executives and/or personnel will

directly or indirectly in the name of his family members and/or associates will indulge in

any internal trading of the company’s shares and stocks.

Risk and Proper Process

The Senior Management personnel and/or employees are expected to keep the Directors

fully informed about the effect of the policies adopted by the company from time to time

and also regarding the risk connected with such policies.

Senior Management personnel and/or staff who have been entrusted with specific duties

for ensuring compliance of statutory requirements including the rules and regulations shall

forthwith comply with the same and keep the Board of directors fully informed about such

compliance or non-compliance.

Senior Management personnel will from time to time provide or cause to be provided a

true and faithful account of the company’s working and effectiveness of the procedures

adopted by the company from time to time.

All Directors as well as Senior Management Executives and/or personnel are aware that

while working with the company they have a social responsibility as well and therefore

from time to time will devote such time for the upliftment of the downtrodden, poor and

needy persons in the locality.

Position in Market

Challenges

43

Due to the nature of the product - bulky, low priced - it became increasingly difficult to sell

the product across a large territory. Besides, higher realisations in distant territories did not

mean that the gain would accrue to the company since the incremental freight would

neutralise the price advantage. As a result, it became important to arrive at a median

between realisations and distribution costs and earn a comfortable margin

Training and Development

SCL gives more occurs on training & development of an employee because through

proper training, the skills of an employee can be developed which in turn results in

org.development & achievement.

Competitive Scenario

The competition is very stiff globally as well as regionally.SCL wants to fight for each &

every bottles.

Overall organization culture consist of-

Open & transparent

Free forums of communication

Cross functional forms

Employee involvement in decision making

Performance linked assessment

44

Mutual trust & respect

Non-interference in internal matter

Main competitor – Binani cement,Birla cement.India cement,JK lakshmi cement,Ambuja

cement.

Marketing Presence

Over the last three years, Shree considerably strengthened its marketing presence. Since

the company is based in Rajasthan, the state is the company’s principal market.

Rajasthan is India’s largest cement producing state and Shree’s is the largest single

location plant in northern India. The company’s northern-most positioning within Rajasthan

makes it the closest among all Rajasthan manufacturers to Delhi, Haryana and some parts

of Punjab, a significant cost edge. The company enjoys a market share of about 11 per

cent in north India.

Innovative and Cost Conscious Management

• Leadership in the use of alternative waste fuel First cement plant in India to maximise

substitution of imported coal by petcoke (petroleum industry waste) thereby increasing

profitability and saving natural resources.

• Initiatives for Global Warming reduction Pioneered in the application of innovative Electro

Static Precipitator technology in DG power generation to save fuel and coPGDMt pollution,

and replaced HSD by LDO.

• Achieved unity power factor in electrical distribution system to reduce maximum demand,

and transmission / distribution losses

45

• Partial utilization of waste heat for 3 MW power generation.

• Initiator in the use of petcoke for power generation in India 36MW captive thermal power

plant under commissioning to generate quality power for the Plant,avoid transmission and

distribution losses, and provide surplus power to Rajasthan.

Savings : Rs 496.46 million pa

• Development of DD Cones In house development of Deduiling Cones for cyclones

resulting in reduction in pressure drop, higher outputs and lower energy consumption.

• Single Roller press for two Ball Mills Capacity enhancement & utilization of CM-2 Roller

press for capacity increase and energy saving in CM-1

---Energy Saving - 2.02 kwh / T cement

The trend of Raw mill and Kiln stack dust emission (ugm/m3) is given below:

Year Unit I Unit II Unit III Unit IV Unit V Unit VII

2006-07 46 41 27 - - -

2007-08 35 31 29 28 25 -

2008-09 50 37 37 37 32 32

Fugitive Emission Management:

Installed dust collector at clinker unloading area and coal unloading area.

Special attention is given to suppress fugitive dust being generated at various

crusher and transfer points by spraying fine droplets of water.

Concrete road in and around the plant and cleaning by vacuum machine.

Covering of material transport system.

Replacing conventional blasting system to rock breaker.

Additional measures for emission management:

46

To control emissions on an ongoing basis, the company trains employees on

prudent management of machines, waste material and waste heat recovery.

Implementation of Environment Management System (EMS)

Environment week celebration

Distribution of environment booklets.

2.3 Culture at SHREE CEMENT LTD.

Organisational culture at Shree Cement Ltd. is founded on pillars of meritocracy,

innovation, learning and openness. Our performance orientation encourages

meritocracy by rewarding performance. The value driven performance orientation

makes us a unique and preferred organisation.We instill these qualities in every

employee through our beliefs and actions.

You will have the freedom to initiate and realize your goals. Your actions will reap the

benefits you envisaged. We will always be there to facilitate your growth. Active and

unhindered participation brings us closer not only to each other but also to ourselves.

A new standard of excellence is set by providing stimulating environment that

47

empowers, recognises, removes hurdles that hinder innovation and shares successes.

Location

Shree Cement Unit I & II is located at Beawar, 185 Kms. from Jaipur off the Delhi-

Ahmedabad highway. Amongst the plants in the state it is nearest from its marketing

centers.

Bangur Cement Unit (III, IV, V, VI & VII) is located at RAS, 28 Km from Beawar in Pali

Distt.

We are coming up with Grinding Units at Suratgarh & Laksar (Distt. Haridwar, Uttrakhand).

Shree Cement Grinding Unit (KKGU) is located at Khush Khera Dist. Alwar Nearest to

Delhi.

Regd. Office & Works:

Shree Cement Ltd.

Bangur Nagar, Post Box No. 33 Beawar 305901

Rajasthan India

Corp. Office:

21, Strand Road, Calcutta- 700001.

Contact to SCL

Nagar, Beawar - 305 901,

Distt. Ajmer, Rajasthan

Phone: (91) 1462-228101-06,

Fax: (91) 1462-228117/19

Toll free no.: 1800 180 6003-04

48

Website:www.shreecementltd.com


Corporate Office

21, Strand Road, Kolkata - 700 001

Phone :(91)33-22390601-05

Fax : 033 2243 4226

Email :

[email protected]

Plants:

Unit I & II

Bangur Nagar, Beawar – 305 901,

District Ajmer, Rajasthan (India)

Phone: (91)1462-228101-06 * Fax: (91)1462-

228117/228119


Unit III, IV, V & VI

Bangur City, Ras, Tehsil Jaitaran – 306 107

Distt. Pali, Rajasthan (India)

Phone: (91)1462-228101-06 * Fax: (91)1462-

228117/228119


Khushkhera Cement Grinding

Unit(s)

Plot No SP 3-II, A-1, RIICO

Industrial Area,

Khushkhera (Bhiwadi) - 301707,

District Alwar, Rajasthan

Phone: (91) 1493-250521/ 22/ 23/

24 *

Fax: (91) 1493-517227

Marketing Offices

Shree Ultra Cement

122-123, Hans Bhawan,

1 Bahadur Shah Zafar Marg, New Delhi-110 002

Phone: (91) 11-23370828, 23379218, 23370776

Fax: (91) 11-23370499

Email: [email protected]

