Summer Internship Project Report

On
‘A STUDY REPORT ON EMPLOYEE ENGAGEMENT’
AT UPL LTD. ANKLESHWAR.

Submitted to
Institute Code: 737

NARMADA COLLEGE OF MANAGEMENT

Under the Guidance of
Prof. Chetna Makwana
In partial Fulfilment of the Requirement of the award of the degree of
Master of Business Administration (MBA)
Offered By
Gujarat Technological University
Ahmedabad
Prepared by:
PRASHANTKUMAR G. VASAVA
207370592002
MBA (Semester - III)
SEPTEMBER 2021

COMPANY CERTIFICATE
1
2
 STUDENT DECLARATION

I hereby declare that the Summer Internship Project Report titled “Employee Engagement” in
UPL LIMITED, Ankleshwar is a result of my own work and my indebtedness to other work
publication, references. If any, have been duly acknowledged. If I am found guilty of copying
from other report or published information and showing as my original work, or extending
plagiarism limit, I understand that I shall be liable and punishable by the university, which may
include Failing me in examination or any other punishment that university may deem fit.

Enrollment No: Name Signature

207370592002 Prashantkumar G. Vasava

Place: Bharuch Date:

EXTERNAL EXAMIONATION REPORT

3
This is to certify that project work embodied in this report entitled “A study on employee
engagement at UPL 3, Ankleshwar” was carried out by VASAVA PRASHANTKUMAR
GOMANBHAI & 207370592002 of Narmada College of management (737). The report is
approved / not approved. Comments of External Examiner:

This report is for the partial fulfilment of the requirement of the award of the degree of

Master of

Business Administration offered by Gujarat Technological University.

-------------------------- (Examiner’s Sign)

Name of Examiner:

External Examiner’s Institute Name:

External Examiner’s Institute Code:

4
PLAGIARISM REPORT

5
 Narmada Education & Scientific Research Society’s
NARMADA COLLEGE OF MANAGEMENT (737)
(Approved by AICTE & affiliated to GujaratTechnologicalUniversity)
ZADESHWAR, BHARUCH - 392011
Phone : (02642) 230595 ncmbharuch@[Link]
E-Mail :
Fax : (02642) 230595 mba737owner@[Link]
Cell : 90990 63337 Website : [Link]
_____________________________________________________________________________________

This is to Certify that this Summer Internship Project Report Titled

“EMPLOYEE ENGAGEMENT” is the bonafide work of Vasava
Prashantkumar G. (207370592002), who has carried out his / her
project under my supervision. I also certify further, that to the best of
my knowledge the work reported herein does not form part of any
other project report or dissertation on the basis of which a degree or
award was conferred on an earlier occasion on this or any other
candidate. I have also checked the plagiarism extent of this report
which is ……… % and it is below the prescribed limit of 30%. The
separate plagiarism report in the form of html /pdf file is enclosed
with this.
Rating of Project Report [A/B/C/D/E]: ….
(A=Excellent; B=Good; C=Average; D=Poor; E=Worst)
(By Faculty Guide)

Dr. CHETNA MAKWANA

(Associate Professor)

Dr. TRUPTI ALMOULA

(Director of NCM)
6
 PREFACE

Practical study is an important aspect of any study. It helps the students to observe, analyze
the situation in the practical life. Training is a part of study in the curriculum to know the
practical aspect of management. It also provides an opportunity to work with people &
interact with them. During this training student, get an opportunity to glance into the real
business world. Here students get a chance to observe the day-to-day working of business.
Thus, this is out of the most valuable & important experience for any student. There is a well-
known saying in Japan,” It is better to walk on street for one mile to get an experience”. We
have undergone for training program at UPL ANKLESHWAR (unit – 3) we have sincerely tried
our level best to know the application of our department study

ACKNOWLEDGEMENT
7
I have achieved this training in one of the most esteemed company UPL(Unit:2) with their kind
permission to undertaken its study. I am grateful to respected Mr. Chintan
[Link]-HR for his moral support and encouragement throughout my project.

I express my sincere thanks to Dr. Chetna Makwana (project guide), Narmada College of
Management, Bharuch who gave me professional advice time to time.

I am highly obliged to the Gujarat technological University for arranging the program of
internship in master of business administration in such away.

Finally, I express my intense gratitude to my parents and friends whose blessings has helped
me to translate my efforts into fruitful achievement.

Date : Sign :

EXECUTIVE SUMMARY

8
This project is divided into the different chapters as below. All the chapter of the project
contributed to the study by adding value to research and body of the report. A brief
description of each chapter are following as below.
The First chapter is about research study of Employee Engagement. In this chapter brief
information about the topic related as well as given along with the therocial concept, objective,
types, process of the study.
The Second chapter is all about introduction of Chemical industry. In this chapter brief
information about the industry related all information of UPL Ltd. Ankleshwar.
The Third chapter is about introduction of UPL Ltd Ankleshwar. In this chapter details
information about the company related as well as a company facility, achievement, vision,
mission, core values, goals etc.
The Third chapter is also include departmental study the department like HR, Finance, Sales
and marketing, Production Department, and Others. In this chapter details information about
related of department aspect.
The Fourth chapter is about Literature review related to all study. This chapter contain
comprehensive review of various research study in India and outside country also. Research
literature almost every aspect of Engagement of employees that involved different study
required.
The Fifth chapter is about research methodology. In this chapter all the methodology has
been conducted through various method like research objective, problem of the statement,
research design, sample size, data collection, and source of data etc.
The Sixth chapter is about data analysis and interpretation. In this chapter certain questioner
has been conducted a survey in different area and find the employee engagement level in the
company.
The Seventh chapter is about finding and recommendations which the employees in company
can giving a certain suggestion about the company maintain the level of engagement of
employees.

9
TABLE OF CONTENT
Sr no Title Page no

1 OVERVIEW OF AGRO CHEMICAL INDUSTRY

1.1 INTRODUCTION 11

1.2 INDIAN SCENARIO

I) KEY SEGMENT 12-14

II )COMPETITIVE LANDSCAPE 15

III) SWOT ANALYSIS 16-17

V)KEY CHALLNEGES 18

1.3 GLOBAL SCENARIO 19-20

2 OVERVIEW OF UPL 21-29

3 UPL 3 OVERVIEW 30-32

I) DEPARTMETAL STUDY 33-56

4 SIP REPORT /INTRODUCTION OF TOPIC 57-67

5 LITRATURE REVIEW 68-70

6. RESEARCH METHODOLOGY 71

6.1 MANAGEMENT QUESTION 72

6.2 PROBLEM STATEMENT 72

6.3 OBJECTIVE 72

6.4 NEED FOR STUDY 72

6.5 RESEARCH DESIGN 73

6.6 DATA SOURCE 73

10
 6.7 DATA COLLECTION INSTRUMENT 73

6.8 SAMPLING DESIGN 73

6.9 LIMITATIONS 73

7 DATA ANALYSIS AND INTERPRETATION- 74-92

8 FINDINGS 93

9 SUGGESTIONS 93-94

10 CONCLUSIONS 94

11 REFERENCES AND BIBILOGRAPHY 95-96

12 ANNEXURE 97-106

CHAPTER 1;- ABOUT THE AGRO-CHEMICALS INDUSTRY

11
Agricultural chemistry is an important part of the global agriculture industry. Also known as
the agrichemical industry or agrochemical industry, it encompasses the various chemical
products used in the agricultural
industry. The agricultural chemical
industry is an important aspect of
modern agriculture worldwide. Since the
green revolution began in the 1930's,
agricultural chemistry has become a
mainstay in global agriculture. The use
of chemical fertilizers, pesticides, and
other chemical-based agricultural
products is a widespread global
phenomenon.

Typically, agrochemicals are toxic and when stored in bulk storage systems may pose
significant environmental risks, particularly in the event of accidental spills.

