INTRODUCTION

“According to Flippo, HRM is “planning, organizing, directing and controlling of the

procurement, development, compensation, integration, maintenance, and separation of human
resources to the end that individual, organizational and societal objectives are accomplished”

“According to Robbins and DeCenzo, HRM is “a process of acquiring, retaining, developing,

terminating and properly using the human resources in an organization”

“According to Dessler, HRM is “a process of acquiring, training, appraising, and

compensating employees, and attending to their labour relations, health and safety, and
fairness concerns”

“According to Mathis and Jackson, HRM is “a series of decisions that affect the relationship
between employee and employer: it affects many constituencies and is intended to influences
the effectiveness of employee and employer”

Human resource management (HRM) is the practice of recruiting, hiring, deploying and
managing an organization's employees. HRM is often referred to simply as human resources
(HR). A company or organization's HR department is usually responsible for creating, putting
into effect and overseeing policies governing workers and the relationship of the organization
with its employees. The term human resources was first used in the early 1900s, and then
more widely in the 1960s, to describe the people who work for the organization, in aggregate.

HRM is employee management with an emphasis on employees as assets of the business. In

this context, employees are sometimes referred to as human capital. As with other business
assets, the goal is to make effective use of employees, reducing risk and maximizing return
on investment (ROI).

Human Resource Management is a process that brings people and organizations together so
that organizational and individual goals can be achieved. Human resource management can
be defined as the art of procuring, developing, and maintaining a competent workforce to
achieve the goal of an organization effectively and efficiently.

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HRM history

Modern human resource management can be traced back to the 18th century. The British
Industrial Revolution gave rise to large factories and created an unprecedented spike in
demand for workers.

With many of these laborers putting in long hours -- often clocking 16-hour workdays -- it
became apparent that worker satisfaction and happiness had a strong positive correlation with
productivity. Seeking to maximize ROI, worker satisfaction programs were introduced.
Factory conditions, safety concerns and workers' rights also began getting attention in the late
19th and early 20th centuries.

HR departments within organizations began appearing in the 20th century. They were often
known as personnel management departments that dealt with legal compliance requirements
and implemented worker satisfaction and safety programs. Following WWII, the U.S. Army's
training programs were used as a model in some companies that started to make employee
training a point of emphasis.

Personnel departments took on the human resources label in the 1970s. The primary factor
that differentiates HR from personnel management is the way technology began to be used to
improve communication and access to employee information.

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Employee Welfare

According to Todd “employee welfare means anything done for the comfort and
improvement, intellectual or social, of the employees over and above the wages paid which is
not a necessity of the industry.”

Employee welfare is a term that encompasses a broad range of benefits and services that an
employer may offer to its employees. It can include things like health insurance, dental
insurance, vision insurance, life insurance, disability insurance, 401(k) plans, and paid time
off. Employee welfare can also include things like on-site daycare, fitness centers, and
subsidized meals.

Employee welfare means, such services, facilities and amenities such as canteens, rest and
recreation facilities, arrangement for travel to and for the accommodation of workers
employed at a distance from their home, and such other services, amenities and facilities
including social security measures as contribute to improve the condition under which
workers are employed.

Employee welfare defines as “efforts to make life worth living for workmen”. These efforts
have their origin either in some statute formed by the state or in some local custom or in
collective agreement or in the employer’s own initiative.

• To give expression to philanthropic and paternalistic feelings.

• To win over employee’s loyalty and increase their morale.

• To combat trade unionism and socialist ideas.

• To build up stable labor force, to reduce labor turnover and absenteeism.

• To develop efficiency and productivity among workers.

• To save oneself from heavy taxes on surplus profits.

• To reduce the threat of further government intervention.

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Benefits of welfare schemes

Investing in employee welfare schemes is essential for any forward-thinking organization.

These programs not only enhance the well-being of employees but also contribute to the
overall success of the company.

• Attraction and Retention of Talent: Comprehensive welfare schemes make your

workplace more attractive to potential and current employees.

• Improved Health: Enhance physical and mental health through well-structured

programs, such as health insurance and wellness initiatives, to reduce absenteeism and
healthcare costs.

• Better Living Standards: Provide benefits like subsidized meals, on-site gyms, and
parental leave to contribute to higher living standards.

• Stable Labor Force: Offer financial benefits like provident funds and gratuity schemes to
ensure employees feel secure and encourage long-term commitment to your company.

• Boosted Productivity: Maintain a motivated and satisfied workforce to boost

productivity. Welfare schemes, such as flexible schedules and remote working options,
help employees balance their personal and professional lives, leading to higher
productivity.

• Healthy Industrial Relations: Prioritize employee welfare to enjoy better industrial

relations, resulting in fewer disputes and a more cooperative work environment.

• Enhanced Employee Engagement: Provide Employee Assistance Programs (EAPs) and

recreational facilities to engage employees beyond their job roles. Engaged employees are
more likely to be innovative and contribute positively to your company's growth.

• Lower Turnover Rates: Implement comprehensive welfare programs to reduce

employee turnover by fostering loyalty and job satisfaction, saving costs associated with
hiring and training new employees.

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 NEED OF THE STUDY:

A common place that we see the need to apply Relations and welfare is in the work place. In
the work force, we can see Relations play a key role in leadership success. A person unable to
grasp Relations and apply it, will not become or stay a leader. It is critical that anyone
seeking to lead or Relations understand "How lets Hierarchy of Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "How lets
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their
job.

When satisfaction is not found, the person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth, responsibility, and job nature are
internal motivators. These are the last two levels of "How lets Hierarchy."

They occur when the person motivates themselves (after external motivation needs are met.)
An employer or leader that meets the needs on the "How lets Hierarchy" will see motivated
employees and see productivity increase. Understanding the definition of motivation, and
then applying it, is one of the most prevalent challenges facing employers and supervisors.

SCOPE OF THE STUDY:

• The study is confined and relevant only to HYUNDAI MOTORS not applicable to any
organization.

• The study covers motivational practices in HYUNDAI MOTORS at various levels of

employees.

• The study assists the management in determining the decision regarding the performance
of the employee.

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OBJECTIVES OF THE STUDY:

1. To find out the present welfare activates and its level of the employees of HYUNDAI
MOTORS.

2. To find out the blockages for the Relations in HYUNDAI MOTORS (i.e: welfare).

3. To suggest measures for improvement of the Relations as a discipline Point;

4. To study the hygienic and Relational content factors.

LIMITATIONS OF THE STUDY:

There are certain limitations of the concept of empowerment. It may be cost consuming in
selecting personnel, training costs and labor costs may be high, it may result in slower or
inconsistent services and poor use of the technique of empowerment.

At the outset, Managers must also accept the fact that not all employees want to be
empowered. Many workers just work better in jobs that are clearly defined and closely
supervised. Once both employees and managers have received proper training, the next step
is go give employee’s control of the resources needed to make the improvements in their job
and work processes.

By giving employees information, resources and training and by following with

measurements and reinforcement, Human Resources can create an empowered environment.
But Empowerment should be continuous process like quality improvement and it is like a
race without a finish line. Those companies that take the first step by creating an
environment conductive to empowerment will be at the head of the pack

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INTRODUCTION

The Indian Automobile industry includes two-wheelers, trucks, cars, buses and three-
wheelers which play a crucial role in growth of the Indian economy. India has emerged as
Asia’s fourth largest exporter of automobiles, behind Japan, South Korea and Thailand. The
country is expected to top the world in car volumes with approximately 611 million vehicles
on the nation’s road by 2050. The economic progress of this industry is indicated by the
amount of goods and services produced which give the capacity for transportation and boost
the sale of vehicles. There is a huge increase in automobile production with a catalyst effect
by indirectly increasing the demand for a number of raw materials like steel, rubber, plastics,
glass, paint, electronics and services. India is today well known as a potential emerging
automobile market and jobs in the automobile industry are rising. India is expected to be the
world’s third-largest automotive market in terms of volume by 2026.

In order to keep up with the growing demand, several auto makers have started investing
heavily in various segments of the industry during the last few months. The industry has
attracted Foreign Direct Investment (FDI) worth US$ 25.40 billion between April 2000 and
December 2020, according to the data released by Department for Promotion of Industry and
Internal Trade (DPIIT).

The rising income and greater availability of credit and financing options have been the key
growth drivers for the sector. Moreover, the demand for commercial vehicles driven by a high
level of activity in the infrastructure sector has aided growth. India's established auto
ancillary industry also provides the required support to boost growth in the sector.

The Indian automobile industry is slowly shifting its focus to electric cars with the purpose of
reducing emissions. With this background, this paper highlights the overview of Automobile
industry in India in terms of production, sales and export trend in different years.

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RISING INVESTMENT

FDI inflow in the automobile sector stood at $25.40 billion between April 2000-December
2020. The Government of India expects automobile sector to attract $8-10 billion in local and
foreign investments by 2023.

POLICY SUPPORT

The Automotive Mission Plan 2016-2026 is a mutual initiative by the Government of India
and Indian Automotive industry to lay down the roadmap for development of the industry.
Announcement of the voluntary vehicle scrappage policy to phase out old and unfit vehicles.

AUTOMOBILE DOMESTIC PRODUCTION TRENDS

The Automobile Industry is one of the fastest growing sectors in India. It comprises a wide
range of companies and organisations involved in the design, development, manufacturing,
marketing and selling of motor vehicles. It is one of the world's largest industries by revenue.

The industry produced a total 2,26,52,108 vehicles including Passenger Vehicles,

Commercial Vehicles, Three Wheelers, Two Wheelers and Quadricycles in April-March 2021
as against 2,63,53,293 in April-March 2020. It further shows that there was a steady
increasing trend in all the years of the study period except in 2019-20 and 2020-21, due to
covid-19 pandemic impact on the globally integrated automotive industry.

AUTOMOBILE DOMESTIC SALES TRENDS

The growth of the Indian middleclass along with the growth of the economy over the last
few years has resulted in a host of global auto giants setting their foot inside the Indian
Territory. The Indian automobile industry seems to come a long way. The automobile sector
today is one of the key sectors of the country contributing majorly to the economy of India.

India is one of the four largest automakers in the world and offers carmakers an attractive
market. In India, demand for passenger cars does not seem to be slowing down. On the
contrary, with a rapidly growing labour force and a middle class with an increasingly higher
disposable income, more and more Indians can afford a car. India is expected to be the
world’s third largest car market by 2030.

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As such, the automobile industry accounts for 7.1% of India’s total GDP. The Indian
government wants to increase that share to 12% of GDP, thereby creating 65 million jobs and
tripling the turnover of the Indian car industry.

India is therefore an interesting manufacturing location for international car companies. In

India, about 87% of car owners are willing to switch to electric vehicles. As a result, the
industry already attracted 19.3 billion dollars in investment between 2000 and 2018 and
expects to attract another 8-10 billion dollars in foreign investment, including from Tesla.

The growth of the sector provides plenty of opportunities for foreign companies. International
companies can also draw on a large pool of cheap, skilled labour in India.

Growth drivers of the automotive industry in India

• India is expected to be the world’s third-largest car market by 2026.

India could be a leading market in shared mobility by 2030, providing opportunities for
electric and autonomous vehicles.

• New policies are driving the retirement of old, polluting vehicles, which will increase
demand for clean (electric) vehicles.

• The electric vehicle (EV) market in India is estimated to be worth 7 billion dollars by
2025 and will generate 50 million jobs by 2030.

• The Government of India encourages foreign investment in the automotive sector through
its Automotive Mission Plan 2016-2026 and allows 100% Foreign Direct Investment in
the industry.

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India as a Future Automotive Hub

India’s Automotive Mission Plan 2047, the final draft of which is anticipated to be completed
by June 2025, seeks to establish India as a global hub for automotive manufacturing and
research and development (R&D). India is already the largest producer of two-wheelers, the
second-largest producer of buses, and the third-largest producer of medium and heavy
commercial vehicles in the world, and interestingly, will add production capacity for a further
4 million passenger vehicles by 2032.

Markets and Markets predicts the Indian automotive market, including passenger and
commercial vehicles, will grow from 5.1 million units in 2023 to 7.5 million units by 2030,
with the passenger vehicle segment reaching 6.0 million units. This will further solidify
India's position as the third-largest passenger vehicle market in the world.