A-6 Yudhisther Marg, Opp. Yojana

Bhawan,

C Scheme, Jaipur-302 005,

Rajasthan

Phone: (91) 141-2223918, 2225950

Fax: (91) 141-2381091

Email :

[email protected]

Bangur Cement

6B, 6 Floor, Hansalaya Building,

15, Barakhamba Road,

91, Dulheshwar Garden,

C Scheme, Sardar Patel Marg,

Jaipur-302 001, Rajasthan

49







http://www.shreecementltd.com/

New Delhi-110 001

Fax: (91) 11-23702794-96


Phone: (91) 141-2361735, 2361696

Fax: (91) 141-2360891

Email :

[email protected]

Tuff Cemento 3556 Cement

14E, 14 Floor, Hansalaya Building,

15-Barakhamba Road,

New Delhi-110 001

Phone: (91) 11-23731085, 61512430

Fax: (91) 11-23731084

14-15, Indira Plaza,

Hawa Sarak, Sodala,

Jaipur-302 001 (Rajasthan)

Phone: (91) 141-2222032, 6455692

Fax: (91) 141-2222031

Contact SCL at : [email protected]

Shree’s Milestones

2006-07 - 8th Golden Peacock Award for environment excellence 2006.

2006-07 -Unit - IV at RAS Clinker Production started in January 2007.

2006-07 -Unit - IV at RAS Cement Production started in March 2007.

2005-06 -CII Energy Excellence Management Award 2005

2005-06 -Launch of Bangur Cement in Feb 2005

2005-06 -Unit - III Clinker Production started October 2005

2005-06 -Unit - III Cement Production started October 2005

2004-05 -National Award for Excellence in Cost Management -2005 by Institute of Cost

and Works Accounts of India (ICWAI), New Delhi.

2004-05 -Certificate of Merit Award by Bureau of Energy Efficiency, Ministry of

Power,Govt. Of India for the year 2004.

50




2004-05 -National Award for Second Best improvement in Electrical Energy Performance

(Unit II) by NCCBM 2003-2004.

2004-05 -Rajasthan Productivity Award 2004.

2003-04 -National Award for second Best Quality Excellence by National Council for

Cement and Building Materials (NCCBM) for the year 2002-03.

2003-04 -National Award for Best Thermal Energy Performance for U-II by NCCBM for the

year 2002-03.

2006-07 -Best Corporate Governance Award (RCCI) for the year 2006

2007-08 -Best Employer Award for Rajasthan for the year 2007

2007-08 -Golden Peacock Award for Excellence in Corporate Governance in

manufacturing sector.

2007-08 -Second prize for National Energy Conservation by Bureau of Energy Efficiency in

cement sector for the year 2007.

2007-08 -NCCBM award for Best Improvement in Thermal Energy Performance during

year 2006-07.

2008-2009-India Manufacturing Excellence award by Frost and Sullivan for the year .

2009-2010 National Award for Excellence in. Energy Management .

Quality Initiatives

Shree Cement possesses one of the few R&D centres in the Indian cement industry. This

center has been recognised by the DSIR, Government of India. The research team is

headed by a highly qualified and experienced scientist. Shree's R&D center has directly

contributed in the conservation of electrical and thermal energy, an improvement in

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product quality, cost reduction, mineral conservation through the intelligent use of fly ash

and a waste reduction in mines through the use of low ash coal.

Stacker-Reclaimer for homogenization of lime stone

On-Line Sampling System by Auto Samplers

X Ray Analyzers

Automatic Raw Mix Design Controls by Ramco-Software

On Line Raw meal Blending Control in C.F. Silos

Coal homogenization (Stacker-Reclaimer)

Gypsum homogenization

Fuzzy Logic Control for Kiln operation

Roller Press Control & High Efficiency Separator for particle size distribution

Markets classification Markets States

Primary-Rajasthan

Secondary-Delhi, Punjab, JK, Haryana, Western U.P. and Uttaranchal

Tertiary Gujarat, M.P. and Central U.P.

CRITICAL REVIEW

The most common complaints by the users have been:

1) Lack of Advertisement:-

There is no brand visibility of Bangur cement as a company. Advertisement ultra tech can

be seen overall on Rajasthan at public places but hardly any advertisement on Bangur

Cement. Thus we can say that marketing department is not working at its level best.

2) Less Wall-painting:-

Many sub dealers have not got any shop paintings. While carrying the survey it was

sometime difficult to locate the dealer’s shop which shows that the company need to

increase the promotion to make its presence felt.

3) Absence of company literature:-

There has been a limited company literature and stationary material and this had led to low

52

recognition for the brand

4) Online payment system:-

The dealers are finding it difficult to send the demand drafts for the payment of purchased

material on the same day because of slow courier service. The dealers have suggested

that they will make the DD on the same day but there should be at least 24 hours time

before the DD reaches to the region.

5) Low margins:-

As compared to the others brands Bangur provide very low margins, so dealers are less

interested in the bangur cement.

3. Reasearch Methodology

3.1 Title of the Study : “Management study of shree cement ltd.”

3.2 Duration of the Project : During the Summer internship programme with Shree

Cement Ltd, from 19th June 2010 to 4th Aug 2010, project duration 45 days.

3.3 Objectives of the study

1. To know the Global and Indian Scenario.

2. To know the Key Players in the Industry.

3. To know the Business Level Functions & Process of the Organization

4. To know the Company Profile

5 .To do SWOT Analysis, PEST Analysis etc. of the Company

6. To learn about the Organizational Culture, Values, Benefits in a Practical way

7. To get an exposure to the different functions of the Organization and understand how

they are performed and coordinated.

9. To relate various concepts studied in the first term to a real Organizational environment

10.To make contacts with the industrial people and maintain it.

3.4 Types of research

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1). Descriptive vs. Analytical: Descriptive include survey and fact-finding of different

kinds. The major purpose of descriptive research is description of the state of affair, as it

exists at present. In analytical research, on the other hand, the research has to use facts

or information already available, and analyze these to make critical evaluation of the

material.

2.) Applied vs. Fundamental: Research can either be applied research or fundamental

(or basic or pure). Applied research aims at finding a solution for an immediate problem

facing a society or an industrial/business organization, whereas fundamental research is

mainly concern with generalizations and with the formulation of a theory. “ Gathering

knowledge for knowledge’s sake is termed as pure or basic research.”

3).Quantitative vs. qualitative: Quantitative research is based on the measurement of

quantity or amount. Qualitative research, on the other hand is concern with qualitative

phenomenon that is phenomena relating to or involving quality or kind.

4).Conceptual vs. Empirical: Conceptual research is that related to some abstract idea

(s) or theory. On the other hand, in empirical research realize on inexperience or

observation alone, often without due regard for system and theory.

RESEARCH DESIGN

The preparation of research design facilitates research to be as efficient as possible

yielding maximal information. In other words, the function of possible research design is to

provide for the collection of relevant evidence with minimal expenditure of effort, time and

money.

