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.
1
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
17
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
6
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.
7
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.
9
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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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
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
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
Email : [email protected]
35
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
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
Email : [email protected]
Corporate Office
21, Strand Road, Kolkata - 700 001
Phone :(91)33-22390601-05
Fax : 033 2243 4226
Email :
Plants:
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
Email : [email protected]
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 :
Bangur Cement
6B, 6 Floor, Hansalaya Building,
15, Barakhamba Road,
91, Dulheshwar Garden,
C Scheme, Sardar Patel Marg,
Jaipur-302 001, Rajasthan
49
New Delhi-110 001
Fax: (91) 11-23702794-96
Email : [email protected]
Phone: (91) 141-2361735, 2361696
Fax: (91) 141-2360891
Email :
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
51
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
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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
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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
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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 .
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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
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STUDY OF STORE DEPARTMENT
Store department structure
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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.
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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.
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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
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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.
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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
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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
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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 ?
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(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
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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
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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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