As a result, in many countries, the use of agrochemicals has become highly regulated and
government-issued permits for purchase and use of approved agrichemicals may be required.
Significant penalties can result from misuse, including improper storage resulting in chemical
leaks, chemical leaching, and chemical spills.

Wherever these chemicals are used, proper storage facilities and labelling; emergency clean
up equipment; emergency clean-up procedures; safety equipment; as well as safety
procedures for handling, application, and disposal are often subject to mandatory standards
and regulations.

12
 Overview of the industry
India is the world’s second or third largest products of agriculture based textile raw materials.
India ranked in the worlds five largest producers of over 80% of agricultural produce items.
Agriculture Industry plays a vital role in India’s economy. Over 58 percent of the rural
household depends on agriculture as their principal means livelihood. The share of primary
sectors (including agriculture, livestock, forestry and fishers) is estimated to be 20.4 percent
of the Gross Value Added during 2016-17 at current prices. Gross Value Added from the
sector is estimated to have grown at 3 percent in FY 18.

The Indian food industry is poised for huge growth, increasing its contribution to world food
trade every year due to its immense potential for value addition, particularly within the food
processing industry. The Indian food and grocery market is the world’s sixth largest, with retail
contributing 70 percent of the sales. The Indian food processing industry accounts for 32
percent of the country total food market, one of the largest industries in India and is ranked
fifth in terms of production, consumption, exports and expected growth. It contributes around
8.80 and 8.39 % of Gross Value added in Manufacturing and Agriculture respectively, 13 % of
India’s exports and six percent of total industrial investment.

Market Size:

During 2017-18 crop year, food grain production is expected to reach a record 277.49 million
tones. During 2016-17 it was 275.68 million tones.

India has been the world’s largest producer of milk for the last two decades and contributes
19% of the world’s total milk production.

India is emerging export hub of instant coffee which has led to exports of coffee increase 17%
in calendar year 2017 to reach US $ 958.80 million. India topped the list of shrimp exporters
globally in 2016 with exports of US $ 3.8 billion which are expected to double to US $ 7 billion
by 2022.

India is second largest fruit producers in the world. India’s horticulture output reached 300.64
million tons in 2016-17 and is expected to reach 305.43 million tons in 207-18.
13
Agriculture exports constitute 10 % of the country’s exports and is the fourth largest exported
principal commodity. Agriculture exports from India reached US $ 28.09 billion during April
2017 January 2018 with exports reaching US $ 6.19 billion and US $ 6.59 billion, respectively.

Dairy sector in India is expected to grow at 15% CAGR to reach Rs. 9.4 trillion (US $ 145.7)
billion by 2020. The online food delivery industry grew 150% year on year with an estimated
Gross Merchandise Value of Us $ 300 million in 2016. The sector grow 15% every quarter
during January- September 2017.

Investment:-

According to the department of Industrial Policy and Promotion (DIPP), the Indian Agriculture
services and agricultural machinery sector have cumulatively attracted Foreign Direct
Investment equity inflow of about US $ 2.02 billion and US $ 466.33 million in 2016. The
sector grew 15 % every quarter during January- September 2017.

The first mega food park in Rajasthan inaugurated in March 2018.

In January 2018, India Agro Business Fund (IABF-II) co-sponsored by Rabobank, the UK CDC
Group and Asian Development Bank, made an investment worth $ 10 million for a minority
stake in Global Gourmet Pvt. Ltd. In March 2018 the Government of India extended the urea
subsidy to the farmer till 2020 with the aim of ensuring supply of urea at statutory controlled
price. Urea subsidy for 2018-19 is estimated at Rs. 45,000 cores.

As the March 2018, the Government is working on a plan to provide air cargo support to
promote agricultural exports from India. The Government of India plans to triple the capacity
of food processing sector in India from the current 10% of the agriculture produce and has
also committed Rs. 6000 corer as investment for mega Food Park in the country, as a part of
the Scheme for Agro-Marine Processing Development of Agro – Processing Cluster. The
Government of India allow 100% FDI in marketing & ecommerce under the automatic route.

14
1) United Phosphorus Limited (UPL
LTD)

UPL Ltd. Is a producer of crop protection

products, intermediaries, specialty
chemicals and other industrial chemical
was incorporated in the year 1969. UPL
is the largest producers of agro
chemicals in India.

It is amongst the top five post-patent

agrochemical manufacturers in the
world. In February 1985 the company
went public with an issue of 1500000
Equity Shares of Rs. 10 each for cash at
par aggregating Rs. 1500000. The object
of the issue was to meet the working
capital requirements, preliminary
expenses and expenses. Subsequently in
February 1994 Shri R.D. Shroff along with
his family and investment companies
required 78.61% of the equity capital of
the company.

15
2) Bayer Crops Science

Bayer crop science is a world leader in

the area of crop protection, pest control,
seeds and plant biotechnology. The
company offers comprehensive
solutions for modern, sustainable
agricultural and non agricultural
applicators. The company operates in
the area of Crop Protection, Environment
Science and Bio science. It also known
as Bayer Ltd. Was incorporated in the
year 1958. The company is the Indian
subsidiary of Bayer Germany which is
diversified international chemical and
healthcare company

16
3)Coromandel

This company has started their journey

in 1961. They provide crop nutrition
solution. It is located in Andhra Pradesh.
This company is known for its
production of a huge amount of
fertilizers to near about 1 million tons.
Coromandel has 8 units in various
locations like Maharashtra, Andhra
Pradesh, Jammu and Kashmir,
Tamilnadu and Gujarat. They have held
the second position in the phosphatic
fertilizers. They have Mana Gromor
centers through which they have spread
their business into the remote area. They
have an annual turnover of 11500 crores.
These ten companies are very famous
as fertilizer companies.

17
4) PI Industries

The company was founded in 1947 in the

city of lakes-Udaipur, Rajasthan was
named PI Industries Ltd in 1993 to
reflect its new diversified business, is
engaged in the business of Agri inputs,
Fine Chemicals contract research and
manufacturing services polymers and
engineering services . PI Industries today
ranked among the top five Indian
Agrochemical manufactures, marketers
and exporters. PI launch a range of new
product in the category of plants
nutrients thus further diversifying and
enriching the product portfolio.

5) Rallis India Ltd

Rallis India ltd is one of the

agrochemicals companies. It has more
than 150 years of experience in servicing
rural markets and a comprehensive
portfolio of pesticides, herbicides and
plant nutrients for Indian farmers. Rallis
India presently a Tata Enterprise was
established way back in 1851 as Rallis
by Pandias Stephen rallies

18
6) Meghmani Organics Limited

It was in 1996, when Gujarat Industries

was established as a partnership

firm in Gujarat to manufacture pigments.

High productivity and profitability
transformed Gujarat Industries to a joint
stock company under the name of
Meghmani Organics Limited by, 1995.
Since the Meghmani Organics Ltd has
diversified its business interested to
include a range of pesticides and other
pigment product as well.

7) Hindustan Insecticides Limited

Insecticides Ltd. Company was originally

incorporated as Insecticides India
Private Limited on December 18, 1996
under the companies act 1956 Delhi &
Haryana. It is committed to fortify
agriculture with a high productive and
progressive vision and mission to make
Indian farmers prosperous.

19
8) GNFC

It was founded in 1976 and it is listed on

Bombay Stock Exchange. The company
was jointly promoted by Government Of
Gujarat and Gujarat Narmada Fertilizers
Limited. It is engaged in operating
businesses in the Industrial Chemical,
fertilizers and information Technology
product space. The company is engaged
in manufacturing and selling various
fertilizers such as urea and ammonium
nitro- sulphate under the Narmada
brand.

9) Dhanuka

Dhanuka group which has annual sales

Rs. 1000cr. Dhanuka group is a three
decades old business house that has
been engaged in the business of
Agrochemicals and pesticides. It was
established in 1998. Dhanuka
Labotarories Ltd. Is focused on its
mission to deliver excellence in every
corner of its operations and meets its
commitment to the many constituencies
that it serve.