Types of research design

Research design of exploratory research

Research design in case of descriptive and diagnostic studies

Research design in case of hypotheses testing research

“The research design used in my project is descriptive type.”

Research Design includes the following steps-

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Formatting the objective of the study

Design the method of data collection

3.5 Sample size and method of selecting sample

During the summer training project I have taken a sample size of 25 employees of the

organization.

Sources of data collection

Data can be collected from two important sources-

Primary Data

Secondary Data

(1) PRIMARY DATA

The Primary Data are those which are collected a fresh and for the first time, and

thus happen to be in character. Primary data can be collected by various methods. For

e.g., observations, questionnaire etc.

(2) SECONDARY DATA

Secondary data are those data which have already been collected by someone else

and which have already passed through the statistical process. It can be collected through-

Books, journals, reports, magazines

Data collection method

55

Selecting the sample

Processing and analysis of data

Reporting the findings

Mainly primary data has used for this research ,the source of primary data is-

observation

questionnaire

3.6 Scope of the Study

The research has studied the main theory ground and concept of the company

analysis with reference to simple and analytical calculation to make comparative

analysis of SCL company

This study is useful to me get the knowledge about the different contents relates to

company analysis.

The diligence work is useful to other research and students for further study in this

field.

3.7 Limitations of study

Because of the time limitation, it may be possible that some important data are left

out to be analyzed.

To common limitation of the project is that the project is based on future and as we

know that the future is always uncertain, the project predicts all about the future but

the preceding the future is one limitation because of the uncertainty of the future.

56

The input by using which the project is made is primary data & no secondary data is

used in making the project. So, there can be fault in primary data or can be problem

in obtaining the primary data.

MANAGEMENT STUDY OF SHREE CEMENT LTD.

Oraganogram of Shree Cement Ltd.

57

Unit 1 and 2 Structure

58

59

INTRODUCTION OF ORGANIZATIONAL STUDY

Organizational Functioning is an important factor for any Organization to achieve the

desired goals and Objectives. This requires Co-ordination at all levels to smooth

functioning. This study is to know the overall efficiency and performance of TEXTILE

Industries and a general study on Shree Cement Ltd at Beawar, Rajasthan.

As a part of two year MBA program at the end of 2nd Semester, I had to carry on a project

in an organization in order to understand the organization structure and their functions.

This was a great opportunity to get the first hand information and understand the

functioning of the various departments .

TYPES OF ORGANIZATION STRUCTURES

1. Functional structures

Early organizational design divided enterprises into relatively simple parts, splitting them

into defined activities such as production, marketing or personnel. Functional organizations

have the advantage of being simple to understand with clear lines of command, specified

tasks and responsibilities. Staff can specialize in a particular business area such as

production or marketing and follow well-defined career paths. This is equally true of human

resource specialists who can develop expertise in specific areas such as employee

relations or reward management.

There are also major disadvantages to functional structures. People managers have to

tread carefully because this form of organization is prone to interdepartmental conflict,

often degenerating into 'them and us' tribal warfare. Coherence and good communication

are particularly hard to achieve between virtually independent functions.

2. Divisional organizations Split into self-contained units, able to react to environmental changes as quickly as small

companies, they are also described as multidivisional or 'M-form' organizations. Divisions

encourage team spirit and identification with a product or region. Managers can develop

broad skills as they have control of all basic functions. Each division is likely to have a

devolved human resource function. But there is a risk of duplicating activities between

60

head office and divisional human resource departments and of conflict between staff in

successful and unsuccessful divisions. The divisional function may play a coordinating

role, reconciling decisions taken at the corporate and business unit levels. This results in a

complex picture of people management.

3.Federations One variant of the divisional form which has a particular relevance because of its human

resource implications is the 'federation', a loosely connected arrangement of businesses

with a single holding company or separate firms in alliance. This form of organization has

attracted criticism from stock market analysts who find difficulty in comprehending its

subtle informality.

4. Matrix organizations Matrix forms of management can be regarded (arguably) as an early form of 'network'

structure. They focus on project teams, bringing skilled individuals together from different

parts of the organization. Individuals were made responsible both to their line manager

and the project manager involved. Before the advent of network technology, many matrix

organizations were dogged by duplication and confusion: the 'matrix muddle'.

FUNCTIONAL DIVISION

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MARKETING

MR. NARIP BAJWA(HEAD) MR. DIWAKAR PAYAL( SnV.P.) MR. VINAY WADHVE( Sn V.P.) MR. A.B. REDDY( Sn V.P.)

FIANANCE

MR. ASHOK BHANDARI( HEAD ) MR. N.C. JAIN ( Sn G.M. )MR. L.K. BHANAWAT ( SnG.M. )MR. SUBHSH ( S r G .M . )

HR

MR. S.R. SHINGHI ( HEAD ) MR. ALOK MOROLIYA ( Sn Mgr ) MR.GOPAL TRIPATHY (Dept Mgr)

TECHNICAL

MR. SANJAY JAIN( MECHANICAL ) MR. RAMANMAHAJAN ( ELECT ) MR.ANIL SHARMA ( INSTRUMENT) MR. C.K. KHATRI ( LAB )MR. R.K. BHARGAV ( R&D )MR. R.K. MANAWAT( PROCESS )

COMMERCIAL

MR. SANJAY MEHTA ( V.P. ) MR. R.C. GAUR ( Sn GM )MR. K.K. JAIN ( GM )MR. ARVIND KHICHI ( JT V.P.)

OPERATION

MR. P.N. CHHANGANI( V.P. )MR. P.K. TRIPATHY( WORKS )

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PURCHASE AND SALES

MR.SHAILENDAR GAUR(Asst.manager Purchase)MR. K.C. GANDHI ( V.P. )MR. ANIL SHUKLA ( Sn Mgr)

PRODUCTION

MR. S.C. SUTHAR ( JOIN VP) MR. C.B.K. NAIDU ( Mgr.process)

STUDY OF MARKETING FUNCTION

The advent of globalization has brought marketing to the forefront of all the business

activities. Increased competition has resulted in a customer driven market with ever rising

consumer expectations. At SHREE, marketing is not merely identified innovative measures

to sell its products, but to proactively gauge their changing needs and produce

accordingly.

Indian cement industry clocked an impressive growth of 9.8% during FY 07-08. As against

it , SHREE registered a growth of 31% in sales volume. Net sales value showed rise of

51%.

Market share

Shree’s strategy of quality advertising combined with active field marketing helped it

increase its market share in north India. Company maintained its leadership position in the

key market of Rajasthan, Delhi & Haryana. Company increased its market share in North

India to 16.4% against 13.9% of last year.

Our focus on increasing marketing share in areas which are closer to their plants offer

them the advantage of low radius. The strategy benefited them in significantly increasing

their market share in the nearer markets of Rajasthan and Haryana. Going forward they

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aim to further consolidate and increase our presence to attain the leadership mantle in the

entire North Indian market.

Rich dividends from Multiple Brands Strategy

Shree’ s strategy of multiple competing brands paid rich dividends in term of achieving

deeper market penetration, distinct customer segment, improved brand equity and overall

increase market share in North India. Shree was able to acquire newer market and extend

its domination to the existing market. Increased growth indicates Shree’ s superior

preparedness to tap the emerging business opportunity.