Market Size

The Indian passenger car market was valued at US$ 32.70 billion in 2021, and it is expected
to reach a value of US$ 54.84 billion by 2027 while registering a CAGR of over 9% between
2022-27. The global EV market was estimated at approximately US$ 250 billion in 2021 and
by 2028, it is projected to grow by 5 times to US$ 1,318 billion.

In September 2024, the total production of passenger vehicles*, three-wheelers, two-

wheelers, and quadricycles was 27,73,039 units. In April - September FY25*, the total

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production of passenger vehicles, commercial vehicles, three-wheelers, two-wheelers, and
quadricycles was 1,56,22,388 units.

In April-September FY25, the total production of passenger vehicles, commercial vehicles,

three-wheelers, two-wheelers, and quadricycles was 1,56,22,388 units.

India accomplished a significant milestone, with the sale of 13,25,112 EVs in FY24 (till
January 2024).

The Electric Vehicle (EV) market is estimated to reach US$ 7.09 billion (Rs. 50,000 crore) in
India by 2025. A study by CEEW Centre for Energy Finance recognised a US$ 206 billion
opportunity for electric vehicles in India by 2030. This will necessitate a US$ 180 billion
investment in vehicle manufacturing and charging infrastructure.

According to NITI Aayog and the Rocky Mountain Institute (RMI), India's EV finance
industry is likely to reach US$ 50 billion (Rs. 3.7 lakh crore) by 2030.

A report by the India Energy Storage Alliance estimated that the EV market in India is likely
to increase at a CAGR of 36% until 2026. In addition, the projection for the EV battery
market is expected to expand at a CAGR of 30% during the same period.

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Indian automotive industry is targeting to increase the export of vehicles by five times during
2016-26. In FY23, total automobile exports from India stood at 47,61,487. Indian automobile
exports of two-wheelers stood at 36,52,122 in FY23.

Road Ahead

The automobile industry is dependent on various factors such as the availability of skilled
labour at low cost, robust R&D centres, and low-cost steel production. The industry also
provides great investment opportunities and direct and indirect employment to skilled and
unskilled labour. The electric vehicles industry is likely to create five crore jobs by 2030.

Addressing the automotive industry's needs, MHI has extended the tenure of the Production
Linked Incentive (PLI) Scheme for Automobile and Auto Components by one year, offering
incentives for determined sales over five consecutive financial years from 2023-24 to 2027-
28, with disbursement occurring in the subsequent financial year.

The scheme has proven successful, attracting proposed investments of US$ 8.1 billion (Rs.
67,690 crore) against the target estimate of US$ 5.1 billion (Rs. 42,500 crore) over five years,
with US$ 1.6 billion (Rs. 13,037 crore) already invested by December 31, 2023.

As per Economic Survey 2023-24, the Production Linked Incentive scheme (PLI) for
automobile and auto components has so far attracted a proposed investment of Rs. 67,690
crore (US$ 8.18 billion).

In August 2022, the Indian government launched India’s first double-decker electric bus in
Mumbai. Looking long term, the government feels it is necessary to overhaul the country’s

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transportation system. It is working to create an integrated Electric Vehicle (EV) mobility
ecosystem with a low carbon footprint and high passenger density with an emphasis on urban
transportation reform. The government's strategy and policies are intended to promote greater
adoption of electric vehicles in response to growing customer demand for cleaner
transportation options.

The Government of India expects the automobile sector to attract US$ 8-10 billion in local
and foreign investments by 2023. India could be a leader in shared mobility by 2030,
providing opportunities for electric and autonomous vehicles.

In CY 23, the Indian Automobile Sector recovered from the effects of the COVID-19
pandemic, posting single-digit growth across Passenger Vehicles, Commercial Vehicles, and
Two Wheelers, along with a notable recovery.

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COMPANY OVERVIEW

The Hyundai logo, a slanted, stylized ‘H’, symbolizes the company shaking hands with its
customer. Hyundai translates from the word “modernity”, and is pronounced as “Hyon-dae”
in Korean.

What is the Hyundai Logo Meaning?

Hyundai Logo

The original Hyundai symbol actually communicates two meanings. First, it acts as a simple
“H” representing the Hyundai brand. However, it’s also a silhouette of two people shaking
hands. The two people represented by this silhouette are the company and the customer in a
mutually-harmonious agreement. In other words, the Hyundai logo describes the ideal vision
of the company: Providing high-quality service and vehicles to all customers.

What Does Hyundai Mean?

Hyundai is a Korean word that roughly translates to “modernity.” With its six research and
development offices in South Korea, Germany, Japan, and India, Hyundai has continued to
stay on the cutting edge of automotive technology.

One of the most interesting developments Hyundai has worked on recently is its design
philosophy: Fluidic Sculpture. With an innovative array of SUVs and crossovers like the
Hyundai Tucson, you’ll be well-equipped to find the right vehicle for you on Saipan at Triple
J Motors.

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HISTORY OF COMPANY

1982 Hyundai Pony

Chung Ju-yung (1915–2001) founded the Hyundai Engineering and Construction

Company in 1947. Hyundai Motor Company was later established in 1967, and the
company's first model, the Cortina, was released in cooperation with Ford Motor Company in
1968. [13] When Hyundai wanted to develop their own car, they hired George Turnbull in
February 1974, the former managing director of Austin Morris at British Leyland. He in turn
hired five other top British car engineers. They were body designer Kenneth Barnett,
engineers John Simpson and Edward Chapman, John Crosthwaite, formerly of BRM, as
chassis engineer and Peter Slater as chief development engineer. In 1975, the Pony, the first
South Korean car, was released, with styling by Giorgio Giugiaro of Italdesign and
powertrain technology provided by Japan's Mitsubishi Motors. Exports began in the
following year to Ecuador and soon thereafter to the Benelux countries. Hyundai entered the
British market in 1982, selling 2993 cars in their first year there.

In 1984, Hyundai began exporting the Pony to Canada, but not to the United States, as the
Pony would not pass emissions standards there. Canadian sales greatly exceeded
expectations, and it was at one point the top-selling car on the Canadian market. In 1985, the
one millionth Hyundai car was built. Until the 1986 introduction of the larger Hyundai
Grandeur, Hyundai offered a locally assembled Ford Granada for the South Korean executive
market. The import of these knocked down kits was permitted as long as Hyundai exported
five cars for every single Granada brought in (the same demands were placed on Kia).

In 1986, Hyundai began to sell cars in the United States, and the Excel was nominated as
"Best Product #10" by Fortune magazine, largely because of its affordability. The company
began to produce models with its own technology in 1988, beginning with the
midsize Sonata. In the spring of 1990, aggregate production of Hyundai automobiles reached
the four million mark. In 1991, the company succeeded in developing its first proprietary

15
gasoline engine, the four-cylinder Alpha, and also its own transmission, thus paving the way
for technological independence.

In 1996, Hyundai Motor India Limited was established with a production plant
in Irungattukottai near Chennai, India.

In 1998, Hyundai began to overhaul its image in an attempt to establish itself as a world-class
brand. Chung Ju-yung transferred leadership of Hyundai Motor to his son, Chung Mong-koo,
in 1999. Hyundai's parent company, Hyundai Motor Group, invested heavily in the quality,
design, manufacturing, and long-term research of its vehicles. It added a 10-year or 100,000-
mile (160,000 km) warranty to cars sold in the United States and launched an aggressive
marketing campaign.

In 2004, Hyundai was ranked second in "initial quality" in a survey/study by J.D. Power and
Associates in North America. Hyundai is now one of the top 100 most valuable brands
worldwide according to Interbrand. Since 2002, Hyundai has also been one of the worldwide
official sponsors of the FIFA World Cup.

In 2006, the South Korean government initiated an investigation of Chung Mong-koo's

practices as head of Hyundai, suspecting him of corruption. On 28 April 2006, Chung was
arrested, and charged for embezzlement of 100 billion (US$106 million). As a result,
Hyundai vice chairman and CEO, Kim Dong-jin, replaced him as head of the company.

On 30 September 2011, Yang Seung-suk announced his retirement as CEO of Hyundai Motor
Co. In the interim replacement period, Chung Mong-koo and Kim Eok-jo divided the duties
of the CEO position.

Research and development

Hyundai has six research and development centers, located in South Korea (three offices),
Germany, Japan and India. Additionally, a center in California develops designs for the
United States.

Hyundai established the Hyundai Design Center in Fountain Valley, California in 1990. The
center moved to a new $30 million facility in Irvine, California in 2003, and was renamed the
Hyundai Kia Motors Design and Technical Center. The facility also housed Hyundai America
Technical Center, Inc, a subsidiary responsible for all engineering activities in the U.S. for
Hyundai. Hyundai America Technical Center moved to its new 200,000-square-foot
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(19,000 m2), $117 million headquarters in Superior Township, Michigan (near Ann Arbor) in
2005.

In 2004, Hyundai America Technical Center completed construction of its Hyundai/Kia

proving ground in California City, California. The 4,300-acre (17 km2) facility is located in
the Mojave Desert and features a 6.4-mile (10.3 km) oval track, a Vehicle Dynamics Area, a
vehicle-handling course inside the oval track, a paved hill road, and several special surface
roads. A 30,000-square-foot (2,800 m2) complex featuring offices and indoor testing areas is
located on the premises as well. The facility was built at a cost of $50 million.

BUSINESS

The world's largest automobile manufacturing plant in Ulsan, South Korea, produces over
1.6 million vehicles annually.

In 1998, after a shake-up in the South Korean auto industry caused by overambitious
expansion and the Asian financial crisis, Hyundai acquired the majority of rival Kia
Motors.[36]

In 2000, the company established a strategic alliance with DaimlerChrysler and severed its
partnership with the Hyundai Group. In 2001, the Daimler-Hyundai Truck Corporation was
formed. In 2004, however, DaimlerChrysler divested its interest in the company by selling its
10.5% stake for $900 million.

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Hyundai Motor America headquarters in Fountain Valley, California

Hyundai has invested in manufacturing plants in North America, India, the Czech Republic,
Russia, China and Turkey as well as research and development centers in Europe, Asia, North
America and the Pacific Rim. In 2004, Hyundai Motor Company had $57.2 billion in sales in
South Korea making it the country's second largest corporation, or chaebol, after Samsung.
Worldwide sales in 2005 reached 2,533,695 units, an 11 percent increase over the previous
year. In 2011, Hyundai sold 4.05 million cars worldwide and the Hyundai Motor Group was
the world's fourth largest automaker behind GM, Volkswagen and Toyota. Hyundai vehicles
are sold in 193 countries through some 5,000 dealerships.

Management Philosophy:

With the spirit of creative challenge, we will strive to create a more affluent lifestyle for
humanity, and contribute to the harmony and co-prosperity with shareholders, customers,
employees and other stakeholders in the automobile industry.

The spirit of creative challenge has been a driving force in leading HMC to where it is today.
It is the permanent key factor for HMC to actively respond to change in the management
system and seek creative and self–innovative system. With the spirit of creative challenge, we
create profits, the primary objective of a private enterprise. Furthermore, we take
responsibility for the environment and society we belong to, and offer sustainable mobility in
order to implement our corporate philosophy and provide benefits to all stakeholders
including shareholders, customers, executives, employees, suppliers, and communities.

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• VISION:

➢ We announced "Innovation for Customers" as our mid–to long–term vision with five core
strategies: global orientation, respect for human values, customer satisfaction, technology
innovation, and cultural creation. We desire to create an automobile culture of putting
customer first via developing human–centered and environment–friendly technological
innovation.

➢ Our dedication to moving humanity forward flows throughout everything we do –

inspiring
us to conceive, create, and craft vehicles that open new chapters in mobility and help
redefine our journey as a global community.

• MISSION:

To create exceptional automotive value for our customers by harmoniously blending safety,
quality and efficiency. With our diverse team, we will provide responsible stewardship to our
community and environment while achieving stability and security now and for future
generations.