20
 10) NACL INDUSTRIES LTD

It was founded in 1971 with an

investment of Rs. 50 million. NACL
Industries Ltd has been conferred with
prestigious Surakha Praskar Award by
the National Safety council of India for
the year 2017 in Group B category for its
best safety practice.

INDIAN AGRO-CHEMICALS INDUSTRY: INSIGHTS AND OUTLOOK

Overview :
India is an agrarian country, where more than 50% people are dependent on agriculture for
their livelihood and is the largest producer of spices, pulses, milk, tea, cashew and jute & the
2nd largest producer of wheat, rice, fruits and vegetables, sugarcane, cotton and oilseeds.

Agrochemicals (Crop protection products/pesticides) are designed to protect crops from

insects, diseases and weeds. They do so by controlling pests that infect, consume or damage
the crops. Uncontrolled pests significantly reduce the quantity and quality of food production.
It is estimated that annual crop losses could double without the use of crop protection
products. Food crops must compete with 30,000 species of weeds, 3,000 species of
nematodes and 10,000 species of plant-eating insects. Agrochemicals are the last and one of
the key inputs in agriculture for crop protection and better yield.

Currently, India is the world’s 4th largest producer of agrochemicals after United States, Japan
and China and has emerged as the 13th largest exporter of pesticides globally.

21
The agrochemicals are diluted in recommended doses and applied on seeds, soil, irrigation
water and crops to prevent the damages from pests, weeds and diseases. Therefore to
improve crop performance, yield or to control pests, agrochemicals is the most relevant and
reliable solution in the current context especially on.

Source : [Link]
Segmentation of the indian agrochemical market
Agrochemicals are broadly classified as insecticides, herbicides, fungicides, rodenticides etc.
depending on the type of pest they control.

22
 CHART: TYPES OF KEY AGROCHEMICALS AND ITS PRIMARY USE

Agrochemicals can be broadly classified into five types:

1. Insecticides :
Insecticides provide protection to the crops from the insects by either killing them or by
preventing their attack. They help in controlling the pest population below a desired threshold
level. They can be further classified based on their mode of action: Contact insecticides:
These kill insects on direct contact and leave no residual activity, hence causing minimal
 environmental damage. Systemic insecticides: These are absorbed by the plant tissues and
destroy insects when they feed on the plant.
 These are usually associated with long term residual activity. Tropical climatic conditions
and a high production of paddy, cotton, sugarcane and other cereals in India hass catalysed
23
the consumption of insecticides.

2. Fungicides :
Fungi are the most widespread cause of crop loss. Fungicides are used to control disease
attacks on crops and are used to protect the crops from the attack of fungi. There are of two
types – protectants and eradicates. Protectants prevent or inhibit fungal growth and
eradicates kill the pests on application. This in turn improves productivity, reduces blemishes
on crop (thus enhancing market value of the crop) and improves storage life and quality of
harvested crop. Fungicides find application in fruits, vegetables and rice.

The key growth drivers for fungicides have been a shift in agriculture from cash crops to fruits
and vegetables and the government support for exports of fruits and vegetables.

3. Herbicides :
Herbicides also called as weedicides are used to kill undesirable plants. Their main
competition is cheap labour which is employed to manually pull out weeds. Sales are
seasonal, owing to the fact that weeds flourish in damp, warm weather and die in cold spells.
Herbicides can be of two types - selective and non-selective. Selective herbicides kill specific
plants, leaving the desired crop unharmed, while non-selective herbicides are used for
widespread clearance of ground and are used to control weeds before crop planting. As the
weeds grow in damp and warm weather and die in cold seasons, the sale of herbicides is
seasonal. Rice and wheat crops are the major application areas for herbicides. Increasing
labour costs and labour shortage are key growth drivers for herbicides.
4. Bio-pesticides :
Bio-pesticides are the new age crop protection product manufactured from natural
substances like plants, animals, bacteria and certain minerals. They are eco-friendly, easy to
use; require lower dosage amounts for same performance as compared to chemical based
pesticides. Currently a small segment, the bio-pesticide market is expected to grow in the
future owing to government support and increasing awareness about use of non-toxic,
environment friendly pesticides.
5. Others :
Fumigants and rodenticides are the chemicals which protect the crops from pest attacks
during crop storage. Plant growth regulators help in controlling or modifying the plant growth
process and are usually used in cotton, rice and fruits.

Insecticides dominate the Indian crop protection market and form almost 53% of the
domestic agrochemicals market. Herbicides are, however, emerging as the fastest growing
segment amongst the agrochemicals.

24
Paddy accounts for the maximum share of agrochemicals consumption around (26%-28%)
followed by cotton (18% -20%). The eight states including Andhra Pradesh, Maharashtra,
Punjab, Madhya Pradesh, Chhattisgarh, Gujarat, Tamil Nadu and Haryana account for usage
of >70% of the agrochemicals used in India. Andhra Pradesh is a leading consumer of crop
protection chemicals with a market share of 24%.

Chart: Domestic Market segmentation by type of pesticides

Chart: Domestic Market Segmentation By Type

Of Pesticides

4%
19% Insecticides
53% Herbicides
24%
Fungicides
Others

Source: FCCI

Note:
Others include Bio-pesticides, Plant growth regulators, Nematocides, Rodenticides, Fumigants etc.
Rodenticides and plant growth regulators are the stars of this segment.

Production
As per the latest annual report (2017-18) released by the Department of Chemicals and
25
Petrochemicals the production capacity of agrochemical players in India is around 292 (000’
MT).

Note: Companies are not required to mention segment wise production capacity i.e.
production capacity of insecticides, fungicides, herbicides, rodenticides. Hence the production
numbers will not match the export and import numbers.

A pesticide has two main components, namely, the active ingredient(s) and the inert
ingredient(s). The active ingredient is the one that gives a pesticide its pesticidal action. It's
called the technical grade of a pesticide. The active ingredient is the technical grade of the
pure pesticide. A pesticide is rarely applied in its pure form. It is usually formulated by adding
inert ingredients that improve storage, handling, application, effectiveness or safety. The inert
ingredient does not have any pesticidal action.

Pesticides are first manufactured as technical grade product, which has 85% or more of the
active chemical ingredients as it has a higher commercial purity. The active ingredients are
then mixed with inert ingredients (solvents, adjuvant and fillers) to achieve the desired
formulation. The active ingredient kills the pest whereas the inert ingredient facilitates ease of
handling, spraying and coating on plants.

Chart: Production of Agrochemicals* (000’ Tonnes)

250
213 213 Chart
200 186 188 180
179
160
150 140

120
100
100

80
50
60

0 40
2013-14 2014-15 2015-16 2016-17 2017-18 20

0
2

26
Source: CMIE

Production of agrochemicals has grown at a CAGR of 4.3% during FY14-18. In the current
financial year, production has risen by 2.9%. To feed a rising population, food production
needs to be increased, creating a case for the need for more agro-inputs for better production
and yield of crops. With the growth of population in India, there has been a subsequent
increase in the production of crops. Food grain production has grown at a CAGR of 1.8% and
horticulture production has grown at a CAGR of 3% during FY 14-18.

Production of agrochemical has also increased in-lieu of the new product additions which are
formulated to combat the pest attacks.

Labour shortage, rising labour costs and growth in GM crops has led to growth in the use of
herbicides whereas on the other hand the fungicide industry in India has grown due to the
growth in Indian horticulture industry.

Trade :

Data India is a net exporter of agrochemicals and is 13th largest exporter of pesticides and
disinfectants in the world.

Agrochemical exports have increased on account of India’s capability in low cost

manufacturing, availability of technically trained manpower, seasonal domestic demand,
overcapacity, better price realization globally and strong presence in generic pesticide
manufacturing.