Strengthening Distribution Network

Company has been marketing significant investment in strengthening marketing expertise

and creating execution excellence to enhance customer servicing. Multiple brand strategy

adopted by the company build a large network of dealers & retailers and other marketing

infrastructure. Total number of dealers and retailers stood at 4275 & 12157 respectively.

The sales force was suitably assisted by quality advertising and sales promotions

activities. TV commercials, hoardings as well as print media were used to create and

brand awareness. Total advertising spending was increased by 29%.Company’s multiple

efforts towards marketing excellence have resulted in the trade sales increase from 35.72

lac tons to 41.13lac tons- an increase of 15% over the previous year.

Institutional sales

The institutional sales segment witnessed increased demand due to heightened activities

in infrastuctureand commercial real estate such as multiplexes, malls, IT office space etc.

Considering the high demand potential of this segment, they stepped up their efforts to

increase sales, to institutional customer. The results were encouraging as the institutional

sales witnessed a massive 76% rise during the year. They were able to acquire quality

conscious and prestigious customer.

STUDY OF FINANCE DEPARTMENT 64

The account department is involved in monitoring the functions of other department thus

ensuring that the unit is functioning as per plan though with minor deviation.

Important functions constitute the following:

○Planning and budgeting

○C.V.A [cash value Added] calculations

○Bill passing for the supplier as well as the contractors.

○Cash as well as bank transactions

MIS related activities such as generation of MIS and review meetings from corrective

actions.

Planning and budgeting activities are done once a year and budgets so formed are

reviewed quarterly. Quarterly revisions or estimates are essential to transform the yearly

data contained in the budget to operational data pertaining to the immediate quarter

incorporating there in any factors that might have escaped notice during the budget

preparation due to the any reason. Deviations from the budgets are reported in the MIS

(CVA is calculated annually for assessing the performance of the unit in cash terms. Delta

C.V.A gives the idea of the cash value additions done during a year.

Separate cash affiliated to the accounts department does bill passing activity. The

payment of the bill is done in the accounts department. MIS generated from accounts

department contains details of the functioning of all the departments in the line of the

consumption patterns of all the products as well as the by – products etc.

If there are any deviations from the budget or the quarterly estimates that are serious in

natural then there deviations are discussed in the monthly review meetings.

performance has posted a good performance with all round improvement production, sales

and in profitability. A strong demand for celluloic fibre coupled with the company’ strategy

on specilty fibres has driven the performance. The above table gives the details of

performance .

65

STUDY OF HR FUNCTION

Training & Development

SHREE’s HR policies are directed towards enhancing knowledge, experience & skill of its

people and retain a skilled workforce. Various multi skills training programs are arranged

to acquire cross-functional expertise. These are put to use through job enlargement and

increase responsibilities. It leads to an all round development of the employees, such

programmes benefit the company through cost reduction, improved processes and overall

enhanced productivity. Employees also gains through knowledge enrichment and career

progression.

Talent Management

SHREE believes the right mix of talent is the key to rip the benefit and avail of the

business opportunities presented by current pace of globalization. SHREE has an

excellent combination of professional competencies in its workforce be in managerial and

technical.

Encouraging Innovation

At SHREE, spirit of innovation permeats through every rung of employees. Company

encourages original thoughts which translates into action that yield benefit. A unique

scheme “JO SOCHE WO PAVE” has been running for past many years to encourage the

employees to suggest innovative ideas towards cost reduction, process improvement,

energy & environment conservation. Good ideas are recognized and rewarded at company

gathering.

PEOPLE

• Jo soche woh paave

• Creating leaders at every level

• Recognition and reward scheme

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• Nomination to vishwakarma rashtriya puraskar

• Multiskill development training programme

• Ascent programme

• The company’s people achievements

Jo soche woh paave

Shree has invested wisely in its people assets over the last few years to sustain a culture

of

excellence through the following initiatives:

The company incentivised ownership through the ‘Jo soche woh paave’ scheme. The

company trained and multi-skilled so that members could deepen and extend their

competencies across the house keeping, maintenance, risk management, team building

and environment, health and safety functions.

CREATING LEADERS AT EVERY LEVEL

Shree Cement emphasises that creating leaders not just at the organisational apex but at

every level results in strong sense of emotional ownership. Thus the employees are

delegated with responsibility and authority to adopt one Electric motor and related

equipment for keeping watch and care resulting in energy conservation, thus generating

multiple CEO's in the Energy Management System.

RECOGNITION AND REWARD SCHEME

The management believes in the self-actualisation of its employees by injecting the

concept of Human resource Development in all its policies and strategies. By recognition

and reward the employees are motivated to give their best in the interests of the

organization in particular and for the society in general. So many schemes of recognition

and rewards are given to boost the morale and motivate the employees.

According to Managing Director of the company, morale management is considered to be

more challenging than material management. According to him it is important to keep

walking around and congratulating the teams for their small victories. Efforts and their

success stories are disclosed to all in special functions so that other employees may take

inspiration from them. Employees are rewarded for doing exemplary work in the field of

reducing/ eliminating breakdown, in-house development, better house keeping, and

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reduction in raw material, fuel, power and wastage. Cash awards and Certificates of

honour have been given in a function.

For example a scrapper chain of reclaimer II is to be replaced which takes 80 hours. The

team completed this task in minimum possible time with the result that the reclaimer was

put into operation in just 36.5 hours. The team was rewarded with a cash amount of Rs.

11,000/- and certificate of honour.

MULTISKILL DEVELOPMENT TRAINING PROGRAMME

In 2001-02, the company started the concept of multi skilling to optimise manpower,

enhance skill sets and to facilitate cross-functional development. Unlike other

organisations who introduce multi-skilling for high fliers, the company started this concept

first for its workers.

Reason: The company faced a problem of surplus workers. Other organizations would

have resorted to retrenching and laying off, but this is not Shree's philosophy. Shree

optimally utilized its surplus strength by developing worker skills in other technical process.

This helped the company build in a redundancy factor wherein at any given point there

was always a skilled set of people for any function. The company reduced overtime

through efficient manpower utilisation, organised smooth functioning of the production

cycle, increased job security leading to a greater sense of belonging and strengthened

industrial relations. As a result the company did not lose a single day's work due to strikes

or lockouts.Employees were deputed for Multiskill training of fitter trade in different

Industrial

Training Centers.

Following the success of multi-skilling with workers, the company introduced this concept

with staff members. The objective was to enhance competencies and to enable managers

understand how an initiative taken by their department could affect the productivity and

performance of another department. This broadened the outlook of staff members, making

them think like business managers.

ASCENT PROGRAMME

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Small groups have been formulated in order to institutionalize the process of learning, self-

development as well as bringing continuity and inculcating the process of brain storming

for self and organizations development.

Campus Recruitment:

HR department communicate with the placement officer of the institute, inform him about

organization manpower requirement along with job description and selection procedure.