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FOUNDER

Chung Ju-yung or Jung Joo-young (Korean: 정주영; 25 November 1915 – 21 March

2001), was a South Korean entrepreneur and the founder of Hyundai Groups, one of the
largest chaebols in South Korea. Raised as the eldest son of a poor Korean farmer, Chung was
an integral part of the rapid development of Korea's economy, growing Hyundai Heavy
Industries to be the largest shipbuilder in the world, as well as growing Hyundai Motor
Group into the largest automobile manufacturer in Korea, and the third largest in the world.
Chung was also a vital contributor to the development of South Korea's infrastructure after
the Korean War's destruction of infrastructure, such as constructing the Gyeongbu
Expressway in 1970, connecting the capital, Seoul, to the port city of Busan, in alliance with
President Park Chung Hee.

Chung's business ventures steered through the tumultuous times of Japanese colonial rule in
Korea as well as the post-Korean War stresses on the economy. Chung explained his success
in his statement: "Our people succeeded because they devoted their enterprising spirits. They
used the forces of other minds. Conviction ... creates indomitable efforts. This is the key to
(true) miracles ... Man's potential is limitless.

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BOARD OF DIRECTORS

MR. UNSOO KIM

Managing Director

Unsoo Kim is the Managing Director of our Company. He has also been appointed as the
Chairman of our Board. He has been associated with our Company since January 1, 2022.
Further, on account of the position held by him in our Company, he also serves as the Head of
the India, Middle-East & Africa Strategic Region of HMC, our Promoter, and to the extent of
this role, reports directly to our Promoter. He holds a bachelor’s degree in science
(engineering) from the Department of Naval Architecture and Ocean Engineering of the
College of Engineering at Seoul National University, Korea. He is responsible for the overall
operations and business of our Company. He has been associated with the Hyundai Motor
Group since December 2, 1991.

Mr. TARUN GARG

Whole Time Director

Tarun Garg is the Whole-time Director and Chief Operating Officer of our Company. He has
been associated with our Company since December 4, 2019. He holds a bachelor’s degree in
engineering (mechanical) from the University of Delhi and a post graduate diploma in

21
management from the Indian Institute of Management, Lucknow. He is responsible for
driving sales, service, dealer management, product strategies, marketing, profitability,
customer relationship, brand and media management at our Company. He was previously
associated with Maruti Suzuki India Limited.

MR. GOPALKRISHNAN C.S

Whole Time Director

Gopalakrishnan Chathapuram Sivaramakrishnan is the Whole-time Director and Chief

Manufacturing Officer of our Company. He has been associated with our Company since
September 12, 1997. He holds a master’s degree in business administration from the ICFAI
University, Dehradun. He is also an associate of the Institute of Engineers (India). He is
responsible for the overall manufacturing process, leading strategic planning, ensuring
optimal resource utilization and agile procurement practices for sustained growth and driving
production targets at our Company. He was previously associated with Maruti Udyog
Limited.

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MR WANGDO HUR
Whole Time Director

Wangdo Hur is the Whole-time director, Chief Financial Officer and Business Head -Finance
of our Company. He has been associated with our Company since January 1, [Link] holds a
bachelor’s degree in economics from the College of Business and Economics at Yeungnam
University, Korea. He oversees the finance activities and performance of our Company. He
has been associated with the Hyundai Motor Group since December 1, 1991.

MS. SHALINI PUCHALAPALLI

Independent Director

Shalini Puchalapalli is an Independent Director of our Company. She has been associated
with our Company since June 7, 2024. She holds a bachelor’s degree in technology (civil
engineering) from the Indian Institute of Technology, Madras and a post graduate diploma in
personnel management & industrial relations from XLRI, Jamshedpur. She has experience in
sales and is associated with companies with operations in the technology and FMCG industry.
She is currently associated with Google India Private Limited (since 2021) as director.

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[Link] TYAGI

Independent Director

Ajay Tyagi is an Independent Director of our Company. He has been associated with our
Company since June 7, 2024. He holds a master’s degree in technology (computer sciences)
from the Indian Institute of Technology, Kanpur and a master’s degree in public
administration from Harvard University, Massachusetts. He has previously served as the
Chairman of the SEBI for a period of five years.

MS. SREE KIRAT PATEL

Independent Director

Sree Kirat Patel is an Independent Director of our Company. She has been associated with
our Company since June 7, 2024. She holds a bachelor’s degree in commerce (business
management) from the H.R. College of Commerce and Economics, University of Bombay
and a bachelor’s degree in law from Government Law College, Mumbai. She has worked in
companies with operations in the food, pharmaceuticals and FMCG industry and has
experience in the field of legal, regulatory and corporate affairs. She was previously
employed with The Tata Oil Mills Company Limited in various capacities such as their
officer-secretarial duties, and legal officer and Glaxo India Limited (currently known as
GlaxoSmithKline Pharmaceuticals Limited) as their legal manager and thereafter their vice
president, legal & corporate affairs.

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EVOLUTION OF HYUNDAI LOGO

The redesign of 2023 has introduced a sleek and super minimalistic emblem of the Hyundai
company. The concept is based on the previous versions, which were used by the brand since
the beginning of the 1990s, but this time the color palette was switched to black-and-white,
with black making up a solid background inside an oval badge, and the contours of the
improvised “H” got more elegant and smoother, showing the company as super progressive
and professional. The primary version of the Hyundai badge does not contain any lettering,
however, in some cases, the emblem is used along with the uppercase wordmark, which
repeats the shape of the one from earlier logos.

1969 – 1970

The emblem, created for the Korean brand in 1969 featured a monochrome composition
where the “HD” monogram in a custom typeface was placed on a trapezoid with its upper

25
corners rounded, and bottom ones — sharpened. The Hyundai “H” had its right vertical bar
elongated and bent to the right in its upper part, with the end of the line pointed. The image
was placed on a white background and featured a thin black circular frame.

1970 – 1978

The abstract car contour with the “HD” lettering was slightly refined in 1970. Both elements
became smaller and the circular frame was switched to a horizontally stretched oval, which
will come back to the Hyundai visual identity with the modern emblem, in 1990.

1974 – 1992

The logo displayed in the image is a bold, monochromatic design featuring the initials “HD”
in a stark black and white color scheme. The letters are encased within a double-framed
rectangular border that adds depth and emphasis to the design. The “H” and “D” are styled
with a modern, geometric approach, sharing a common vertical line that unites the two
characters, symbolizing connection and cohesion. The “D” is uniquely designed with a
semicircular form that seamlessly aligns with the straight lines of the “H,” suggesting a
fusion of different elements into a harmonious whole.

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1980 – 1992

In 1980 Hyundai completely changed the concept of its visual identity, creating a new logo
and adopting a fresh and intense color palette. The smooth lines of the initial version were
switched to straight geometry, and now the badge featured a horizontally placed rectangular
with the bold blue “HD” lettering on the left and the name of the company in Korean placed
on the right from the monogram. The blue and white color scheme made the logo more
delightful and recognizable, while the straight shapes represented professionalism and
reliability.

1990 – 2003

The first version of the iconic Hyundai logo we all know today appeared in 1990 and is still
used by the brand. The company decided to take elements from all previous designs and the
combination worked just fine. The new logo featured an oval shape of the frame and a slanted
bold letter “H” enclosed into it. The color palette remained the same — blue and white, but
the shade of blue became deeper and darker.

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2003 – Today

In 2003 the smooth elegant emblem of Hyundai gets accompanied by a modern and stylish
logotype, which is placed on its right and executed in the uppercase of a custom sans-serif
typeface with clean lines and half of the angles rounded. The “N” in the wordmark is the only
letter, written in the lowercase column but features the same size as the neighboring capitals.

2011 – 2017

In 2011 Hyundai decided to go three-dimensional and started using a voluminous silver

emblem instead of the flat blue one. The lines remained untouched, as well as the logotype,
which was still placed in the right from the symbol, but due to the use of gradient glossy
metallic shade, the whole image looks more airy and fresh. Though this badge stayed in
official use for only six years.

2023 – now

The logo depicted in the image is a sleek and modern emblem, consisting of a stylized,
abstract shape that could be perceived as a letter or symbol. It is designed with a series of

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bold, black curves that interlock with negative white space to form a harmonious and
balanced figure within a circular outline. The interplay of the curved elements and the
contrast between black and white create a dynamic and fluid motion, giving the impression of
perpetual movement and innovation. This logo’s simple yet powerful design easily represent
a company that prides itself on modernity, sophistication, and a forward-thinking approach to
its industry.

AWARDS HYUNDAI MOTORS

Since its inception in 1967, Hyundai Motor Company has evolved into a globally recognized
automotive manufacturer, earning numerous awards and accolades that reflect its
commitment to quality, innovation, and design. Below is an overview of some of the notable
awards Hyundai has received over the years:

2009:

• Hyundai Genesis: Named North American Car of the Year, marking Hyundai's first win
of this prestigious award.

• Canadian Car of the Year: The Genesis also secured this title after winning its category
of Best New Luxury Car under $50,000.

• Ward's 10 Best Engines: The V8 Tau engine in the Genesis was recognized for its
excellence.

2014:

• Hyundai Genesis: Earned the title of "Luxury Car of the Year" in Popular Mechanics'
annual Car of the Year Awards.

2023:

• Hyundai IONIQ 6: Achieved a triple win by being named World Car of the Year,
World Car Design of the Year, and World Electric Vehicle.

2024:

• Red Dot Award: Hyundai Motor Company won 17 accolades in the Brand &
Communications Design category, including three 'Best of the Best' honors for
innovative campaigns and exhibitions.

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 • Car and Driver's EV of the Year: The 2024 IONIQ 5 N received this prestigious
accolade for the third consecutive year.

• Wards 10 Best Engines & Propulsion Systems: The IONIQ 5 N was honored for its
outstanding performance.

• Most Innovative Volume Brand: The Center of Automotive Management (CAM)

recognized Hyundai as the "most innovative volume brand" in the Autonomous Driving
& ADAS category.

ACHIEVEMENTS OF HYUNDAI MOTORS

Since its establishment in 1967, Hyundai Motor Company has achieved significant
milestones that have propelled it from a local manufacturer to a global automotive leader.
Here's an overview of some of its notable achievements:

1960s: Foundation and Early Production

• 1967: Hyundai Motor Company was founded.

• 1968: The company completed its Ulsan assembly plant and began mass production of
the Ford Cortina under a licensing agreement.

1970s: Introduction of Indigenous Models

• 1976: Launched the Hyundai Pony, South Korea's first domestically produced passenger
car, marking a significant milestone in the nation's automotive industry.

• 1976: Initiated exports of the Pony to Ecuador, marking Hyundai's entry into
international markets.

1980s: Expansion and Technological Advancements

• 1984: Began exporting the Pony to Canada, where it became a top-selling car,
demonstrating Hyundai's growing international appeal.

• 1985: Achieved the production of its one-millionth vehicle, underscoring rapid growth.

• 1986: Entered the U.S. market with the Hyundai Excel, which was recognized for its
affordability and became a popular choice among consumers.

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1990s: Technological Independence and Global Recognition

• 1991: Developed the Alpha engine, South Korea's first proprietary gasoline engine,
and its own transmission, paving the way for technological independence.

• 1998: Acquired a majority stake in Kia Motors, strengthening its position in the global
automotive market.

2000s: Global Expansion and Quality Improvements

• 2004: Hyundai Motor Company had $57.2 billion in sales in South Korea, making it
the country's second-largest corporation after Samsung.

• 2005: Worldwide sales reached 2,533,695 units, an 11 percent increase over the
previous year, reflecting Hyundai's growing global presence.

2010s: Innovation and Sustainability

• 2011: Sold 4.05 million cars worldwide, positioning Hyundai Motor Group as the
world's fourth-largest automaker behind GM, Volkswagen, and Toyota.

• 2016: Launched the IONIQ, the world's first vehicle to offer three electrified
powertrains—hybrid, plug-in hybrid, and all-electric—within a single model platform,
showcasing Hyundai's commitment to sustainable mobility.

2020s: Milestones and Technological Advancements

• 2021: Acquired a controlling interest in Boston Dynamics, signaling a strategic move

into robotics and future mobility solutions.

• 2024: Achieved a cumulative global production of 100 million vehicles, a testament to

Hyundai's growth and acceptance in markets worldwide.