Due to the reasons mentioned above, India offers good scope for contract manufacturing as
well and is also emerging as a destination for undertaking contract research. New technical
applications have also increased the export capacity of Indian agrochemical manufacturers.

India imports agrochemicals mainly from China (55%), USA (11%), Germany (6%) and Israel
(5%). China also sources India most of the raw materials needed to manufacture

27
agrochemicals.

Chart: Exports and Imports of Agrochemicals* (000’ Tonnes)

Chart: Exports and Imports of Agrochemicals* (000’

Tonnes)
450 410
400 378
350
307
300
285
253
250
EXPORT
200
INPORT
150 111
95 100
100 77 71
50
0
2013-14 2014-15 2015-16 2016-17 2017-18

28
 Chart: Exports and Imports of Agrochemicals* (000’
Tonnes)
350 331
298
300

250

200
EXPORT
150
INPORT
87 91
100

50

0
2017-18 (APR-DEC) 2018-19 (APR-DEC)

Source: Ministry of Commerce

* (Insecticides, Rodenticides, Fungicides, Herbicides, Anti-sprouting products and plant

growth regulators, disinfectants)

Agrochemical exports have increased by 12.8% CAGR during FY14-18. In the current financial
year agrochemical exports have increased by 11.0% whereas imports have also increased by
4.4% as compared with the corresponding cumulative period in the previous financial year.
Most of the exports are of off-patent products.

Over the years there has been a steady increase of fungicide and herbicide exports which has
led to the overall increase in agrochemical exports.

29
 Chart: Region-wise share of exports of India

Chart: Region-wise share of exports of

India
2013-14
2% 13%
28% North America
23% Latin America
EMEA
Asia
34%
Australia

Chart: Region-wise share of exports of

India
2017-18
3% 17%
29% North America
Latin America
21%
EMEA
Asia
30%
Australia

30
EMEA- Europe, Middle East and Africa

Source: Ministry of Commerce, CARE Ratings

Latin America, North America, Europe and Asia have emerged to be important markets for the
Indian agrochemical industry. Share of exports towards North America have increased
significantly from it being 13% during FY14 to 17% during FY18.

Chart: Exports of Key Agrochemicals (000’

Tonnes)
200
174 166
160
134
120 106 100
71 67 78 70
80 68 60 58
39 48
38
40

0
2013-14 2014-15 2015-16 2016-17 2017-18

Insecticides Fungicides Herbicides

31
 Chart: Exports of Key Agrochemicals (000’
Tonnes)
160 140
140 119
120
100
80
72 73
53 58
60
40
20
0
2017-18 (APR-DEC) 2018-19 (APR-DEC)

Insecticides Fungicides Herbicides

Source: Ministry of Commerce

[Link]

The agrochemical export market has augmented by the growth in the fungicide and herbicide
segment. Fungicide and herbicide exports have grown at a CAGR of 25.5% and 27.5% during
FY14-18 respectively. Insecticide exports have fallen by 0.4% during the same time period.

Favourable climatic conditions in North American and European markets have driven the
herbicide exports. Insecticide exports have declined in developed markets following the
increased use of GM crops.

In the current financial year there has been an increase in exports of insecticides, fungicides
and herbicides by 10.2%, 17.2% and 1.8% respectively.

32
 Chart: Imports of Key Agrochemicals (000’
Tonnes)
35
30
30 27
25
20 20
20 18 17 18 17
16
15
11
10 7 7 8 8
5
5

0
2013-14 2014-15 2015-16 2016-17 2017-18
Insecticides 20 20 16 18 17
Fungicides 5 7 7 8 8
Herbicides 11 18 17 27 30

Chart: Imports of Key Agrochemicals (000’

Tonnes)
35 29
24

13 15
7 7

0
2017-18 (APR-DEC) 2018-19 (APR-DEC)
Insecticides 13 15
Fungicides 7 7
Herbicides 24 29

33
Source: Ministry of Commerce
[Link]

Fungicide and herbicide imports have grown at a CAGR of 15.5% and 28.4% during FY14-18
respectively. Insecticide imports have fallen by 3.7% during the same time period.

In the current financial year there has been an increase in exports of insecticides and
herbicides by 18.9% and 20.5% respectively. Fungicide imports have fallen by 2.6%.

Growth
Drivers To achieve higher crop yields, crop protection chemicals are expected to play a
significant role. Simultaneously, it will also be critical to use them judiciously to maximize
benefits and minimize the impact on non-targeted species.

Budgetary support:
The Government of India has continuously been providing budgetary support towards reviving
the rural economy and increase the farmers’ income. A number of measures and initiatives
have been proposed and announced during the FY20 budget for the improvement of the
agriculture sector and the rural economy. Going forward, it expected that the government will
be increasing the level of agri-credit, to be provided, corroborating it to be beneficial for agri
and agri-allied manufacturers. Availability of rural bank credit can increase the demand for
pesticides.

Off Patent Molecules:

The share of post patent products as compared to patent products and proprietary off-patent
products has been increasing over the years. Agrochemicals worth USD 4.1 billion are
expected to go off-patent by 2020. This provides significant export opportunities for Indian
companies which have expertise in generic segment.

Increase in demand for food grains:

India has 17% of the world’s population. An increasing population, need for food security and
high emphasis on achieving food grain self-sufficiency is expected to drive the demand for
crop protection chemicals.

Growth of horticulture:
34
Fruits and vegetables account for nearly 90% of total horticulture production in the country.
India is now the 2 nd largest producer of fruits and vegetables in the world and is the leader in
several horticultural crops, namely mango, banana, papaya, cashew-nuts, areca nut, potato
and okra.

Growth in horticulture and floriculture industries is to result in increase in demand for

agrochemicals, especially fungicides. As India’s diverse climate ensures production of all
varieties of fresh fruits & vegetables, the trend has slowly shifted from production of food
grains to horticulture, with production of horticulture consistently exceeding the production of
food grains.

Incidence of pest attacks:

One of the major challenges to ensure food security and good crop yields is incidence of
pests. On an average agro-pests are estimated to cause 15%–20% yield losses in principal
major food and cash crops. Pest attacks across various stages of crop life-cycles are
affecting farmers. Due to the hot humid climatic conditions prevalent in India, the number of
pest attacks has been increasing.

Use of agrochemicals can help mitigate the pest problem and increase crop output by 25%-
50%. So far, the presence of more than 40,000 different types of insects have been recorded
in India and of these about 1,000 have been listed as potential pests of economic plants, 500
pests have caused serious damage at some time and 70 have been causing damage more
often.

Changing climatic conditions:

Erratic climatic conditions are impacting crop output. Farms need an array of inputs to protect
crops from adverse climatic realities. Irregular monsoons coupled with lack of irrigation (60%
of cultivable land is non-irrigated) results in low agricultural yield in India. Damp and warm
weather conditions aid in breeding of weeds.

Limited farmland availability:

Rapid urbanisation has had a detrimental impact on land availability. The pressure is therefore
to increase yield per hectare which can be achieved through increased usage of farm
productivity-enhancing inputs like agrochemicals.

Increasing awareness:
Educating the farmers about advantages of agrochemicals and its safe usage, will lead to
increase in demand. Companies are increasingly training farmers regarding the right use of
agrochemicals in terms of quantity to be used, the right application methodology and
35
appropriate chemicals to be used for identified pest problems.

Regulatory Overview
Pesticides if not used judiciously can be toxic and hazardous to mankind and the environment.
The Government of India regulates the manufacture, sale, transport, export/import etc. of
pesticides under the guidelines of the Insecticides Act, 1968. The Insecticide Act, 1968 is
administered through Ministry of Agriculture, Department of Agriculture and Cooperation
(DAC). The other vital issues of pesticides industry such as prevention of use of spurious
pesticides, quality standards, testing, review of use of pesticides, to create awareness about
judicious use of pesticides among the farmer community are also looked after by the DAC.