On fixed date team of SCL visit the campus.HR representative give a brief presentation on

organization to aspiring candidate.

Presentation on Company Overview

Written Test (simple aptitude test and technical)

Group discussion

Interview.

Recruitment & selection process at SCL

During the beginning of year a circular is rolled out so as to have the

requirement of manpower collected for different department. Questionnaires is

being prepared, two type of circular is released one is for urgent requirement

and another is forthcoming year, On the basis of requirement of different head of

department manpower slip, number of employees to be recruited are being

derived.

Concerned head of department send a requisition slip to the HR Department.

HR department examine the vacancy and send it to the executive director (E.D.)

for approval.

After approval, HRD find out the internal source for the requirement as such

resumes available in Data bank are sent to concern HOD for screening.

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After shorting listed candidates, dates of interviews are fixed and Interview Board is

finalized .Simultaneously interview letters are released, on the fixed date interviews are

conducted by panel meant for the same and suitable candidates are released latter of

intents.

MANPOWER PLANNING

Personnel management is productive exploitation of manpower resources. This is also

termed as ‘Manpower Management’. Manpower Management is choosing the proper type

of people as and when required. It also takes into account the upgrading in existing

people. Manpower Management starts with manpower planning. Every manager in an

organization is a personnel man, dealing with people.

PLANNING

Planning is nothing but using the available assets for the effective implementation of the

production plans. After the preparing the plans, people are grouped together to achieve

organizational objectives.

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Planning is concerned with coordinating, motivating and controlling of the various activities

within the organization. Time required for acquiring the material, capital and machinery

should be taken into account. Manager has to reasonably predict future events and plan

out the production. The basic purpose of the management is to increase the production, so

that the profit margin can be increased. Manager has to guess the future business and to

take timely and correct decisions in respect of company objectives, policies and cost

performances. The plans need to be supported by all the members of the organization.

Planning is making a decision in advance what is to be done. It is the willpower of course

of action to achieve the desired results. It is a kind of future picture where events are

sketched. It can be defined as a mental process requiring the use of intellectual faculty,

imagination, foresight and sound judgment.

It involves problem solving and decision making. Management has to prepare for short

term strategy and measure the achievements, while the long term plans are prepared to

develop the better and new products, services, expansion to keep the interest of the

owners.

Advantages of manpower planning

Manpower planning ensures optimum use of available human resources.

1. It is useful both for organization and nation.

2. It generates facilities to educate people in the organization.

3. It brings about fast economic developments.

4. It boosts the geographical mobility of labor.

5. It provides smooth working even after expansion of the organization.

6. It opens possibility for workers for future promotions, thus providing

incentive.

7. It creates healthy atmosphere of encouragement and motivation in the

organization.

8. Training becomes effective.

9. It provides help for career development of the employees.

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Steps in Manpower planning

1. Predict manpower plans

2. Design job description and the job requirements

3. Find adequate sources of recruitment.

4. Give boost to youngsters by appointment to higher posts.

5. Best motivation for internal promotion.

6. Look after the expected losses due to retirement, transfer and other issues.

7. See for replacement due to accident, death, dismissals and promotion.

Job description

It will therefore need to set out the title of the job to which the employee is responsible

A job description will set out how a particular employee will fit into the organization for

whom the employee is responsible. It comprises of a simple description of the role and

duties of the employee within the organization.

A job description could be used as a job indicator for applicants for a job. Alternatively, it

could be used as a guideline for an employee.

Job specification

A job specification goes beyond a mere description - in addition, it highlights the mental

and physical attributes required of the job holder. For example, a job specification for a

trainee manager's post in a retail store included the following:

'Managers at all levels would be expected to show responsibility. The company is looking

for people who are tough and talented. They should have a flair for business, know how to

sell, and to work in a team.'

Job analysis, description, and specification can provide useful information to a business in

addition to serving as recruitment instruments. For example, staff appraisal is a means of

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monitoring staff performance and is a feature of promotion in modern companies. In some

companies, for example, employees and their immediate line managers discuss personal

goals and targets for the coming time period (e.g. the next six months). The appraisal will

then involve a review of performance during the previous six months, and setting new

targets. Job details can serve as a useful basis for establishing dialogue and targets. Job

descriptions can be used as reference points for arbitrating in disputes as to 'who does

what' in a business. Selection involves procedures to identify the most appropriate

candidates to fill posts. An effective selection procedure will therefore take into

consideration the following:

(1).Keeping the costs of selection down

(2).Making sure that the skills and qualities being sought have been identified,

(3).Developing a process for identifying them in candidates

(4).Making sure that the candidates selected, will want the job, and will stay with the

company.

(5).Keeping the costs of selection down will involve such factors as holding the interviews

in a location, which is accessible to the interviewing panel, and to those being interviewed.

The interviewing panel must have available to them all the necessary documentations,

such as application forms available to study before the interviews take place. A short list

must be made up of suitable candidates, so that the interviews do not have to take place a

second time, with new job advertisements being placed.

The skills required should have been identified through the process of job analysis,

description and specification. It is important then to identify ways of testing whether

candidates meet these requirements.

Testing this out may involve:

(1).Interviewing candidates

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(2).Asking them to get involved in simulated work scenarios

(4).Asking them to provide samples of previous work

(5).Getting them to fill in personality and intelligence tests

(6).Giving them real work simulations to test their abilities.

STUDY OF OPERATIONAL & QUALITY FUNCTION

In response to a galloping cement demand, Shree has been driving up capacity utilizations

across all its units. In line with its impeccable record of over 100% utilization rate since

inception, company registered an impressive operating rate of 116%. All the more

commendable when compared to the average pan-India operating rate of 94%. Even the

newly started Unit-III recorded 99.3% capacity utilization in its first full year of operations

itself.

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Cement and clinker production

Year Cement production

(MT)

Clinker production

(MT)

2004-05

2005-06

2006-07

2007-08

2008-09

2009-2010

2.747

2.841

3.016

3.220

4.779

5.233

2.285

2.292

2.483

2.771

3.209

4.241

Record Kiln Operations

Good practices in utilizing men and machinery have resulted in outstanding kiln

operations. Kiln-II achieved the twin distinctions of the longest runtime of 337 days as well

as the longest continuous running of 105 days in 2006-07. Highlighting the benefits of

sustainable operations is another fact. A common problem with kilns is stoppage every 3

or 4 months because of refractory failure. But, at Shree, Kiln-II ran continuously for 9

months without any shutdown due to refractory failure.

Raw Material Management

Commodity business is dependent upon naturally procured resources for its

manufacturing. The real challenge for SHREE is thus to manage costs and seek

alternatives wherever possible.The fundamental strength of SHREE’s business model

starts from its core competence in raw material management. Its innovative approach and

excellent risk taking capability has its business sustainable.

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HiTech Mining

Limestone is the principal raw material in the cement production. The company is

committed to conserve this natural mineral resources to ensure sustainability for long term

operations. Company has been consistently deploying latest technology newer methods of

mining. Company also deployed imported Hi-Tech blast-hole drill machines for improving

its efficiency in its drilling activites.