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FUTURE INNOVATIONS

Hyundai Motor Company has outlined a comprehensive strategy to position itself as a leader
in the evolving automotive landscape. Key components of Hyundai's future plans include:

Electrification and Hybrid Expansion:

• Electric Vehicles (EVs): Hyundai aims to sell 2 million EVs annually by 2030,
reinforcing its commitment to electrification.

• Hybrid Vehicles: In response to varying global demands, Hyundai plans to double its
hybrid lineup, targeting annual sales of 1.33 million hybrid units by 2028. This strategy
includes introducing 14 new hybrid models, with a focus on the North American market.

Extended-Range Electric Vehicles (EREVs):

• Hyundai plans to start mass production of new EREVs in North America and China by
the end of 2026, with sales beginning in early 2027. The company aims to launch two
EREVs in North America, one under the Hyundai brand and another under the Genesis
brand, targeting sales of 80,000 units in the region by 2027.

Technological Advancements and Partnerships:

• Artificial Intelligence (AI): Hyundai has partnered with NVIDIA to accelerate the
development of advanced AI technologies, aiming to enhance vehicle safety and
autonomy.

• Autonomous Driving: The company is actively developing autonomous driving

technologies to offer safer and more convenient mobility solutions.

Manufacturing Innovations:

• Hyundai plans to apply an innovative manufacturing platform, developed by the Hyundai

Motor Group Innovation Center in Singapore (HMGICS), to its dedicated EV plant in
Ulsan. This initiative aims to future-proof the facility and prioritize employee safety,
convenience, and efficiency.

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Human resource management (HRM) is the strategic and coherent approach to the
effective and efficient management of people in a company or organization such that they
help their business gain a competitive advantage. It is designed to maximize employee
performance in service of an employer's strategic objectives. Human resource management is
primarily concerned with the management of people within organizations, focusing
on policies and systems. HR departments are responsible for overseeing employee-
benefits design, employee recruitment, training and development, performance appraisal,
and reward management, such as managing pay and employee benefits systems. HR also
concerns itself with organizational change and industrial relations, or the balancing of
organizational practices with requirements arising from collective bargaining and
governmental laws.

The overall purpose of human resources (HR) is to ensure that the organization can achieve
success through people. HR professionals manage the human capital of an organization and
focus on implementing policies and processes. They can specialize in finding, recruiting,
selecting, training, and developing employees, as well as maintaining employee relations or
benefits. Training and development professionals ensure that employees are trained and have
continuous development. This is done through training programs, performance evaluations,
and reward programs. Employee relations deals with the concerns of employees when
policies are broken, such as in cases involving harassment or discrimination. Managing
employee benefits includes developing compensation structures, parental leave programs,
discounts, and other benefits. On the other side of the field are HR generalists or business
partners. These HR professionals could work in all areas or be labour
relations representatives working with unionized employees.

HR is a product of the human relations movement of the early 20th century when researchers
began documenting ways of creating business value through the strategic management of the
workforce. It was initially dominated by transactional work, such
as payroll and benefits administration, but due to globalization, company consolidation,
technological advances, and further research, HR as of 2015 focuses on strategic initiatives
like mergers and acquisitions, talent management, succession planning, industrial and labor
relations, and diversity and inclusion. In the current global work environment, most
companies focus on lowering employee turnover and on retaining the talent and knowledge
held by their workforce

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Benefits of using HR management

In ever-evolving workplaces, organisations can use HR management solutions to automate

tasks and free up the time of HR professionals to focus on more strategic areas. In this
section, we explore the advantages of human resource management software in detail.

• Enhanced recruitment processes

With HR management systems, companies can gain access to powerful tools that simplify
and enhance hiring processes. While automated applicant tracking systems enable
efficient candidate screening, CV sifting, and job posting management; the recruitment
cycle can be sped up with streamlined interview scheduling and communication tools that
ensure a seamless experience for both employers and candidates. By harnessing these
features, businesses are supported to attract talent and to promptly make well-informed
hiring decisions.

• Effective people management

HR management systems provide comprehensive employee databases, empowering
organisations to effectively manage their workforce. These systems offer a centralised
platform to store and access crucial employee information, including personal details,
performance evaluations, training records, and leave management. By having all relevant
data readily available, HR teams can easily track employee progress, identify skill gaps,
and facilitate targeted development plans.
Evaluating performance is important because it not only fosters employee growth through
constructive feedback, but also serves as a guide for raises, promotions and dismissals.

• Optimised workforce productivity

Efficiently utilising the potential of every employee is important for organisational
success. HR management systems enable companies in India to optimise workforce
productivity in multiple ways. The software facilitates goal setting, performance tracking,
and feedback mechanisms, ensuring employees stay aligned with company objectives.
Additionally, automated time and attendance tracking minimise the risk of human error
and promote accountability.

• Higher employee retention

Employee engagement and retention are key factors for building a loyal and motivated
workforce. HR management systems offer features such as employee self-service portals,

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 performance recognition tools, and communication platforms that enhance employee
engagement.

EMPLOYEE WELFARE

Employee welfare refers to the various services, facilities, and amenities you provide to
ensure the well-being of your employees. This comprehensive concept aims to enhance the
quality of life for workers, both within and outside the workplace.

It includes health and safety measures, recreational activities, and other employee welfare
activities that support a balanced and fulfilling work life.

Employee welfare defines as “efforts to make life worth living for workmen”. “Employee
welfare is a comprehensive term including various services, benefits and facilities offered to
employees & by the employers. Through such generous fringe benefits the employer makes
life worth living for employees.” Welfare includes anything that is done for the comfort and
improvement of employees and is provided over and above the wages. Welfare helps in
keeping the morale and motivation of the employees high so as to retain the employees for
longer duration. The welfare measures need not be in monetary terms only but in any
kind/forms.

Employee welfare includes monitoring of working conditions, creation of industrial harmony

through infrastructure for health, industrial relations and insurance against disease, accident
and unemployment for the workers and their families. Employee welfare entails all those
activities of employer which are directed towards providing the employees with certain
facilities and services in addition to wages or salaries. The very logic behind providing
welfare schemes is to create efficient, healthy, loyal and satisfied labour force for the
organization. The purpose of providing such facilities is to make their work life better and
also to raise their standard of living.

These efforts have their origin either in some statute formed by the state or in some local
custom or in collective agreement or in the employer’s own initiative:

➢ To give expression to philanthropic and paternalistic feelings.

➢ To win over employee’s loyalty and increase their morale.

➢ To combat trade unionism and socialist ideas.

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➢ To build up stable labour force, to reduce labour turnover and absenteeism.

➢ To develop efficiency and productivity among workers.

FEATURES OF EMPLOYEE WELFARE

Employee welfare programs typically include the following key features:

Health and safety programs

• Health Insurance: Providing comprehensive health insurance plans to aid employees

and their families with medical expenses.

• Wellness Programs: Initiatives to promote health and wellness, including fitness

challenges, health workshops, and stress management sessions.

• Ergonomic Assessments: Evaluating and improving workplace ergonomics to

prevent injuries and enhance comfort and productivity.

• On-Site Medical Facilities: Setting up medical clinics within the workplace to offer
immediate healthcare services and emergency response.

Work-life balance benefits

• Flexible Schedules: Allowing employees to adjust their work hours to accommodate

personal commitments and preferences better.

• Remote Working Options: Providing opportunities for employees to work from

home or other locations to improve work-life integration.

• Generous Parental Leave: Offering extended leave for new parents to support
family bonding and child care, including maternity, paternity, and adoption leave.

Employee Assistance Programs (EAPs)

• Counseling Services: Providing access to professional counseling for personal,

family, and work-related issues.

• Mental Health Support: Offering support for mental health challenges, including
therapy sessions and mental health days.

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 • Assistance with Personal and Professional Challenges: Helping employees
navigate personal crises and career-related issues through specialized support
programs.

Recreational facilities

• Gyms: Establishing on-site gyms or providing gym memberships to encourage

physical fitness and healthy lifestyles.

• Sports Facilities: Creating spaces for sports activities, such as basketball courts and
cricket grounds, promotes teamwork and physical activity.

• Social Clubs: Organizing clubs and groups for hobbies and interests to foster social
interaction and a sense of community among employees.

Financial support

• Provident Fund: Contributing to employees' provident funds to help them save for
retirement and ensure financial security.

• Gratuity Schemes: Providing gratuity benefits to employees to appreciate their long-

term service and loyalty.

• Employee Discounts: Offering discounts on company products and services, as well

as offers for external vendors for additional savings.

BENEFITS OF WELFARE SCHEMES

Investing in employee welfare schemes is essential for any forward-thinking organization.

These programs not only enhance the well-being of employees but also contribute to the
overall success of the company.

• Attraction and Retention of Talent: Comprehensive welfare schemes make your

workplace more attractive to potential and current employees.

• Improved Health: Enhance physical and mental health through well-structured

programs, such as health insurance and wellness initiatives, to reduce absenteeism and
healthcare costs.

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 • Better Living Standards: Provide benefits like subsidized meals, on-site gyms, and
parental leave to contribute to higher living standards.

• Stable Labor Force: Offer financial benefits like provident funds and gratuity
schemes to ensure employees feel secure and encourage long-term commitment to
your company.

• Boosted Productivity: Maintain a motivated and satisfied workforce to boost

productivity. Welfare schemes, such as flexible schedules and remote working
options, help employees balance their personal and professional lives, leading to
higher productivity.

STATUTORY WELFARE SCHEMES

The statutory welfare schemes include the following provisions:

1. Drinking Water: At all the working places safe hygienic drinking water should be
provided.

2. Facilities for sitting: In every organization, especially factories, suitable seating

arrangements are to be provided.

3. First aid appliances: First aid appliances are to be provided and should be readily
assessable so that in case of any minor accident initial medication can be provided to the
needed employee.

4. Latrines and Urinals: A sufficient number of latrines and urinals are to be provided in the
office and factory premises and are also to be maintained in a neat and clean condition.

5. Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to

provide hygienic and nutritious food to the employees.

6. Spittoons: In every work place, such as ware houses, store places, in the dock area and
office premises spittoons are to be provided in convenient places and same are to be
maintained in a hygienic condition.

7. Lighting: Proper and sufficient lights are to be provided for employees so that they can
work safely during the night shifts.

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8. Washing places: Adequate washing places such as bathrooms, wash basins with tap and
tap on the stand pipe are provided in the port area in the vicinity of the work places.

9. Changing rooms: Adequate changing rooms are to be provided for workers to change their
cloth in the factory area and office premises. Adequate lockers are also provided to the
workers to keep their clothes and belongings.

10. Rest rooms: Adequate numbers of restrooms are provided to the workers with provisions
of water supply, wash basins, toilets, bathrooms, etc.

NON-STATUTORY SCHEMES

Many non-statutory welfare schemes may include the following schemes:

1. Personal Health Care (Regular medical check-ups): Some of the companies provide the
facility for extensive health check-up.

2. Flexi-time: The main objective of the flexitime policy is to provide opportunity to

employees to work with flexible working schedules. Flexible work schedules are initiated by
employees and approved by management to meet business commitments while supporting
employee personal life needs.

3. Employee Assistance Programs: Various assistant programs are arranged like external
counselling service so that employees or members of their immediate family can get
counselling on various matters.

4. Harassment Policy: To protect an employee from harassments of any kind, guidelines are
provided for proper action and also for protecting the aggrieved employee.

5. Maternity & Adoption Leave: Employees can avail maternity or adoption leaves. Paternity
leave policies have also been introduced by various companies.

6. Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance

coverage of employees for expenses related to hospitalization due to illness, disease or injury
or pregnancy.

7. Employee Referral Scheme: In several companies employee referral scheme is

implemented to encourage employees to refer friends and relatives for employment in the
organization.

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HEALTH SERVICES

The prevention of accident constitutes only on segment of the function of employee

maintenance. Another equally important segment is the employee's general health, both
physical and mental.