Central Insecticides Board and the Registration Committee are the agencies under the
Department to regulate the manufacture, distribution, export, import, ban and usage of
pesticides. Insecticide Act is enforced by the State Governments. The Department of
Chemicals and Petrochemicals plays the role of a facilitator for the growth of the Industry.

A few salient features of the act are as follows:

 As per this act, no pesticide is allowed for production/import without registration.

Compulsory registration is needed for the product in the central level and licenses for
manufacture, formulation and sale at the state level.

 Power to prohibit the import, manufacture and sale of pesticides and also confiscate
the stocks.

 Classifications of misbranded insecticides which are divided into the following

categories viz; (a) misbranded, (b) substandard, (c) spurious, and (d) duplicate. These
classifications have been fixed according to the severity of the offence.

 For an offence deemed to be misbranded, there is provision for issuing administrative

warning of the offence which may be compounded by imposing fine up to INR 2,000. An
offence deemed to be sub-standard, shall be punishable for first offence with fine up to INR
5,000 and for subsequent offence with imprisonment for a term which may extend to 6
months or fine up to INR 10,000 or both.

 Similarly, for an offence deemed to be adulterated, shall be punishable with

imprisonment for a term which may extend to 1 year or fine up to INR 20,000 or both for the
first offence and for second and subsequent offences with imprisonment for a term which
may extend to 2 years or a fine up to INR 50,000 or both.

36
Shortcomings
One of the key short-coming of this act is that it is mainly pertinent to insecticides as the
name suggests and the powers invested in the state are quite negligible in comparison.

The act controls the import, manufacture, sale, transport, distribution and use of insecticides
with a view to preventing risk to humans and animals, and for other matters connected
therewith. Significantly, the legislation does not explicitly recognise environmental hazards of
pesticides or the threat they pose to biodiversity.

Pesticide Management Bill, 2017

The Pesticide Management Bill aims to replace the current act governing the agrochemicals
industry after being approved and authenticated. The draft bill was created in lieu of several
pesticide-related deaths.

The aim of the Pesticides Management Bill, 2017 is to mainly

 Regulate the import, manufacture, export, storage, sale, transport, distribution, quality
and use of pesticides;

 Control pests;

 Ensure availability of quality pesticides;

 Allow its use only after assessing its efficacy and safety;

 Minimize the contamination of agricultural commodities by pesticide residues;

 Create awareness among users regarding safe and judicious use of pesticides,

 To take necessary measures to continue, restrict or prohibit the use of pesticides with
a view to prevent its risk on human beings, animals or environment.

As per the bill, any person, institution or agency shall register any pesticide at the Plant
Quarantine and Pesticides Management Centre prior to production, synthesis, import, export,
commercial use, storage, sale or distribution, transportation, packing or repacking and
prohibits the same of pesticides which are not registered with the centre.

Only after the prescribed requirements are met, the centre shall register such pesticides and
provide the certificate. If the person, institution or agency does not abide by the terms and
conditions referred to in the certificate or if any registered pesticide appears to cause adverse
effects on human and animal health, and the environment, the certificate may be suspended
or cancelled at any time without assigning reasons whatsoever.
37
Highlights of the Bill
 The draft bill proposes an increase in penalties on sale of spurious, substandard and
misbranded pesticides and gives state governments more power to deal with the issue and
take action against them.

 The draft contains clauses relating to allowance of provisional registration of new

pesticides in India in case of “national exigency” for a period of 2 years.

 The maximum punishment for violation (such as sale of prohibited or spurious

pesticides) is a penalty of up to INR 50 lakh and up to 5 years imprisonment. Earlier, the
punishment was limited to INR 2,000 and up to 3 years imprisonment.

 The draft provides for punishment to anyone who ‘uses’ a pesticide in contravention to
the provisions of this Act. The proposed bill provides for paying of compensation to the
affected farmers or users under the provisions of Consumer Protection Act, 1986.

 The bill contains detailed clauses for registration of new molecules.

 It has also tightened the guidelines for registration and licensing of new molecules.

 It includes a broader category of offences and provisions for paying compensation to

the farmers.

 The state government has to report all cases of poisoning to the centre on a quarterly
basis according to the draft.

 States can ban chemical pesticides for up to 6 months, unlike the current provision
which allows ban for up to 2 months.

Global picture

Approximately 25% of the global crop output is lost due to attacks by pests, weeds and
diseases and thus agrochemicals have an increasing role to play in enhancing crop
productivity. United States, Japan and China are the top 3 producers of agrochemicals in the
world and China is the world’s largest producer of agrochemical raw materials, supplying 90%
of the world’s technical raw material requirements.

38
The global market for agrochemicals, used in both crop and non-crop situations, has
increased by 4.1% to USD 64,038 million at the ex-manufacturer level.

Table: The Global Crop Protection Market (USD million)

Year Crop Protection Non Crop Total

Agrochemical

2013 54,075 6,512 60,587

2014 58,746 6,515 65,261

2015 56,160 6,882 63,042

2016 52,882 7,106 59,988

2017 54,219 7,311 61,530

2018 56,500 7,538 64,038

Source: Agribusiness Intelligence

[Link]

Based on this analysis, the global crop protection market is estimated to have increased by
4.2% to a total value of USD 56,500 million. during 2018.

Growth in the global crop protection market is due to the recovery in the Brazilian market
(Latin American nations are key consumers of agrochemicals in the world), after its
significant decline during CY16 and CY17. The excessive crop protection inventory issue has
also been addressed. Increase in market value can also be attributed to the high level of
prices (partly from supply shortages) prevailing in the markets. Environmental pressures
(Operation Blue Sky) and consolidation in the Chinese industry had resulted in the rise in
39
prices of crop protection chemicals. The US-China trade war was also responsible in the rise
in prices, given the US had imposed tariffs on some Chinese chemical imports.

The global agrochemical industry introduced 8 new actives during CY18, the highest new
product introductions since CY12;

 The pyropene insecticide afidopyropen (trademarked as Inscalis) from Meiji Seika

Pharma and licensed to BASF;

 The triketone herbicide fenquinotrione from Kumiai; the insecticide flometoquin from
MSK/Nippon Kayaku;

 The arylpicolinate herbicide florpyrauxifen-benzyl (marketed as Rinskor) from

DowDuPont;

 The insecticide/acaricide fluxametametide (Gracia) from Nissan Chemical;

 The fungicide pyraziflumid from Nihon NohyakuThe herbicide tiafenacil from

FarmHannong;

 The rice insecticide triflumezopyrim (trade marked as Pyraxalt), also from DowDuPont.

Table: Regional Market Performance 2018 (USD Million)

Region 2018 % Change (y-o-y)

NAFTA 11,105 3.2%

Latin America 13,425 6.0%

Europe 12,770 3.2%

APAC 17,050 4.6%

MEA 2,150 1.9%

Total 56,500 4.2%

Source: Agribusiness Intelligence

Hence, all regional markets are estimated to have increased with Latin America and Asia
40
Pacific being most positive.

Consolidation in the Agrochemicals Industry

In the past few years a number of agrochemical companies in the international markets have
acquired or merged their business operations in order to counter the fluctuations in
currencies, crop prices and crude oil prices which had adversely affected the sales and profit
margins. The combined entities are now dealing with the seeds business, R&D and agri –
chemicals, a strategy aimed for the companies to move from pure agro-inputs to an agri-
science company as they start addressing end to end needs of the farmer beyond agro-inputs.

Table: M&A of the top agrochemical players in the global markets

Combined Entity Year*

DuPont Dow Chemical DowDuPont 2017

ChemChina Syngenta AG ChemChina aquired 2018

Syngenta

Bayer Monsanto In process -

ChemChina Sinochem In process -

Source: Industry

* Year the company was acquired or when the combined entity came into existence

The companies listed in the above table control 80% of the market share. The trigger for these
companies to merge their business operations was to boost margins, lower the cost &
development time, streamline the workflows and increase the efficiency of the R&D process.