Manufacturing Practices

Their cement and clinker production exhibit a steady increase over last two years. Cement

production increased 32% to 6.3 million tonnes in FY 07-08. They pursue manufacturing

practices which compare well with world cement industry. They have been awarded

highest rating for the 7th consecutive year by White Hoplema, UK. With continual capacity

expansion, they have gained expertise and knowledge to quickly put new units into

stabilized output mode.

Product Mix

Production of Pozzolona Portland cement (PPC) is both value assertive and eco-friendly.

At SHREE their production of PPC is increasing over the last many years, mirroring

industry demand.

Power Consumption

SHREE cement strives to reduce power consumption. It regularly invest in adoption of new

technology and practices for reducing its usage of power. Its unstalled and replaced a

range of energy efficient equipments in the year such as high efficiency fan and motors,

VFD etc. it continually looks at the ways to reduce the idle running of equipment. More

finer grinding of cement lead to more power consumption. The additional cost well

recovered through better price realization.

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Quality Philosophy

The company's quality obsession covers the following:

Holistic perspective covering all organisational functions. Continuous improvement in

standards. Continuous reduction in cost Strong focus on start of the pipe solutions instead

of end-of-th-pipe reviews. Lapse prevention focus as opposed to a fault-finding culture.

Strong documentation process that enables product complaints to be traced swiftly and

effectively to the root problem. Performance improvement through knowledge sharing with

other plants.

Quality Assurance

Shree markets cement with certificates that testify to the high production standards

achieved by the company. The company's technical officers reach the customer's site to

inspect the performance of the material. Shree conducts special meetings with masons

and architects, impressing upon them the quality of its product.

Quality Initiatives

Shree Cement possesses one of the few R&D centres in the Indian cement industry. This

center has been recognised by the DSIR, Government of India. The research team is

headed by a highly qualified and experienced scientist. Shree's R&D center has directly

contributed in the conservation of electrical and thermal energy, an improvement in

product quality, cost reduction, mineral conservation through the intelligent use of fly ash

and a waste reduction in mines through the use of low ash coal. Computer Aided Mine

Planning System Stacker-Reclaimer for homogenization of lime stone On-Line Sampling

System by Auto Samplers X Ray Analyzers Automatic Raw Mix Design Controls by

Ramco-Software

On Line Raw meal Blending Control in C.F. Silos Coal homogenization (Stacker-

Reclaimer) Gypsum homogenization Fuzzy Logic Control for Kiln operation Roller Press

Control & High Efficiency Separator for particle size distribution Packing by Automatic

Electronic Packers

77

STUDY OF STORE DEPARTMENT

Store department structure

78

Procedure of Stores

As the gate entry of packaging materials is done, it reaches to the packaging stores after

the quality is checked. At packaging stores transfer to that department .if not, than the

material is stored at the packaging stores.

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QUALITYCHCK

PACKAGING STORES

DEMAND FOR PACKAGING MATERIAL

STOCKVARIFICATION

RETURN OF RAW MATERIAL (IF ANY)

GATE ENTRY

ONLINE DEPARTME ISSUE NTWISE

RECORDED OF PACKAGING MATERIAL

ARRANGEMENT OF PACKGING MATERIAL AT STORES

ISSUE OF MATERIAL DEPARTMENTWISE

RECEIPT OF THE PACKGING MATERIAL

ENTRY ENTRY ENTRY ENTRY

Materials are not given different codes for their identification but the arrangement of

packaging materials is done over there as per the available space problem is their.

Issue of packaging material is done as per the department need /demand. After the issued

of the packaging material found not suitable or the remained material is returned to the

packaging stores.

Daily recording of receipt, issue & return of the material is done both the manually &

through the SAP system...The purchase of packaging martial is carried out by the HOD of

the packaging stores ads the different department makes their demand through e- mail to

the packaging stores .on the average about 2 carore of material is purchased monthly.

Material Handling

From gate to the packaging store material handling is done with the help of

vehicles.

Material handling is done with the help of hand striker within the packaging stores.

From packaging stores to various department s the material handling is

done with the help of FORKLIFT.the materials receipt is made &I f any

demand of material is there the material is supposed to be.

STUDY OF RESEARCH & DEVELOPMENT FUNCTION

The primary thrust of SCL Research & Development efforts is to develop products and

processes that are efficient, safe and environmentally friendly; and which cater to

demands of global and domestic customers.

Process and product improvement are also key activities of the R&D group. In order to

respond quickly to market demands, every business unit (Agrochemicals, Aromatics, Bulk

Chemicals and Intermediates, Colors, Pharmaceutical Intermediates, and Polymers) has

its own Research & Development team. The central Research & Development group

provides common facilities like pilot plant, certain analytical instruments, technical library

etc.

80

Our entire Research & Development team consists of Doctorates and Graduates. We

subscribe to several Indian and international journals and magazines. We are well

equipped with analytical instruments such as HPTLC, GCMS, DSC, atomic absorption

spectrophotometer, HPLC and GC. We have established links with certain CSIR

laboratories like IICT, Hyderabad; NCL, Pune; and CSMCRI, Bhavnagar with the primary

purpose of technology transfer and sponsored research programmes.

During 2004-05, the Research & Development team developed approximately 70

processes and the Company commercialized ~ 40 processes. Close to 30 processes were

improved with respect to raw material and utility usage, batch cycle time and waste

reduction. Several new methods of analysis (Wet Chemistry, HPLC, GC) were developed.

Shree Cement Ltd. spends close to 1% of its sales value on Research & Development.

During 2004-05 goods worth Rs 100 crores of sales values were manufactured based on

processes developed in our Research & Development laboratori

Types of Communication Channel

In SCL communication is done in following ways.

UPWARD COMMUNICATION:

Upward communication is done bottom to top e.g. lower people report to higher level.

DOWNWARD COMMUNICATIONS:

Downward communication is done top to bottom e.g. higher level people Supply information to bottom.

HORIZONTAL COMMUNICATIONS:

Horizontal communication is done between different departments.

81

The Cement Sustainbility InitiativeShree has been a forerunner in adopting the sustainability paradigm. A reflection of the

fact is that the company pursues a holistic growth agenda with emphasis on three

measures, or bottom lines, of corporate performance – economic, social and

environmental. Economic performance brings out the company’s contribution to production

and profit, social performance highlights its contribution to community, the environmental

performance brings out the contribution to conserving the environment.

Shree was the first Indian and the third Asian cement company to join the Cement

Sustainability Initiative (CSI) of the World Business Council for Sustainable Development

(WBCSD), Switzerland. As a member of CSI the company is committed to pulling down its

energy footprint, implementing best practices and sharing its knowledge with other

members.

The company has also joined the league of seven nations viz. the Asia Pacific Partnership

on Clean Development and Climate change comprising of the USA, Australia, China,

Korea, Japan, Canada and India.

The company brings out Corporate Sustainability Report (CSR) every year. Prepared

along the lines of the latest Global Reporting Initiative (GRI) guidelines, the Reports are

being externally assured.