There are two aspects of industrial health services

1. Preventive

2. Curative, the former consists of

3. pre-employment and periodic medical examination,

4. removal or reduction of health hazards to the maximum extent possible,

5. Surveillance over certain classes of workers such as women, young persons and
persons exposed to special risks.

SAFETY OF EMPLOYEES

➢ Fencing of machinery. All dangerous and moving parts of a machinery shall be securely
fenced. Screws, bolts and teeth shall be completely encased to prevent danger.
➢ Work on or near machinery in motion. Lubrication or other adjusting operation on
moving machinery shall be done only by a specially trained adult male worker.
➢ Employment of young person’s on dangerous machines. No young person shall be
allowed to work on any dangerous machine (so prescribed by the state government)
unless he is sufficiently trained or is working under the supervision of knowledgeable
person.
➢ Device for cutting off power. Suitable device for cutting of power in emergencies shall
be provided.
➢ Hoists and lifts. These shall be made of good material and strength, thoroughly
examined at least once in every six months and suitably protected to prevent any person
or thing from being trapped.

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WELFARE FUNDS

In order to provide welfare facilities to the workers employed in mica, iron, ore, manganese
ore and chrome ore, limestone and dolomite mines and in the beedi industry, the welfare
funds have been established to supplement the efforts of the employers and the State
Government under respective enactments.

The welfare measures financed out of the funds relate to development of medical facilities,
housing, supply of drinking water, support for education of dependents and recreation, etc.

VOLUNTARY BENEFITS

Benefits are also given voluntarily to workers by some progressive employers. These
include loans for purchasing houses and for educating children, leave travel concession, fair
price shops for essential commodities and loans to buy personal conveyance.

Machinery Connected with Employee Welfare Work

1. Chief inspector of Factories

It is the duty of the Chief inspector of factories (who generally works under the
administrative control of the labour commissioner in each state) to ensure enforcement of
various provisions of Factories Act i8n respect of safety, health and welfare of workers.

2. Central Labour Institute

The institute was set up in Bombay in 1966 to facilitate the proper implementation of the
Factories Act, 1948; to provide a centre of information for inspectors, employers, workers
and others concerned with the wellbeing of industrial labour and to stimulate interest in the
application of the principles of industrial safety, health and welfare.

3. National Safety Council

The National Safety Council was wet up on 4th March, 1966 in Bombay at the initiative of
the Union Ministry of Labour and Rehabilitation, Government of India, as an autonomous
national body with the objective of generating developing and sustaining a movement of
safety awareness at the national level.

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4. Director General of Mines Safety

The Director General of Mines Safety enforces the Mines Act, 1952. He inspects electrical
installation and machinery provided in the mines and determines the thickness of barriers of 2
adjacent mines in order to prevent spread of fire and danger of inundation.

APPRAISAL OF WELFARE SERVICES

1. One of the main obstacles in the effective enforcement of the welfare provisions of
the Factories Act has been the quantitative and qualitative inadequacy of the
inspection staff.
2. At present, a labour welfare officer is not able to enforce laws independently
because he has to work under the pressure of management.
3. Women workers do not make use of the crèche facilities either because they are
dissuaded by the management to bring their children with them or because they have
to face transport difficulties.

NATIONAL COMMISSION ON EMPLOYEE RECOMMENDATIONS

1. The statutory provisions on safety are adequate for the time being effective
enforcement is the current need.

2. Every fatal accident should thoroughly be enquired into and given wide publicity
among workers.

3. Employers should play a more concerted role in safety and accident prevention
programme and in arousing safety consciousness.

4. Safety should become a habit with the employers and workers instead of remaining a
mere ritual as at present.

5. Unions should take at least as much interest in safety promotion as they take in claims
for higher wages.

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EMPLOYEE WELFARE AT HYUNDAI

Hyundai India places significant emphasis on employee welfare, aiming to create a

supportive and inclusive work environment that fosters growth, well-being, and work-life
balance. The company implements a comprehensive range of benefits for its employees,
including competitive compensation packages, healthcare coverage, and retirement benefits.
Hyundai also provides its workforce with opportunities for personal development through
skill enhancement programs, leadership training, and educational sponsorships, enabling
employees to grow within the organization. In terms of workplace health and safety, Hyundai
follows stringent safety protocols to ensure a secure and healthy work environment, with
regular safety training sessions and state-of-the-art equipment. The company also promotes a
diverse and inclusive culture by encouraging equal opportunities and ensuring a respectful,
harassment-free workplace. To enhance employee engagement, Hyundai offers various
employee recognition programs and team-building activities, alongside a strong emphasis on
work-life balance through flexible working hours and wellness initiatives. In addition,
Hyundai encourages employees to participate in corporate social responsibility (CSR)
activities, fostering a sense of purpose and community. Through these initiatives, Hyundai
India strives to maintain high levels of employee satisfaction, loyalty, and overall well-being.

STARTEGIES OF EMPLOYEE WELFARE AT HYUNDAI

Hyundai India has implemented several key strategies for employee welfare, aiming to foster
a supportive, inclusive, and productive work environment. These strategies are designed to
enhance employee satisfaction, ensure safety, and promote personal and professional growth.
Here are some of the key strategies:

1. Comprehensive Compensation and Benefits

Hyundai offers competitive salary packages and a range of benefits to ensure financial
security for its employees. These benefits typically include healthcare insurance, provident
fund contributions, and bonus schemes, as well as retirement benefits like pension plans. This
comprehensive approach ensures that employees are financially well-supported throughout
their careers.

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2. Health and Well-Being Initiatives

Hyundai prioritizes the health and safety of its employees, particularly in manufacturing and
factory settings. The company follows strict health protocols and provides employees with
medical benefits, including regular health check-ups and insurance coverage. On top of this,
Hyundai implements mental health and wellness programs to help employees manage stress
and maintain a healthy work-life balance. Regular workshops and wellness activities,
including fitness programs, are also organized to encourage a healthy lifestyle.

3. Employee Training and Development

Hyundai invests in continuous learning and skill development for its workforce. The
company offers a variety of training programs focused on technical skills, leadership
development, and soft skills. Programs such as leadership training, cross-functional skill
development, and international exposure enable employees to grow within the organization
and advance their careers. Hyundai also encourages employees to pursue further education
through sponsorships or reimbursement schemes.

4. Work-Life Balance

Hyundai fosters a culture that values work-life balance. The company offers flexible working
hours and various leave policies, including paid leave, sick leave, and parental leave. For
employees with demanding roles, Hyundai ensures adequate time off and promotes vacation
policies to help them recharge and maintain a healthy balance between their professional and
personal lives.

5. Diversity and Inclusion

Hyundai India is committed to creating a diverse and inclusive workplace. The company
promotes equal opportunity and works towards eliminating gender, race, or caste biases.
Hyundai fosters an environment where diverse talent can thrive and ensures that women’s
empowerment is an integral part of its diversity strategy, offering women employees equal
opportunities for growth and leadership positions.

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6. Employee Recognition and Rewards

Hyundai has a well-defined system for recognizing employee performance. The company
regularly conducts employee recognition programs, where exceptional contributions are
rewarded through monetary bonuses, awards, or career advancement opportunities. These
programs aim to boost employee morale, increase motivation, and encourage productivity.

7. Job Security and Stability

In addition to offering competitive pay and benefits, Hyundai is known for providing job
security to its employees, a factor that contributes significantly to long-term loyalty. The
company emphasizes stable employment and ensures that employees have the opportunity to
build long-lasting careers within the organization.

8. Employee Engagement and Communication

Hyundai places a strong emphasis on employee engagement by creating an open, transparent

communication system. Employees are encouraged to voice their ideas and concerns, and
regular feedback sessions with management help maintain an open dialogue. This fosters a
culture of trust and collaboration. Hyundai also organizes team-building activities and
corporate events, which promote unity and collaboration among employees.

9. Corporate Social Responsibility (CSR) Involvement

Hyundai encourages its employees to engage in corporate social responsibility (CSR)

initiatives, allowing them to participate in community-building activities such as education
programs, environmental sustainability projects, and social welfare activities. This not only
helps employees feel a sense of purpose but also contributes to the larger community.

10. Employee Safety and Work Environment

In its manufacturing facilities, Hyundai enforces rigorous safety standards to ensure the well-
being of its employees. Regular safety training programs and workshops are conducted to
minimize workplace accidents. Additionally, the company has invested in creating a clean,
modern, and ergonomic work environment that meets global safety standards.

45
EMPLOYEE WELFARE PROGRAM AT HYUNDAI

Hyundai India has developed a robust Employee Welfare Program designed to improve the
overall well-being of its employees, ensuring they feel valued, supported, and motivated. The
program focuses on various aspects, ranging from health and safety to career development,
work-life balance, and financial security. Below are the key components of Hyundai India’s
Employee Welfare Program in detail:

1. Health and Safety Initiatives

Hyundai India places significant emphasis on the health and safety of its employees,
particularly in manufacturing and factory settings. The company has established stringent
health protocols, ensuring a safe and secure working environment.

a) Medical Benefits: Employees receive comprehensive medical insurance, covering both

preventive care and critical medical expenses for them and their immediate families.

b) Regular Health Check-ups: Employees are offered annual health check-ups to monitor
their well-being and detect any potential health issues early.

c) Workplace Safety Training: Hyundai conducts regular safety training and workshops,
especially in manufacturing and assembly plants, to reduce the risk of accidents. The
company also provides personal protective equipment (PPE) to ensure safe working
conditions.

d) Mental Health Support: Hyundai acknowledges the importance of mental well-being

and has introduced counseling services and stress management workshops to help
employees handle work-related pressures and personal challenges.

2. Employee Development and Learning

Hyundai India’s Employee Welfare Program also focuses heavily on personal and
professional development to ensure employees grow within the organization and are
equipped with the skills needed to succeed in their roles.

a) Training and Skill Development: Hyundai offers a wide range of training programs
aimed at improving technical skills, leadership qualities, and communication skills.
These programs include workshops, online learning platforms, and cross-functional
training sessions.
46
 b) Career Growth Opportunities: The company provides career progression programs to
help employees advance in their careers, with clear paths for promotion and growth.
Hyundai also offers international exposure through cross-country assignments or
exposure to global best practices.

c) Educational Sponsorship: Hyundai encourages continuous learning and provides

employees with opportunities to pursue higher education, such as sponsorships for MBA
programs, certifications, and further studies in their areas of interest.

3. Competitive Compensation and Benefits

Hyundai ensures that employees are fairly compensated for their hard work, with a focus on
both financial rewards and long-term security.

a) Salary Packages: Hyundai offers competitive salaries benchmarked against industry

standards to ensure employees feel valued. These packages often include base pay,
performance-linked bonuses, and profit-sharing incentives.

b) Retirement Benefits: The company offers a strong retirement plan, including

contributions to the Provident Fund (PF) and other retirement savings schemes, ensuring
employees are financially secure post-retirement.

c) Insurance: Comprehensive life insurance and accident insurance coverage are also part
of the welfare program, providing financial protection to employees and their families.

4. Work-Life Balance

Hyundai India promotes a healthy work-life balance through flexible working hours, leave
policies, and various benefits that allow employees to focus on both their personal and
professional lives.

a) Flexible Working Hours: For employees in non-production roles, Hyundai offers

flexible working hours, allowing them to balance work with personal commitments.

b) Paid Leave: The company provides generous paid leave policies, including annual
leave, sick leave, and parental leave for new parents.

c) Vacation and Holiday Policies: Hyundai ensures employees have ample time to relax
and recharge by providing vacation days and celebrating major festivals with holidays.

47
5. Employee Recognition and Motivation

Hyundai has a well-defined employee recognition system to acknowledge exceptional

contributions and motivate staff.

a) Employee Recognition Programs: Hyundai India regularly celebrates employee

achievements through awards and recognition programs. Outstanding employees are
honored with Employee of the Month/Quarter/Year awards, financial incentives, and
public appreciation.

b) Incentive Plans: Performance-linked incentives and bonuses are provided to employees

based on individual, team, and organizational performance, motivating them to perform
at their best.

6. Employee Engagement Activities

Hyundai fosters a culture of engagement by encouraging employees to actively participate in

the company’s activities and initiatives.

a) Team Building and Social Activities: The company organizes team-building events,
sports activities, and celebrations for various festivals and achievements, encouraging
camaraderie among employees.

b) Employee Feedback Mechanisms: Hyundai places a high value on open

communication and feedback. Employees are encouraged to share their opinions, ideas,
and concerns through regular surveys, feedback sessions, and one-on-one meetings with
management.