Table: Notable M&A of the agrochemical players in the Indian markets over the years

Acquirer Acquiree

UPL Crop Arysta Life Science

UPL Crop Advanta Seeds

UPL Crop MTM Agrochemical UK

UPL Crop Devrinol

41
 UPL Crop Reposo

UPL Crop DVA Agro and SIB

Crystal Crop Protection Syngenta India (3 Brands)

Bayer Monsanto India

Sumitomo Chemicals India Excel Crop Care

Indian agrochemical companies are not far behind in terms of acquisitions. Indian
agrochemical companies are also restoring to mergers and acquisition to increase their
global presence. In order to build a strong export base, companies often set up marketing
offices in association with domestic players in export geographies. Companies also look for
strategic alliances with local companies to expand their marketing and distribution reach.

Following the acquisition of Arysta Life Science, UPL will be one of the world’s largest global
crop protection companies, with an innovative and differentiated product portfolio. The
company will be able to offer a complete basket of solutions comprising of crop protection
chemicals, bio-solutions and seeds covering the entire crop value chain from planting to post
harvest. The acquisition will give UPL access to a variety of patented products through
collaborations and partnerships as well as enhanced in-house R&D capabilities. UPL will have
an integrated supply chain with a backward integrated manufacturing base in major markets
and deep distribution capabilities across the globe to address needs of growers.

Crystal Crop Protection acquired 3 insecticide and fungicide brands from the Syngenta AG in
order to enhance the company’s product portfolio, especially across protection of pulses,
cotton, rice, wheat, vegetable and grapes in India. The company has acquired Proclaim, Tilt
and Blue Copper brands from Syngenta.

Alternative Crop Protection Techniques

In this section we will be discussing alternative methods which are being deployed instead of
relying on agrochemicals, fully. Use of GM crops, bio-pesticides and IPM discourage/limits the
use of agrochemicals in crop protection.

Integrated Pest Management

Integrated Pest Management (IPM) is an eco-friendly approach which aims at keeping pest
population at below economic threshold levels by employing all available alternate pest
control methods and techniques such as cultural, mechanical and biological with emphasis
on use of bio-pesticides and pesticides of plant-origin like neem formulations. The use of

42
chemical pesticides is advised as a measure of last resort when pest population in the crop
crosses economic threshold levels (ETL).

There are 4 key methods of IPM, several of these methods may be carried out concurrently or
may be implemented at different times to achieve a truly integrated management approach.

 Cultural Method:

The cultural method of IPM relates to controlling the environment to avert serious pest
damage. The method depends on knowledge of both the plant’s needs and its potential
problems. This includes the techniques right from the sowing of the crop to harvesting. For
example, spacing roses to enhance air circulation can reduce powdery mildew and black spot
diseases.

 Mechanical Method:

The mechanical method is a simple but tedious way of pest management and the most
effective if implemented when pest population is low. Some examples for insect control
include pinching leafrollers, washing aphids off leaves with a garden hose, pruning out tent
caterpillars and fall webworms and various destructive barriers for slugs and weevils.

 Biological Method: The biological method of pest control is the use of living organisms,
either native or introduced, to suppress pests below levels of serious economic or aesthetic
damage. This method is considered one of the best methods.

 Chemical Method: The chemical method is the application of the chemical ingredients
to the crop in order to destroy the pest. It is the philosophy of IPM practitioners to consider
more selective materials like insecticidal soaps and botanically derived pesticides, such as
neem seed extracts.

Advantages of IPM
 Reduces severity of pest infestations.

 Stable, reliable and quality yields.

 Improves consumer confidence in the quality of food and fibre products.

 Lower residual levels.

 Secures agricultural environment for future generations.

 Helps farmer control diseases, insects, etc. in a cost‐effective, environmentally sound

and socially acceptable way.

43
Disadvantages of IPM
 Cannot be performed on a large scale basis;

 Lack of training facilities and technical know-how

Bio-Pesticides
Bio-pesticides are a type of pesticide derived from natural resources such as animals, plants,
minerals and micro‐organisms such as bacteria and viruses.

Currently bio-pesticides constitute only 3% of Indian crop protection market; however there
are significant growth opportunities for this product segment due to increasing concerns of
safety and toxicity of pesticides, stringent regulations and government support.

Increasing awareness about the ill‐effects of pesticides on human health has led to increase
in the demand for bio‐ pesticides.

Advantages of bio‐pesticides
 They are intrinsically less harmful than chemical pesticides;

 They affect only the target pests and closely related organisms;

 They are even effective in small quantities. They decompose quickly and also avoid
pollution problems caused by conventional pesticides;

 When used as a component of IPM, they considerably decrease the use of

conventional pesticides without affecting the crop yields.

Major categories of bio‐pesticides:

 Biochemical pesticides are naturally occurring substances that control pests by
non‐toxic mechanisms.

 Plant‐incorporated protectants or PIPs are substances produced by plants and the

genetic material necessary for the plant to produce the substance.

 Microbial pesticides consist of a microorganism (e.g. a bacterium, fungus, virus or

protozoan) as the active ingredient. It has virtually all the health, safety and environmental
44
properties that one would desire in a pesticide. The most widely used microbial pesticides are
subspecies and strains of Bacillus Thuringiensis (Bt). The other microbial pesticides are
Baculoviruses, Neem, Trichoderma, and Trichogramma.

Potential for Bio‐pesticides

Globally, the bio‐pesticides market is growing at 10‐15%, however it is still at nascent stage in
India constituting a meager 3% of the global bio‐pesticides market. Nevertheless, with rising
awareness levels among the farmers and increasing government initiatives, the demand for
bio‐pesticides is expected to witness healthy rise in near to medium term period.

Genetically Modified (GM) Crops

The term genetically modified means a plant that contains a gene that has been introduced
artificially. Such plants are also described as being transgenic. Genetic modification of plants
became possible in the late 1970s as a result of the development of techniques for
manipulating DNA in the laboratory and introducing it into the DNA of the plant.

Transgenetic techniques have the potential to reduce the pesticide usage and increase
productivity by introducing pest resistance traits in high‐yielding varieties, which combat
pathogens, where no adequate control measures existed before. Cotton is the only GM crop
currently approved for cultivation by the Indian government.

Consumption of insecticides for cotton has come down to 50% from 63% of total volume after
introduction of BT cotton.

Financials
The demand for pesticides is dependent on crop yields, pest attack, farmer’s capacity to buy
pesticides depending on the availability of credit and his awareness level.

The agrochemicals industry largely consumes crude oil-linked raw materials which are the
second and third derivatives of crude, chlorine, yellow phosphorus and bromine etc. These are
essential raw materials needed for manufacturing of technicals. Thus, sharp fluctuations in
crude oil prices affect their profitability. Indian crop protection companies import a significant
portion of their technical requirements from China.

Revenues and profitability of agrochemical companies also depend on the agricultural

conditions in North American, Latin American and EMEA regions as most of these companies
have expanded their operations abroad. India exports about 50% of its production hence
exports is a key revenue component.

45
Here we will be analysing the financials of 21 agrochemical companies. In our analysis we
have noticed, the top 3 players are controlling 57% of the market share. During FY14-18, sales
revenue, operating profit and net profit of these 21 agrochemical companies grew by 6.8%,
9.6% and 12% CAGR respectively.