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Limitations Of The Study

The following are the limitations of the study, As we had a limitation of time, the detailed

report about the operations of the organization was not possible. The information given by

the persons may not be complete because of their busy work schedules The report suffers

from the limitation of meeting only the departmental heads because of lack of permission

to interact with other people.

Organizational Design

Organization Design is a formal, guided process for integrating the people, information and

technology of an organization. It is used to match the form of the organization as closely

as possible to the purpose(s) the organization seeks to achieve. Through the design

process, organizations act to improve the probability that the collective efforts of members

will be successful.

Typically, design is approached as an internal change under the guidance of an external

facilitator. Managers and members work together to define the needs of the organization

then create systems to meet those needs most effectively. The facilitator assures that a

systematic process is followed and encourages creative thinking. Hierarchical Systems

Western organizations have been heavily influenced by the command and control

structure of ancient military organizations, and by the turn of the century introduction of

Scientific Management. Most organizations today are designed as a bureaucracy in whom

authority and responsibility are arranged in a hierarchy. Within the hierarchy rules, policies,

and procedures are uniformly and impersonally applied to exert control over member

behaviors. Activity is organized within sub-units (bureaus, or departments) in which people

perform specialized functions such as manufacturing, sales, or accounting. People who

perform similar tasks are clustered together.

The same basic organizational form is assumed to be appropriate for any organization, be

it a government, school, business, church, or fraternity. It is familiar, predictable, and

rational. It is what comes immediately to mind when we discover that ...we really have to

get organized!

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As familiar and rational as the functional hierarchy may be, there are distinct

disadvantages to blindly applying the same form of organization to all purposeful groups.

To understand the problem, begin by observing that different groups wish to achieve

different outcomes. Second, observe that different groups have different members, and

that each group possesses a different culture. These differences in desired outcomes, and

in people, should alert us to the danger of assuming there is any single best way of

organizing. To be complete, however, also observe that different groups will likely choose

different methods through which they will achieve their purpose. Service groups will

choose different methods than manufacturing groups, and both will choose different

methods than groups whose purpose is primarily social. One structure cannot possibly fit

all.

Organizing on Purpose

The purpose for which a group exists should be the foundation for everything its members

do — including the choice of an appropriate way to organize. The idea is to create a way

of organizing that best suits the purpose to be accomplished, regardless of the way in

which other, dissimilar groups are organized.

Only when there are close similarities in desired outcomes, culture, and methods should

the basic form of one organization is applied to another. And even then, only with careful

fine tuning. The danger is that the patterns of activity that help one group to be successful

may be dysfunctional for another group, and actually inhibit group effectiveness. To

optimize effectiveness, the form of organization must be matched to the purpose it seeks

to achieve.

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The Design Process

Organization design begins with the creation of a strategy — a set of decision guidelines

by which members will choose appropriate actions. The strategy is derived from clear,

concise statements of purpose, and vision, and from the organization’s basic philosophy.

Strategy unifies the intent of the organization and focuses members toward actions

designed to accomplish desired outcomes. The strategy encourages actions that support

the purpose and discourages those that do not.

Creating a strategy is planning, not organizing. To organize we must connect people with

each other in meaningful and purposeful ways. Further, we must connect people with the

information and technology necessary for them to be successful. Organization structure

defines the formal relationships among people and specifies both their roles and their

responsibilities. Administrative systems govern the organization through guidelines,

procedures and policies. Information and technology define the process (es) through which

members achieve outcomes. Each element must support each of the others and together

they must support the organization’s purpose.

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4. FACTS & FINDINGS

After completing the study I come to know that academic learning is different and working in organization and learning is different. After spending such precious time in an organization my major facts & findings in that particular organization are as follows:

The primary thrust of shree cement ltd. Research and development efforts is to develop products and processes that are efficient, safe and environmental friendly and which cater to demands of global and domestic customers.

Process and product improvements are also key activities of the shree cement

limited.

Shree markets cement with certificates that testify to the high production standards achieved by the company.

Shree cement strives to reduce power consumption. It regularly invest in adoption of new technology and practices for reducing its usage of power.

The management believes in the self actualization of its employees by injecting the concept of human resource development in all its policies and strategies.

Shree cement emphasizes that creating leaders not just at the organizational apex but at every level results in strong sense of emotional ownership.

Marketing department made me to learn about, how the customers can be attracted by giving him innovative thoughts and ideas and benefiting to both the organization and the common people.

An organization study also makes me learn that any objective cannot achieve with a short span of time it has to be done through systematic ways.

In any organization time management play important role because each activity should be done at a right time at right place.

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FINDINGS

The analysis of the ABC (ALWAYS BETTER CONTROL), the main findings of the company are as below:

It is managing its inventory with all the advanced techniques. So that there can be put control over inventory conversion period.

In the company the total inventory conversion period is good in the year 2008-’09.

The material having high cost and having low use as compared to the last five years

The “A" category material are use of at minimum level ,so they can keep an easy control over wastage of material

Forms the total inventories low number of inventory have high annual consumption.

The company uses the many techniques for the control of the analysis inventory management. It is aware of the control of the inventory management.

5. ANALYSIS AND INTERPRETATION

87

Manpower training hours/Year

Year Training hours

99-00 4.92

00-02 5.28

01-02 8.33

02-03 12.00

Manpower productivity

Year Productivity (MT/person)

99-00

00-01

01-02

02-03

2011

2069

2029

2226

Labour cost

Year Labour cost /tonne

99-00 00-01 01-02 02-03

63.49 69.63 74.96 88.90

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HR training

Executive grade people skill

Qualification %

MBA

CA/CS/ICWA

ME/MBBS/MSW

Post Graduates

Technical Diploma

Management Diploma

Graduates

ITI

Inter/SSE

Below SSE

5.67

2.91

0.58

12.21

19.77

8.43

31.25

9.30

7.85

2.03

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Number of Programmes

Number of participants

Man hours

2001-03 283

32

315

527

29

556

76.5

4849

55

4904

8794

48

8842

80.3

8804

1232

10036

14447

1200

15647

55.91

Average person

hours

8.33 12.00 44.05

Cement and clinker production

Year Cement production(MT)

Clinker production(MT)

2004-05

2005-06

2006-07

2007-08

2008-09

2.747

2.841

3.016

3.220

4.779

2.285

2.292

2.483

2.771

3.209

Allocation of funds

FMP= 70%

FD= 20%

Liquid funds= 5%

Debt fund= 5%

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6. SWOT ANALYSIS

Strength and weaknesses are essentially internal to the organization and relate to the

matter concerning resources, programmes and organization in key areas such as

• Sales

• Marketing

• Capacity

• Manufacturing cost etc

Opportunity and Threat are external to the organization and can exist or develop in the

following areas

• Size & Segmentation

• Growth pattern and maturity

• International dimensions

• Relative attractive of segments

STRENGTH

Company is established in Beawar where most of the land is rocky and material is suitable for the production of cement, thus it is closely bound to the resources.

Specific chemical composition which makes it coerosion free and also have a very good chemical recovery efficiency.