7. Diversity and Inclusion

Hyundai India believes in creating an inclusive work environment where all employees,
regardless of gender, race, or background, are given equal opportunities.

a) Gender Equality: Hyundai actively promotes gender equality in the workplace by

offering equal opportunities to both male and female employees. The company has
implemented policies that support women’s empowerment, including flexible work
options for women with family responsibilities and mentorship programs for female
employees.

48
 b) Inclusive Culture: Hyundai promotes a diverse workforce by encouraging people
from different cultural backgrounds to work together and value each other’s
perspectives.

8. Corporate Social Responsibility (CSR) Initiatives

Hyundai’s Employee Welfare Program also integrates CSR initiatives that allow employees to
give back to society. This includes volunteering opportunities and participation in community
development projects such as education programs, environmental sustainability efforts, and
disaster relief activities.

9. Employee Assistance Programs (EAP)

Hyundai India provides Employee Assistance Programs (EAP), which offer confidential
counseling services to help employees deal with personal or work-related issues, including
stress, family problems, or addiction concerns.

10. On-Site Amenities and Facilities

To further enhance employee welfare, Hyundai provides modern facilities at its offices and
manufacturing plants, including cafeterias, recreational areas, and transportation services for
employees commuting long distances.

BENEFITS OF EMPLOYEE WELFARE

The Employee Welfare Program at Hyundai India offers a wide range of benefits that
contribute significantly to employee satisfaction, well-being, and overall productivity. These
benefits help create a positive and engaging work environment, leading to greater employee
retention, loyalty, and performance. Below are the key benefits of Hyundai India’s Employee
Welfare Program:

1. Improved Employee Health and Well-being

Hyundai’s comprehensive focus on health and safety ensures employees remain physically
and mentally fit.

• Medical Coverage: Employees and their families benefit from comprehensive health
insurance, ensuring financial security in case of medical emergencies.

49
 • Mental Health Support: Hyundai provides access to counseling services and
organizes stress management workshops, helping employees manage work-related
and personal challenges.

• Regular Health Check-ups: Employees are encouraged to take part in annual health
check-ups, helping identify potential health issues early and reducing health-related
absenteeism.

2. Enhanced Job Satisfaction and Motivation

The welfare initiatives, including competitive compensation, recognition programs, and

career growth opportunities, result in high job satisfaction.

• Recognition and Rewards: Regular performance-based recognition and incentives

boost morale and motivate employees to perform at their best.

• Career Development: Access to training and skill development programs ensures

that employees can grow in their roles, which leads to a higher sense of
accomplishment and job satisfaction.

• Work-Life Balance: The company’s flexible working hours and leave policies help
employees balance their personal and professional lives, reducing stress and
increasing overall happiness at work.

3. Increased Employee Engagement and Loyalty

Hyundai’s focus on creating a positive work culture results in higher employee engagement
and loyalty to the company.

• Employee Participation: By encouraging employees to participate in corporate social

responsibility (CSR) activities and other team-building events, Hyundai fosters a sense
of community and belonging.

• Open Communication: Regular feedback mechanisms ensure employees feel heard

and valued, which enhances engagement and loyalty.

50
4. Financial Security and Stability

Hyundai provides several financial benefits that contribute to the financial security of its
employees, both in the short and long term.

• Competitive Salary: The company offers competitive salaries aligned with industry
standards, ensuring financial satisfaction.

• Retirement Benefits: Employees benefit from Provident Fund (PF) contributions and
other retirement savings plans, offering long-term financial security.

• Insurance Coverage: Life insurance and accident insurance ensure that employees are
financially protected in case of unforeseen circumstances.

5. Fostering a Diverse and Inclusive Work Environment

Hyundai India’s commitment to diversity and inclusion helps employees feel respected and
valued, regardless of gender, race, or background.

• Equal Opportunities: The company promotes gender equality and actively works to
eliminate biases in recruitment, career advancement, and compensation.

• Supportive Work Environment: Hyundai provides equal growth opportunities for all
employees and encourages a culture of mutual respect, leading to a more harmonious
and inclusive workplace.

6. Employee Retention and Reduced Turnover

The combination of career development opportunities, recognition programs, and work-life

balance leads to higher levels of employee retention.

• Stable Work Environment: By offering long-term career growth, job security, and
financial benefits, Hyundai fosters employee loyalty and reduces turnover rates.

• Employee Satisfaction: Satisfied employees are less likely to seek opportunities

elsewhere, saving the company time and resources in recruitment and training.

51
HOW EMPLOYEE WELFARE PROGRAM MOTIVATE EMPLOYEES
TO RETAIN IN COMPANY

Employee welfare programs play a crucial role in motivating employees to stay with a
company, and Hyundai India is no exception. By offering a range of benefits, Hyundai fosters
an environment where employees feel valued, supported, and invested in the company's
success. This leads to increased employee retention. Here’s how Hyundai’s employee welfare
initiatives motivate employees to stay long-term with the organization:

1. Financial Security and Stability

One of the strongest motivators for employee retention is financial security. Hyundai offers
comprehensive compensation packages that include competitive salaries, performance-based
bonuses, and retirement benefits like Provident Fund (PF) contributions. These benefits
ensure employees feel financially supported both during their employment and after
retirement, contributing to job satisfaction and reducing the urge to seek opportunities
elsewhere.

• Job Security: Hyundai’s long-term financial benefits, combined with job security and
performance-linked incentives, help employees feel assured about their financial future,
encouraging them to stay with the company.

2. Health and Well-being Focus

Hyundai’s emphasis on employees’ health and well-being creates a supportive and caring
work environment, which significantly impacts retention. With offerings like comprehensive
health insurance, annual health check-ups, and mental health support, employees feel that
Hyundai genuinely cares for their overall well-being.

• Stress-Free Work Environment: When employees feel healthy and supported, they are
more likely to be productive and committed to the company, as they don’t feel the need to
leave for better health benefits elsewhere.

52
3. Work-Life Balance

Hyundai places great importance on maintaining a healthy work-life balance, which is a key
factor in employee satisfaction and retention. With flexible working hours, generous paid
leave policies, and parental leave, employees can manage their personal lives effectively
without feeling overwhelmed by work.

• Reduced Burnout: The balance between personal and professional life reduces stress and
burnout, leading to a higher level of employee engagement and a greater likelihood that
employees will stay in the company for the long term.

4. Career Development and Growth Opportunities

Hyundai encourages continuous learning and career development, which are crucial factors
for retaining talented employees. The company provides various training programs,
leadership development courses, and job rotation opportunities, ensuring that employees can
build their skills and grow within the organization.

• Career Pathways: Employees who see clear growth opportunities and know that the
company invests in their development are more likely to stay because they can envision
a long-term future at Hyundai rather than seeking career advancement opportunities
elsewhere.

5. Recognition and Rewards

Employee recognition is an essential motivator for retention. Hyundai has established a

robust recognition system that rewards employees for their hard work and achievements. This
includes Employee of the Month/Quarter/Year awards, financial bonuses, and public
recognition for outstanding performance.

• Feeling Valued: When employees feel recognized and appreciated for their contributions,
they develop a strong emotional connection to the organization, increasing their
commitment and loyalty to the company.

53
 6. Inclusive and Supportive Workplace Culture

Hyundai has built a diverse and inclusive workplace where all employees feel valued and
respected, regardless of gender, race, or background. This culture of inclusivity fosters a
sense of belonging, which is a key motivator for employee retention.

• Positive Work Environment: Employees are more likely to stay in an organization where
they feel comfortable and respected. Hyundai’s commitment to diversity and inclusion creates
an environment where employees want to remain long-term, as it aligns with their values and
ensures they feel welcome.

HEALTH AND WELL-BEING OF ITS EMPLOYEES

Hyundai India places a strong emphasis on the health and well-being of its employees, and its
Employee Welfare Program includes several health-related facilities designed to promote a
healthy and safe work environment. These facilities not only ensure the physical health of
employees but also support their mental well-being. Below are the health facilities provided
by Hyundai under its Employee Welfare Program:

1. Comprehensive Health Insurance

Hyundai India provides comprehensive health insurance coverage for its employees and their
families. This is one of the core components of the health-related welfare facilities.

• Medical Coverage: Employees receive coverage for a wide range of medical

expenses, including hospitalization, surgical treatments, and doctor consultations.

• Family Coverage: The health insurance plan extends to immediate family members
(spouse, children, and dependent parents), ensuring the well-being of employees’
loved ones as well.

• Cashless Hospitalization: In partnership with hospitals, Hyundai employees can

avail of cashless hospitalization facilities, making it easier for them to receive medical
care without upfront payments.

54
2. Annual Health Check-ups

Hyundai conducts annual health check-up programs for its employees. These check-ups help
employees monitor their health and detect any potential issues early, ensuring timely
intervention and promoting preventive healthcare.

• Routine Medical Check-ups: Employees receive a full physical examination,

including tests such as blood pressure monitoring, blood sugar levels, cholesterol
checks, and other key health indicators.

• Specialized Screening: Depending on the role or health risk factors, employees may
be given access to additional tests like cardiac screening, vision tests, and cancer
screenings (e.g., mammograms, pap smears, etc.).

3. On-Site Medical Facilities

In larger production or manufacturing environments, Hyundai offers on-site medical facilities

to handle any immediate medical needs.

• First Aid and Emergency Care: Hyundai provides first-aid stations at its production
plants and offices, equipped with basic medical supplies and staffed by trained medical
personnel. This ensures that employees receive quick attention in case of accidents or
sudden health issues.

• Qualified Medical Staff: On-site clinics are staffed by doctors and nurses to handle
minor illnesses, injuries, and health concerns during working hours.

4. Employee Assistance Programs (EAP) for Mental Health

Recognizing the importance of mental health, Hyundai offers Employee Assistance Programs
(EAP) to provide psychological and emotional support to employees.

• Counseling Services: Employees can access confidential counseling services for issues
such as stress, work-related anxiety, depression, and family problems.

• Work-Life Balance Support: Hyundai's EAP also includes programs designed to help
employees manage the balance between their personal and professional lives, which can
contribute to mental well-being.

55
 • Stress Management Workshops: Hyundai organizes workshops and training programs
to help employees manage stress, build resilience, and improve their overall mental
health.

5. Workplace Safety and Health Training

Hyundai’s workplace safety initiatives include health and safety training, particularly for
employees working in factory or production environments.

• Safety and Health Protocols: Hyundai conducts regular health and safety training
sessions to educate employees about preventing accidents and staying safe while
working in hazardous conditions (e.g., machinery operations, assembly lines, etc.).

• PPE (Personal Protective Equipment): Employees working in potentially hazardous

areas are provided with Personal Protective Equipment (PPE), including helmets,
gloves, safety shoes, and eye protection, to ensure their physical safety.

56
RESEARCH

The word research is composed of two syllables “Re" and “Search". “Re" is the prefix
meaning ‘Again or over again or a new' and “Search" is the latter meaning ‘to examine
closely and carefully' or ‘to test and try'. Together they form, a careful systematic, patient
study and investigation in some field of knowledge undertaken to establish principles/
policies. Research is a careful investigation or inquiry specifically through a scientific and
systematic search for new facts in any branch of knowledge. It is an original contribution to
the existing stock of knowledge making for its advancement. Research involves the
collection, organization, and analysis of information to increase understanding of a topic or
issue. Research is also known as the art of scientific investigation.

METHODOLOGY

Methodology is ‘a contextual framework' for research, a coherent and logical scheme based
on views, beliefs, and values, that guides the choices researchers make. It comprises the
theoretical analysis of the body of methods and principles associated with a branch of
knowledge such that the methodologies employed from differing disciplines vary depending
on their historical development.

RESEARCH METHODOLOGY

Research methodology is a systematic investigation of any management problem. It is a

collective term for the structured process of conducting research. It is a science of studying
how research is to be carried out. The procedures by which researchers go about their work of
describing, explaining and predicting phenomena are called research methodology. It is also
defined as the study of methods by which knowledge is gained. Qualitative analysis can also
focus on other “softer” data points, such as body language or visual elements. The research
methodology acts as the nerve center because the entire research is bounded by it and to
perform a good research work, the internal and external environment has to follow the right
research methodology process.