Chart: OPM and NPM Of Agrochemical Companies

Chart: OPM and NPM Of Agrochemical

Companies
18

16

14

12

10

8
OPM
6
NPM
4

0
2013 2014 2015 2016 2017 9M- 9M-
-14 -15 -16 -17 -18 FY18 FY19
OPM 13.7 13.6 14 14.2 15.1 16.1 15.4
NPM 6.6 6.5 6 6.2 8 9.2 7.6

Source: Ace Equity

Note : operating profit margins (OPM) and net profit margins (NPM)

The margins of agrochemical companies had been stagnant during FY14-17 mainly due to the
46
varying weather conditions (including El Nino phenomenon and weak monsoons), drought like
conditions which affected the acreages and crop prices and weakening herbicide prices.
Slowdown in the Latin American and European markets had also affected the margins of
agrochemical companies. The demonetization of banknotes and de-stocking activities
undertaken by distributors regarding the uncertainty concerning around GST had also added
to the woes of the industry thus, the sales of agrochemical enterprises were inhibited.

During FY18, India’s crop protection industry faced a double whammy. Increase in raw
material prices due to rising crude oil prices and supply constraints emanating from the shut-
down of industries in China on pollution concerns added pressure on the profitability of
agrochemical manufacturers. Despite these headwinds restocking post GST, a near normal
monsoon and Kharif season, higher frequency of pest attacks and expansion of cotton
acreages worked in favour of agro chemical companies. Rise in the price of end-use products,
increased sales from Latin America, Europe and the US, as well as registrations and launches
of new products in other strategic markets also favoured the agrochemical markets which
resulted in the uptick of margins.

In the current financial year (9M-FY19), an increase in crude oil prices by 33.2%, and the on-
going farm distress has led to the fall in the margins of the agrochemical companies. Lower
acreages during the existing rabi season and ban on use of organophosphorus compounds in
several states, erratic rainfall in key agrarian states and poor price realization in the key crops
has impacted the margins of the industry

47
PORTER FIVE FORCE MODEL

48
Rivalry among Established Firms

The level of rivalry within an industry can depend, in large part, on the number of firms,
demand conditions, and exit barriers. Due to the number of firms involved, many agricultural
industries are often described as perfectly competitive—as opposed to monopolistic
competition, oligopoly, or monopoly. However, government regulation and intervention, as well
as the size and dominance of a few firms, can provide different degrees of perfect
competition.

Rivalry also varies depending on whether demand is growing with new customers, growing
with existing customers, stagnant, or declining. With growing demand and new customers,
firms can find customers more easily and expand production. With only existing customers,
firms will have to compete more on price and nonprice factors to capture customers from
competitors and keep current customers. Rivalry is greatest when demand is declining as
firms vie for a share of a shrinking market.

Higher exit barriers can increase rivalry and competitive pressures. This can happen when
profitability is low for an industry, but firms are unable to exit—or exit quickly—due to
investments in specialized assets, high exit/shut-down costs, emotional attachments to an
industry, or contractual or other relationships between firms.

Threat of Entry by Potential Competitors

Potential competitors may be across the road, across the nation or across the ocean. The
threat of entry depends on the height of barriers to entry. These barriers include: the extent to
which established firms have scale economies, the extent to which established firms enjoy a
market or cost advantage over potential entrants, high capital requirements for new entrants,
the extent to which established firms have better access to distribution channels for inputs
and outputs, the extent to which government regulations restrict entry, and the extent to
which established firms have brand name loyalty with customers.

Bargaining Power of Suppliers

49
Suppliers are a threat to firm and industry profitability when they are able to increase the price
of their product or affect the quantity and quality of the products supplied. Fewer suppliers
mean they have greater power. Improved communication technology has taken away the
power of many local suppliers. The recent mergers of suppliers and the consolidation of input
technologies, such as seeds and pesticides, have increased the suppliers’ bargaining power
with farmer-customers, as well as changed the competitive pressures within the input
industries. Suppliers have power if they are more concentrated than their buyers, do not
receive a high percentage of their revenues from one industry, have customers with high
switching costs to change suppliers, have a differentiated product, have a product with no
substitutes, through either real differences or patent protection, or could forward integrate
into additional stages in the value chain.

Bargaining Power of Buyers

The number of buyers has a very large impact on how the market works. Fewer buyers mean
they have greater power. If sellers cannot easily ship their products to other markets, or they
do not have price information from other markets, a few local buyers can have considerable
power even though the total number of buyers is large in the broader market. The increasing
use of contracts can increase the power of the buyer through controlling the amount of price
information in the marketplace. In ways similar to suppliers, buyers have power if they are few
in number or a few buy a large percentage of the product in the market, products are
undifferentiated commodities, or buyers could integrate backwards in the value chain. Buyers
will also bargain harder if the product constitutes a major portion of the buyer’s total costs, or
if the product has little effect on the quality of the buyer’s product or other costs.

Substitute Products and Services

Substitute products limit the price that producers can seek or ask for without losing
customers to those substitutes. Competitive pressure comes from the attempts of the
producers of the substitutes to win buyers to their products. The advertising campaigns of the
pork, beef, and poultry industries are an obvious example of the competitive pressures due to
substitute animal protein products; each industry feels forced to advertise to keep customers,

50
and cannot charge as much as they would like without pushing their customers into buying
other products.

SWOT ANALYSIS

51
STRENGTHS

1. Low cost manufacturing

2. Availability of process technologies

3. Ample Capacity

WEAKNESSES

1. High R&D expenditure

2. Dependence on Monsoons

3. Consumption imbalance

4. Capital Intensive

5. Registration Norms

6. Health Hazards

OPPORTUNITIES

1. Focus on Innovative Farming Solutions

2. India Advantage

3. Patent Expiry

4. Export Potential

5. Scope for Increase in Usage

6. Rural Infrastructure & IT

7. Availability of Credit facilities

8. Increase in Minimum Support Price (MSP)

52
9. Rising Cost of Labor: Blessing in Disguise

THREATS

1. Integrated Pest Management (IPM) and Rising demand for organic farming

2. Genetically Modified Seeds

3. Spurious Pesticides

CHAPTER 2 : INTRODUCTION OF THE COMPANY

53
 History United Phosphorus Limited (UPL)

United phosphorus is a
producer of crop protection
product, intermediates,
specialty chemicals and other
industrial chemicals, was
incorporated in the year 1969.
UPL is largest producers of
agro chemicals in India. It is
amongst five post-patent
agrochemicals manufacturers
in the world.

It offers wide range of product and has developed more than 100 insecticides, fumigants,
rodenticides, fungicides PGR and herbicides.

UPL is global player of crop protection has customer base in 123 countries. It has subsidiary
offices in Argentina, Australia, Bangladesh, Brazil, China, Canada, Denmark, Indonesia, France,
Hong Kong, Japan, Korea, Mexico, Russia, USA, UK, Vietnam.

54
Mr. Rajnikant Shroff

The company known as United Phosphorus Ltd

(UPL) was founded in 1969 by Rajju Shroff.

In 1969 the Indian Industrial sector was nascent,

The only cars on Indian roads was flats and

Ambassadors. In those days, a Swedish company
Wimco made popular match boxes.

This company used Red Phosphorus to ignites its match stick. When Wimco discovered what
was happening, its management wrote immediately to the Indian government about their
suspicion that there was something curious affot as manufacturing Red Phosphorus required
a minimum Rs. 4 Crore and an extensive sectoral know how.