Company have its own electricity production unit thus need not to depend on the availability of power n dependency on electricity department.

Well transport facility, it has its own railway track.

Leading brand in north India. Thus people gives preference to the brand.

Maintain a very good customer loyality and relationship.

A very superior production quality thus customer are always satisfied.

Upper level of management is too skillfull.

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WEAKNESS

Poor access of distribution. Very less advertising thus in other part of country its not as popular. Technical knowledge is less at lower level of employee, which is draw back for

achieving maximum profit. Its difficult for them to change to an alternate line o production with existing

machinery.

OPPORTUNITIES

Changing customer taste, thus they may get the market from the switchers. Liberalization of geographic works, thus they can enter into different market. Huge land available for expansion of business in future. Govt is planning for betterment on infra structure thus there will be huge demand for

cement. Booming real estate sector. Good relation with bankers thus for expansion of business they need not to look too

far.

Threats

Changing customer taste, any time they may switch to other.

Advancement in technology.

Entry of new player.

Few major players are situated near the main plant thus market share is difficult to increase.

Change in govt policy as they may increase the tax. Non availability on raw material.Labour and higher technical personnel may switch

to another plants

7. CONCLUSION

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Learning is a never ending process which continues from birth of human being to his/her

death. It can also be done by reading book and through training and work. Spending 45

days in SHREE CEMENT LTD. was good learning experience for me. After completing the

organization study I come to know that academic learning is different and working in

organization and learning is different. After spending such precious time in an organization

my major finding in that particular organization are as follows:

Firstly, organization culture of Shree Cement is formal, where every person cannot

directly meet to High authority with out any systematic way which I considered was

good because it encourages employees at work.

Secondly, organization structure of Shree Cement is well formatted in which each

and every department plays important role.

Thirdly, in the organisation structure is divided into to 4 part one is in Finance,

Marketing, Operation & Quality, Human and Resources These all departments are

headed by different persons but at the same time they work for same objective with

full co-ordination which shows the unity level about the organisation.

Fourthly, all the employees and labourers work very hard towards achieving the

goal. Even the higher authorities work very hard without wasting time towards the

organization goal

Fifthly, security concern in shasun chemicals. doesn’t allow the outsiders to enter

into the factory without prior appointment or consulting the higher authorities. They

have a very effective security system.

Sixthly, Administrative head role in an organisation very important to make good

working environment the practice which I observed was that he was very hard

working person and he does his work very efficiently.

Seventhly, marketing department made me to learn about, how the customers can

be attracted by giving him innovative thoughts and ideas and benefiting to both the

organization and the common people.

93

Eighthly, an organisation study also makes me learn that any objective cannot

achieve with a short span of time it has to be done through systematic ways.

Finally, in any organisation time management play important role because each activity

should be done at a right time at right place.

8. RECOMMENDATION & SUGGESTIONS

94

Advertising strategies should be revised. More focus should be given on publicity

and awareness among customer should be there.

A price of Bangur Cement is much higher than other competitor’s brands and this

lead to very less margin of profit for retailers. To prevent this type of problem company

should provide more margins of profit & incentives to defer it.

The main & lucrative factor may for Bangur cement is contracted , relation will

create a smooth flow of sales for Bangur cement. So they should make more frequent in

contractor’s meeting.

We often see that retailers would like to sale only that product in which he gains

more profit, so we should give a good margin of profit to retailer.

In sales promotion activity, we should focus on counter meeting, contractor’s

meeting & retailer meeting, in which we can give some gifts and refreshments to

contractor, dealer and retailers.

They should offer POP material and other incentives to push the confidence in

Bangur cement dealers and contractor.

Literature can be provided to stockiest and retailers. This written material will also

help them to advertise and promote the product.

The major problem faced by the retailers is great transparency in prices so

company should make a policy for stability in prices at every stockiest in jaipur city.

Company should also provide more technical services, so they can visit every site &

solve the customer’s problem.

9. QUESTIONNAIRE

95

This questionnaire is being circulated for surveying the extent of information the

employees of SHREE CEMENT Ltd. have about their company, their level of satisfaction

and the opinion they have about SCL. All information an details of the survey will be kept

confidential only consolidated result will be used for MBA project report.

1. Employee's Name : ______________________

2. Organization Name : ______________________

3. Department of the Employee : ______________________

4. Designation : ______________________

Q.1 How is the demand of shree cement. products in the market ?

(a) Moderate

(b) Excellent

(c) Less

(d) Very

Less

Q.2 What is market position of shree cement ?

(a) Good

(b) Moderate

(c) Poor

(d) Can't Say

Q.3 What is the quality of material used in production ?

96

(a) High Quality

(b) Moderate Quality

(c) Better Quality

(d) Low Quality

Q.4 What about the price level of material procured for production ?

(a) Very price competitive

(b) High priced

(c) No concern about price

(d) Don't know

Q.5 Do you the shree cement. employee's satisfied about the management process of

the shree cement Company?

(a) Highly

(b) Moderate

(c) Low

97

Q..6 Do you think that customers of shree cement products are highly satisfied with the

product?

(a) Yes (b) No

Q.7 Are you satisfied with the company’s production and turnover ?

(a) Yes (b) No (c) Yes,but need for further increase

Q.8 State any resource because of which turnover of shree cement product are

increase/decreased in last few year.

Q.9 Are you satisfied with the marketing procedure and procurement policy adopted in

shree cement ? Say yes or no if no please give comments in 20 words.

__________________________________________________________________

Q.10 Please write in 20 words your ideas/suggestions for improving the performance of

the company.

__________________________________________________________________

__________________________________________________________________

10. BIBILOGRAPHY

98

Books

Fredrick .E.wepster.Jr.,”The changing role of marketing in corporation”, journal of

marketing

(oct.1992)

Kothari, C.R, Reasearch Methodology, New delhi, New age international (p) ltd.1985

Nagargunkar Rajendra, “Marketing Research” Mc Graw-Hill publication, Edition-2005

Donald R.cooper, Pamela, S.schinler “Business research methods”, Mc Graw-hill

publication

New delhi,8th edition

Gupta V.K (2000),Marketing of financial services, Mohit publication

Kotler Philip, Marketing Management, 11th edition

Max Manfred Bergeman, “Mixed Method Research” Sage pubrns.ltd, New edition

Saxena Rajan- Marketing Management, 3rd, Tata Mcgraw Hills Company

Stake E.Robert, “Research on scientific research” Sussex Academic Pr, New Edition

Magazines

Annual report of company for the year 08-09

Business world

Webilography

1:-http://www.Shreeltd.Research and markets.com/Report info.asp.? Report _id=3668

2:-http://www.Shreecement.Research and markets.com/Product/display.asp.?

Report_id=35067

3 :-http://www.en.wikipedia.org/wiki/customer_satisfaction

4:-http://www.management help.org/customer/satisfy.html

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http://www.en.wikipedia.org/wiki/customer_satisfaction

Shree Cement 2

Documents

senior management

considerable

waste heat

real estate

golden peacock

senior management

save materials

fort gloster