57
Data Collection Method

The task of data collection begins after a research problem has been defined and research
design. While deciding about the method of data collection to be used for the study, the
researcher should keep in mind two types of data i.e. primary and secondary. The primary
data are those which are collected afresh and for the first time, and thus happen to be original
in character. The secondary data, on the other hand, are those which have already been
collected by someone else and which have already been passed through the statistical process.

1. Primary data

Data that has been collected from first-hand-experience i.e. the source of origin where the
data generate is known as primary data. Primary data has not been published yet and is more
reliable, authentic and objective. It has not been changed or altered by human beings;
therefore, its validity is greater than secondary data. Primary data is collected during the
course of doing experiments in experimental research but in case we do research of the
descriptive type and perform surveys, whether sample surveys or census surveys, then we can
obtain primary data either through observation or through direct communication with
respondents in one form or another or through personal interviews.

Sources of Primary Data

Sources for primary data are limited and at times it becomes difficult to obtain data from
primary source because of either scarcity of population or lack of cooperation. Following is
some of the sources of primary data.

a. Experiments:

Experiments require an artificial or natural setting in which to perform logical study to collect
data. Experiments are more suitable for medicine, psychological studies, nutrition and for
other scientific studies. In experiments the experimenter has to keep control over the
influence of any extraneous variable on the results.

b. Survey:

Survey is most commonly used method in social sciences, management, marketing and
psychology to some extent. Surveys can be conducted in different methods.

58
c. Questionnaire:

It is the most commonly used method in survey. Questionnaires are a list of questions either
open-ended or close-ended for which the respondents give answers. Questionnaire can be
conducted via telephone, mail, live in a public area, or in an institute, through electronic mail
or through fax and other methods.

d. Interview:

Interview is a face-to-face conversation with the respondent. In interview the main problem
arises when the respondent deliberately hides information otherwise it is an in depth source of
information. The interviewer can not only record the statements the interviewee speaks but he
can observe the body language, expressions and other reactions to the questions too. This
enables the interviewer to draw conclusions easily.

e. Observations:

Observation can be done while letting the observing person know that she/he is being
observed or without letting him know. Observations can also be made in natural settings as
well as in artificially created environment.

2. Secondary data:

Secondary data means that are already available i.e., they refer to the data which have already
been collected and analyzed by someone else. The data which already published in any form
is secondary data. The review of literature in any research is based on secondary data.

Wherever unpublished data are may be found in diaries, letters, unpublished biographies and
autobiographies, and also may be available with scholars and research workers, and other
public/private individuals and organizations.

59
SAMPLING

Sampling is a method that allows us to get information about the population based on the
statistics from a subset of the population (sample), without having to investigate every
individual. In statistics, quality assurance, and survey methodology, sampling is the selection
of individual to estimate characteristics of the whole population. Statisticians attempt for the
samples to represent the population in question. Two advantages of sampling are lower cost
and faster data collection than measuring the entire population. Each observation measures
one or more properties of observable bodies distinguished as independent objects or
individuals. In survey sampling, weights can be applied to the data to adjust for the sample
design, particularly in stratified sampling.

Sampling Size

The sample size is a term used in research for defining the number of subjects included in a
sample size. By sample size, we understand a group of subjects that are selected from the
general population and are considered a representative of the real population for that specific
study. A sample size is chosen for a survey or experiment. The sample size is an important
feature of any empirical study in which the goal is to make inferences about a market
segment from a sample.

Sample Size Determination

It is the act of choosing the number of observations or replicates to include in a statistical

sample. The sample size is an important feature of any empirical study in which the goal is to
make inferences about a population from a sample. In practice, the sample size used in a
study is usually determined based on the cost, time, or convenience of collecting the data, and
the need for it to offer sufficient statistical power.

Types of Sampling or Sampling Methods

Sampling is of two types.

1. Probability sampling:

It is a sampling technique where a researcher sets a selection of a few criteria and chooses
members of a population randomly. All the members have an equal opportunity to be a part of
the sample with this selection parameter.

60
2. Non-probability sampling:

In non-probability sampling, the researcher chooses members for research at random. This
sampling method is not a fixed or predefined selection process. This makes it difficult for all
elements of a population to have equal opportunities to be included in a sample.

Methods of Data Collection

There are two methods of data collection used in this project i.e Primary Data and Secondary

Data. The primary data was collected through questionnaire and the details provided by the
Company. The secondary data was collected from some websites and books.

• Research Design

The research design is exploratory in nature.

• Area of Study

The study is exclusively done in the area of marketing.

• Sample Size

The survey was conducted within the organization. In this study a sample size of 50 was
taken for the purpose of survey.

• Sampling Technique Questionnaire

In this project a questionnaire was prepared to collect data from the customers. For this
purpose, close ended questionnaire was used with limited options in it.

61
1. GENDER

GENDER [Link] RESPONDENTS PERCENTAGES

MALE 32 64%
FEMALE 18 36%
TOTAL 50 100%

GENDER
35

30

25

20

15 32

10 18
5

0
MALE FEMALE

GENDER

INTERPRETATION

The above table and figure shows that gender The majority of the respondents are male,
making up 64% of the total sample. Female respondents represent 36% of the total, indicating
a smaller proportion compared to males. it could suggest gender representation within a
specific department or team, and might be useful in understanding diversity dynamics.

62
2. AGE

AGE [Link] RESPONDENTS PERCENTAGE

BELOW 30 2 4%
30-40 10 20%
40-50 24 48%
ABOVE 50 14 28%
TOTAL 50 100%

AGE
30

25
24
20

15
14
10
10
5
2
0
BELOW 30 30-40 40-50 ABOVE 50

AGE

Interpretation

The above table and figure shows that age The largest segment of employees (48%) falls in
the 40-45 age group, which indicates that Mahindra may have a highly experienced, mid-to-
senior level workforce. The 28% of respondents in the above 50 age group suggests a
considerable presence of senior employees, potentially indicating a well-established,
experienced workforce. Only 4% of respondents are below 30, which indicates that
HYUNDAI may have a lower proportion of younger employees.

63
3. EXPERIENCE

EXPERIENCE YEARS [Link] RESPONDENTS PERCENTAGES

0-1 YEAR 5 10%
1-3 YEARS 10 20%
3-5 YEARS 16 32%
ABOVE 5 YEARS 19 38%
TOTAL 50 100%

19

16

10

0-1 YEAR 1-3 YEARS 3-5 YEARS ABOVE 5 YEARS

INTERPRETATION

The above table and figure shows that experience years of employees in HYUNDAI
company .38% of respondents have above 5 years of experience, and 32% have 3-5 years of
experience, making the total of 70% of respondents with at least 3 years of experience. 20%
of respondents have 1-3 years of experience, which is a relatively strong representation. 10%
of respondents have 0-1 year of experience, which indicates that HYUNDAI may have a
small entry-level workforce.

64
4. ARE YOU SATISFIED WITH THE EMPLOYEE WELFARE PROGRAMS PROVIDED
BY HYUNDAI?

PROGRAM [Link] RESPONDENTS PERCENTAGE

SATISFIED 10 20%
NEUTRAL 15 30%
DISSATISFIED 25 50%
TOTAL 50 100%

30

25
25

20

15
15

10
10

0
SATISIFIED NEUTRAL DISSATISIFIED

INTERPRETATION

The data provided gives insights into employee satisfaction with Hyundai's Employee
Welfare Programs. 50% of the respondents (25 out of 50) expressed dissatisfaction with the
Employee Welfare Programs. 30% of the respondents are neutral, indicating that they neither
feel strongly satisfied nor dissatisfied with the welfare programs. 20% of the respondents
expressed satisfaction.

65
5. DOES HYUNDAI PROVIDE ADEQUATE SAFETY MEASURES AND EQUIPMENT
FOR EMPLOYEES?

SAFETY MEASURES NO. OF RESPONDENTS PERCENTAGE

SOMETIMES 19 38%
YES 21 42%
NO 10 20%
TOTAL 50 100%

21
19

10

SOMETIMES YES NO

INTERPRETATION

The data provided gives a snapshot of employees' perceptions regarding the adequacy of
safety measures and safety equipment at Hyundai. 42% of the respondents feel that Hyundai
provides adequate safety measures and equipment for employees.. 38% of the respondents
answered that the safety measures are only provided sometimes. 20% of the respondents
believe that Hyundai does not provide adequate safety measures and equipment.

66
6. ARE YOU SATISFIED WITH TRAINING ON WORKPLACE SAFETY AND
EMERGENCY PROCEDUREES?

TRAINING [Link] RESPONDENTS PERCENTAGES

SATISFIED 29 58%
NEUTRAL 11 22%
DISSATISFIED 10 20%
TOTAL 50 100%

29

11
10

SATISIFIED NEUTRAL DISSATISIFIED

INTERPRETATION

The data provided gives insight into how employees at Hyundai perceive the training on
workplace safety and emergency procedures. 58% of respondents (29 out of 50) are satisfied
with the training on workplace safety and emergency procedures. A majority of employees
feel that the training they receive is adequate. 22% of respondents (11 out of 50) feel neutral
about the safety and emergency training. 20% of respondents (10 out of 50) are dissatisfied
with the workplace safety and emergency.

67
7. HOW SATISFIED WITH MEDICAL AND FIRST-AID FACILITIES READILY
AVAILABLE IN CASE OF EMERGENCIES?

MEDICAL AND FIRST- [Link] RESPONDENTS PERCENTAGES

AID
HIGHLY SATISFIED 12 24%
SATISIFIED 21 42%
NEUTRAL 10 20%
DISSATISFIED 7 14%
TOTAL 50 100%

21

12
10

HIGHLY SATISIFIED SATISIFIED NEUTRAL DISSATISIFIED

INTERPRETATION

The data provided offers insights into employees' satisfaction, 66% of the respondents (33 out
of 50) reported being satisfied or highly satisfied with the medical and first-aid facilities
available during emergencies. 20% of the respondents (10 out of 50) are neutral, which
indicates that they neither feel strongly positive nor negative about the medical and first-aid
facilities. 14% of the respondents (7 out of 50) are dissatisfied with the medical and first-aid
facilities provided during emergencies.

68
[Link], YOU AGREE THAT HYUNDAI PROMOTES A GOOD WORK-LIFE BALANCE ?

WORK LIFE BALANCE [Link] RESPONDENTS PERCENTAGES

VERY AGREE 12 24%
AGREE 21 42%
NEUTRAL 10 20%
DISAGREE 7 14%
TOTAL 50 100%

21

12
10

VERY AGREE AGREE NEUTRAL DISAGREE

INTERPRETATION

The data provides valuable insights into 66% of respondents (33 out of 50) agree or strongly
agree that Hyundai promotes a good work-life balance. 20% of respondents (10 out of 50) are
neutral, meaning they neither strongly agree nor disagree about the promotion of work-life
balance. 14% of respondents (7 out of 50) disagree that Hyundai promotes a good work-life
balance.

69
 9. ARE YOU SATISFIED WITH WELFARE PROGRAMS IMPROVE EMPLOYEE
MOTIVATION AND PRODUCTIVITY?

MOTIVATION AND NO. OF RESPONDENTS PERCENTAGE

PRODUCTIVITY
VERY SATISFIED 14 28%
SATISFIED 24 48%
NEUTAL 11 22%
DISSATISFIED 5 10%

TOTAL 50 100%

30

25

20

15

24
10

14
5 11

5
0
VERY SATISFIED SATISFIED NEUTAL DISSATISFIED

INTERPRETATION

The data provided offers valuable insights into a combined 76% of respondents (38 out of 50)
report being satisfied (48%) or very satisfied (28%) with Hyundai’s welfare programs and
their impact on motivation and productivity. 22% of respondents (11 out of 50) feel neutral
10% of respondents (5 out of 50) are dissatisfied with how the welfare programs impact their
motivation and productivity.

70
10. ARE YOU SATISFIED WITH HYUNDAI VALUES EMPLOYEE WELL-BEING AND
WELFARE ?

PERFORMANCE RATINGS [Link] RESPONDENTS PERCENTAGES

SATISFIED 34 68%
NEUTRAL 10 20%
DISSATISFIED 6 12%
TOTAL 50 100%

34

10
6

SATISIFIED NEUTRAL DISSATISIFIED

INTERPRETATION

The data provided reveals employees’ satisfaction 68% of respondents (34 out of 50) are
satisfied with how Hyundai values employee well-being and welfare. 20% of respondents (10
out of 50) are neutral, meaning they neither strongly agree nor disagree that Hyundai values
employee well-being and welfare. 12% of respondents (6 out of 50) are dissatisfied with how
Hyundai values employee well-being and welfare.

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11. HAVE YOU EVER FACED WORKPLACE STRESS OR BURNOUT DUE TO WORK
PRESSURE ?

WORK PRESSURE NO. OF RESPONDENTS PERCENTAGE

SOMETIMES 27 54%
RARELY 14 28%
NEVER 6 12%
ALWAYS 3 6%

TOTAL 50 100%

30

25

20

15
27

10

14
5
6
3
0
SOMETIMES RARELY NEVER ALWAYS

INTERPRETATION

The data provides insights 54% of respondents (27 out of 50) report experiencing stress or
burnout sometimes due to work pressure. 28% of respondents (14 out of 50) experience stress
or burnout rarely. 2% of respondents (6 out of 50) never experience stress or burnout due to
work pressure.6% of respondents (3 out of 50) report experiencing stress or burnout always
due to work pressure.

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12. ARE YOU SATISFIED WITH THE CARTEEN AND FOOD SERVIES PROVIDED BY
HYUNDAI

CARTEEN FOOD [Link] RESPONDENTS PERCENTAGES

SERVICES
SATISFIED 29 58%
DISSATISFIED 9 18%
NEUTRAL 12 24%
TOTAL 50 100%

35

30

25

20

15

10

0
SATISIFIED DISSATISIFIED NEUTRAL

INTERPRETATION

The data provided reveals employee satisfaction 58% of respondents (29 out of 50) are
satisfied with the canteen and food services provided by Hyundai. 24% of respondents (12
out of 50) are neutral about the food and canteen services. They might find the food offerings
acceptable but not exceptional, or they may prefer bringing their own meals.

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13. DOES HYUNDAI OFFERS SUFFICIENT REST AREAS AND BREAK TIME
DURING WORK HOURS?

REST AREAS AND BREAK [Link] RESPONDENTS PERCENTAGES

TIME
YES 26 52%
NO 13 26%
SOMETIMES 11 22%
TOTAL 50 100%

26

13
11

YES NO SOMETIMES

INTERPRETATION

The data provided 52% of respondents (26 out of 50) feel that Hyundai provides sufficient
rest areas and break times during work hours. 26% of respondents (13 out of 50) feel that
Hyundai does not provide sufficient rest areas or break times. The 22% who feel that rest
areas or breaks are inconsistent might be facing issues related to crowded break rooms.

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14. ARE THERE ANY RECREATIONAL FACILITIES AVAILABLE FOR EMPLOYEES?

RECREATIONAL [Link] RESPONDENTS PERCENTAGE

FACILITIES
YES 20 40%
NO 30 60%
TOTAL 50 100%

35

30

25

20

15 30

10 20

0
YES NO

INTERPRETATION

The data provided highlights 40% of respondents (20 out of 50) confirm that Hyundai
provides recreational facilities for employees. the availability of such facilities is still
appreciated by the 40% who are able to use them.60% of respondents (30 out of 50) indicate
that Hyundai does not offer any recreational facilities. This can lead to stress, burnout, or a
lack of opportunities for employees to relax and refresh during work hours.

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15. ARE YOU SATISFIED WITH THE CLEANLINESS AND HYGIENCE OF YOUR
WORKPLACE.

CLEANLINESS AND [Link] RESPONDENTS PERCENTAGES

HYGIENCE
SATISFIED 32 64%
NEURTRAL 5 10%
DISSATISFIED 13 26%
TOTAL 50 100%

32

13

SATISIFIED NEUTRAL DISSATISIFIED

INTERPRETATION

The data provided evaluates 64% of respondents (32 out of 50) are satisfied with the
cleanliness and hygiene standards of their workplace. 10% of respondents (5 out of 50) feel
neutral about the cleanliness and hygiene at work, meaning they neither agree nor disagree
with the quality of cleanliness. 26% of respondents (13 out of 50) are dissatisfied with the
cleanliness and hygiene of the workplace.

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FINDINGS

1. Majority are male employees at Hyundai

2. The majority of respondents (48%) belong to the 40-45 age group. This may indicate that
the workforce at HYUNDAI is primarily made up of mid-career professionals or those in
managerial positions, with substantial experience but not yet reaching retirement age.

3. The Above 5 Years group (38%) is the largest, indicating that HYUNDAI has a workforce
with a strong core of experienced employees. These employees likely hold senior or
leadership positions and have a deep understanding of the company’s operations and culture.

4. 64% of employees are satisfied, which indicates that a significant majority feel the
workplace maintains a good level of cleanliness and hygiene.

5. 40% of employees have access to recreational facilities, indicating that Hyundai provides
some leisure options, but they are not widespread or available to everyone.

6.60% of employees do not have access to recreational facilities, which represents a

significant gap. Lack of recreational spaces can contribute to stress, burnout, and lower
employee morale, especially in high-pressure environments.

7. 58% of employees are satisfied with the carteen and food services, indicating that the
majority find the food services adequate or good.

8. 52% of employees say "Yes" when asked if they have sufficient rest areas and break time
during work hours. This indicates that over half of the employees feel they have adequate
opportunities to rest and recharge

9. 54% of employees report experiencing stress or burnout "sometimes", which indicates that
a large portion of the workforce is facing occasional work-related stress or burnout.

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10. 66% of employees agree or very much agree that Hyundai promotes a good work-life
balance, which suggests that the company’s efforts to ensure balance are largely successful.

11. 76% of employees are satisfied with the welfare programs provided by Hyundai,
indicating that the majority appreciate the company’s efforts to support their well-being.

12. 22% feel neutral, and 10% are dissatisfied, suggesting that there is still room for
improvement in specific welfare initiatives, possibly in areas like health programs or
employee benefits.

13. 22% feel neutral, which suggests that while some employees may find the programs
acceptable, they are not overwhelmingly impressed.

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SUGGESTION

Based on the survey findings, Hyundai can enhance its employee satisfaction and overall
work environment by addressing several key areas. First, improving cleanliness and hygiene
should be a priority, as a significant percentage of employees expressed dissatisfaction in this
area.

1. Improve communication regarding employee welfare programs so that all employees are
aware of available resources and benefits.

2. Survey employees to get more detailed feedback on what they like and dislike about the
cafeteria offerings. Work with food vendors or service providers to improve food quality,
taste, and presentation.

3. Offer on-site fitness programs (e.g., gym facilities, yoga, meditation sessions) or partner
with local gyms for employee discounts. Provide nutritional support, such as healthy snack
options or workshops on maintaining a healthy diet.

4. Create a formal recognition program that highlights employee achievements, milestones,

and efforts. Offer rewards such as bonuses, certificates, or public acknowledgment to
motivate employees and boost morale.

5. Implement a feedback system where employees can regularly provide insights into their
satisfaction with workplace conditions, safety, food, and welfare programs. Actively listen to
employees’ concerns, suggestions, and grievances to continuously improve their work
environment.

6. Review and upgrade safety equipment (e.g., fire extinguishers, protective gear, etc.) to
ensure they meet industry standards. Regularly conduct safety audits to identify potential
hazards and address them proactively

7. Ensure that first-aid kits and medical supplies are well-stocked and easily accessible across
the workplace. Consider hiring or training more first-aid responders or medical staff,
especially in larger facilities or shift-based environments.

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CONCLUSION

In conclusion, Hyundai’s commitment to employee welfare is evident in various aspects such

as health and safety, work-life balance, and overall job satisfaction. However, the survey
results highlight areas that require attention, such as improving cleanliness, expanding
recreational facilities, enhancing food services, and providing sufficient rest areas.
Addressing these concerns, alongside better stress management practices, more accessible
medical and safety resources, and clearer communication of welfare programs, will
significantly improve employee morale and productivity.

By focusing on these key areas, Hyundai can create a more supportive and fulfilling work
environment, leading to higher employee retention, motivation, and overall satisfaction.
Continuous feedback and adjustments will help maintain a workplace culture that prioritizes
well-being, enabling both the employees and the company to thrive.

Hyundai has laid a solid foundation for its employee welfare programs, but to maintain a
positive and productive work environment, it must focus on continuous improvement in key
areas. Addressing employee concerns about cleanliness, recreational facilities, food quality,
and workplace stress will not only increase employee satisfaction but also improve retention
rates and productivity.

By investing in mental health resources, better safety protocols, flexible work arrangements,
and regular feedback mechanisms, Hyundai can create a more inclusive, supportive, and
motivating workplace culture. This holistic approach will ensure that employees feel valued
and empowered, ultimately driving the long-term success of both the workforce and the
organization as a whole.

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 CHAPTER-9

ANNEXURE

DATA ANALYSIS OPINION SURVEY

“EMPLOYEE WELFARE"”

A Study in HYUNDAI (India) Limited

QUESTIONNAIRE TO RESPONDENT

The Questionnaires is meant for an academic purpose on “EMPLOYEE WELFARE”

HYUNDAIS (India) Limited, for the partial fulfilment of Bachelor degree in Disha college of
Management and technology, Jagannath near Bhairavi Temple.

[Link]:

2. Designation:

3. Contact No. :-

81
TICK THE CORRECT OPTION: -

[Link]

(A.) male (B.) Female

2. AGE

(A.) 30-40 (B.) 40-50 (C.) Above 50

[Link]

(A.) 0-1 (B.) 1-3 (C.) 3-5 (d) above 5yrs

4. ARE YOU SATISIFIED WITH THE EMPLOYEE WELFARE PROGRAMS PROVIDED

BY HYUNDAI

A.) SATISFIED (B.) NEUTRAL (C.) DISSATISFIED

5. DOES HYUNDAI PROVIDE ADEQUATE SAFETY MEASURES AND EQUIPMENT

FOR EMPLOYEES ?

(A) SOMETIMES (B) YES (C) NO

6. ARE YOU SATISFIED WITH TRAINING ON WORKPLACE SAFETY AND

EMERGENCY PROCEDUREES?

(A) SATISFIED (B) NEUTRAL (C) DISSATISFIED

7. HOW SATISFIED WITH MEDICAL AND FIRST-AID FACILITIES READILY

AVAILABLE IN CASE OF EMERGENCIES?

(A) HIGHLY SATISFIED (B) NEUTRAL (C) DISSATISFIED

8. ARE YOU AGREE THAT HYUNDAI PROMOTES A GOOD WORK-LIFE BALANCE?

(A) VERY AGREE (B) AGREE (C) NEUTRAL (D) DISAGREE

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[Link] YOU SATISFIED WITH WELFARE PROGRAMS IMPROVE EMPLOYEE
MOTIVATION AND PRODUCIVITY?

(A) VERY SATISFIED (B) SATISFIED (C) NEUTRAL (D) DISSATISFICATION

10. ARE YOU SATISFIED WITH HYUNDAI VALUES EMPLOYEE WELL-BEING AND
WELFARE ?

(A) SATISFIED (B)NEUTRAL (C)DISSATISFIED

11. HAVE YOU EVER FACED WORKPLACE STRESS OR BURNOUT DUE TO WORK
PRESSURE ?

(A) SOMETIMES (B) RARELY (C) NEVER (D) ALWAYS

12. ARE YOU SATISFIED WITH THE CARTEEN AND FOOD SERVICES ROVIDES BY
HYUNDAI?

(A) SATISFIED (B)NEUTRAL (C)DISSATISFIED

13. DOES HYUNDAI OFFERS SUFFICIENT REST AREAS AND BREAK TIME
DURING WORK HOURS?

(A) SOMETIMES (B) YES (C) NO

14. ARE THERE ANY RECREATIONAL FACILITIES AVAILABLE FOR EMPLOYEES?

(A)YES (B) NO

15. ARE YOU SATISFIED WITH THE CLEANLINESS AND HYGIENCE OF YOUR
WORKPLACE

(A) SATISFIED (B)NEUTRAL (C)DISSATISFIED

83