55
BOARD OF DIRECTORS (SEP – 2021)

Rajnikant Shroff Chairman & Managing Director

Jaidev Shroff Non Executive Director & CEO

Arun Ashar Director – Finance

Carlos Pellicer Global Chief Operating Officer

Farokh N Hilloo Chief Commercial Officer

Hardeep Singh Lead Independent Director

Pradeep Goyal Independent Director

Raj Tiwari Chief Supply Chain Officer

Rajendra Darak Group CFO

Reena Ramachandran Independent Director

Sandeep Deshmukh Co. Secretary & Compl. Officer

Sanjay Singh Chief Human Resource Officer

Vasant Gandhi Independent Director

Vikram Shroff Non Executive Director

56
Company Milestones

2004- Lenacil Cloradizon Europe, Ultra blzer Worldwide, Surflan, USA, Devrinol Japan

2005- Cequisa Europe, SWAL Corporation, India

2006- UPL Molecules & Production, Propanil, Bensulfuron methyl, Asulam, Trichlofon & ODM

2007- Evofarm Colombia, TPTH & Vendex US, Icona

2008- EVO FARMS Group

2010- Manzate Global Business, Riceco

2011- DVA Agro Brazil with 51% shares

2012- SDAgrichem Netheriands with UPL holding with 100% stake

2013- Neo-Fog SA & JPBC Courtage France

2014- Optima Farm Solution Ltd India

UPL VISION MISSION AND CORE VALUES

57
UPL “Doing Things Better” is all about raising the bar in global agriculture
productivity.

VISION

58
Our vision is to be an icon for growth, technology and innovation

MISSION

Change the game – to make every single food product more sustainable

Core Values:-

 Change the game

 Passion for excellence

 Nurture the environment

 Energizing the employee

Product List

Products

 Herbicides

 Asulox

 Finy

 Devrinol

 Fluxyr 200 EC

 Minstrel

59
 Oblix 500

 Fungicides

 Chamane

 Microthiol Special

 Nautile DG

 Penncozeb 80wp

 Penncozeb WDG

 Phyton

Area of operation:

60
The company offers a range of products that incl and Australasia through acquisitions,
strategic alliances and subsidiaries, In USA, UK, Argentina, Hong Kong, Australia,
Bangladesh, China, Japan, Mauritius, Poland, Mexico, Russia, Denmark, South Africa, and
Zambia the company has fully owned subsidiaries with representative offices in Sri Lanka,
Vietnam, France and Germany. UPL Limited was incorporated on January 2, 1985 with the
name Vishwanath Commercials Ltd. In February 1985 the company went to public.

Company produces insecticides, fungicides, herbicides, fumigants, plant growth and

regulators and rodenticides. They have 48 manufacturing sites which includes nine in India
four in France and two in Spain. They operate in every continent and have a customer base in
138+ countries UPL Ltd has built a network across the globe - in Europe, America, Asia Pacific,
CIS, Africa.

SOURCE: [Link]

Nature of the organization:

UPL:

 Complementary geographies - India, USA, Western Europe & Australia

 Best-in-class manufacturing and operational excellence
61
 Well diversified portfolio across the entire value chain
 Robust balance sheet and track record of success
 Leadership position in organic farming

62
 UPL
UPL UNIT
UNIT 3
3

DEPARTMENT STUDY

Human Resource Department

An efficient human resource department can provide your organization with structure and the
ability to meet business needs through managing your company’s most valuable resources its
employees. There are several HR discipline, or areas but HR practisioner in each discipline
may perform more than one of more than six essential function. In business without a
dedicated HR department it’s possible to achieve the same level of efficiency and workforce
management through outsourcing HR functions or joining a professional employer
organizations.

Employee Relation

Ina work environment, the employment and labour relations function of HR may be combined
and handle by one specialist or be entirely separate functions managed by two HR specialist
and specific exepertise in each area. Employee relations are the HR decipline concered with
strengthening the employer employee relationship through measuring job satisfaction,
employee engagement and resolving workplace conflict.

Compensation and Benefit

Basically people who work in compensation and benefit are responsible for devising policies
for an organization salary, bonus and incentive scheme. They are them in charge of
administering, managing, and evaluating the payroll, salary structure, and incentives scheme.

63
Basically they make sure that the right people get the right amount of money at the right time.

Recruitment

The success of recruiter and employment specialist generally is measured by the number of
position they fill and the time it takes to fill those positions. Recruiter who work in-house as
apposed to companie that provide recruiting and staffing services-play a ker role developing
and maintaining employer’s workforce. They advertise job posting, source candidates, screen
applicants, conduct preliminary interview and coordinate hiring effort with manager
responsible for making the final selecton candidates.

Safety

Workplace safety is an important factor. Under the occupational safety and health Act 1970
employer have obligation to provide a safety working environment for employees. One of
them main functions of HR is to support workplace safety training and maintain federally
mandated logs for workplace injury and fatality reporting. HR safety and risk specialist often
work closely with HR benefits specialist to manage the company workers compensation
issues.

DEPARTMENT OF UPL 3

 SECURITY
 HR
 PLANNING
 QUALITY ANALYSIS (Qa)
 COMMERCIAL
 HEALTH & SAFETY
 PRODUCTION
 ENGINEERING
 FINANCE

Security : Department head

64
 Definition:
Industrial security is quite a bit different from most security work. Protection of people,
property and assets is the main priority, but it adds the responsibility to maintain plant safety
in order to keep manufacturing deadlines on schedule .
UPL Security Department: Here, 3 gate and 3 security office.

 1st Main gate for employees and visitors.

 2nd gate for material.
 3rd gate for workers.

Function of Security Department:

Whole of the gate responsibilities are on their shoulders. They have proper records of
people who enter the unit and those who exit the unit along with its time period of entry and
exit.
On the car of employee of the company there is a specific logo after that logo only car
can enter the gate of the company.
After entering the gate car and bag checking is done by members of security team.
For employees of the company there is a punching system and there in time and out
time is shown on TV of security department.
There are in total 42 cameras in plant, parking area, walking areas which are monitored
by this department.
There is digital card and visitors’ gate pass available at this department and without
pass or ID card no one can enter the unit.
There are different types of visitor’s cards. They are:

 Red card for plant visitors

65
 Yellow card for administration visitors and they can’t enter the plant.

 Blue card for employee of the company who has forgotten his ID card at home.

 Contractors card are also available

 If anyone leaves the organisation before stipulated working time gate pass with
signature and approval of respective head will be required.
 There are 3 gate in UPL 3. Gate 1 for visitor and employee of unit, gate 2 also known as
material gate through which all truck, material and chemicals enter the unit. SAP is used to
manage the whole system of entry & exit in this unit.

SAFETY : Department head :

Definition : Safety is the state of being "safe", the condition of being protected
from harm or other non-desirable outcomes. Safety can also refer to the control of recognized hazards
in order to achieve an acceptable level of risk. The Company is

committed to sustain and continually improve its Safety Standards. Practices and
preservation of clean environment. The company continues to work in pursuit of achieving its
Safety Vision 2017– "To become one of the best & safest Chemical Manufacturing
Companies in the world and achieve Best in Class in Safety by making Safety a Way of Life".
Occupation Health and Safety Objectives:
 To achieve TRFR (Total Recordable Frequency Rate)
 To achieve SI (Severity Index)
 To sustain Zero MPSI (Major Process Safety Incident)
 To achieve 90% compliance of Safety Training Identified in IDP
Occupation Health and Safety Department Under comes
 Patient Room
66
 ECC Room
 Conference Room
 Doctor Room
 HOD Office

Patient Room: - Under the Room all Medical Equipment and Medical facilities available.
ECC Room: - For emergency Equipment is located here.
 Here there 1 Doctor and 4 male nurses available. Doctor is available for 24 hour and 1
male nurse in general shift and other 3 changes shift wise.
 Ambulance is available here for 24 hours.
 Every plant and Departments have the availability of First- aid box and Fire Fitting
facility.
Rules of Safety:
1. Level 0 and Level 1 Training
2. BCA test
3. Level 2 Training

When any new joinee comes to, UPL provided Safety Training first......
1) Level 0 and Level 1 Training:
Level 0 Training:
Company orientation is done which includes what is in the unit, what are the policies of the
Company, how many Departments are there, organization structure & Company overview is
included at this level of training.
Level 1 Training: Total safety related training programmed. All the task related to
hazard recognition & Identification, Emergency readiness, Chemical hazards, preventive
measures, safety standard, Environmental Standard etc. is provided in this level of basic
training.
Level 0 and Level 1 Training is of 2 days for workers and 3 days for company employees.
Workers Training is conducted in UPL unit 2 and for company employees Training is
conducted in UPL unit 1.

67
2) BCA Test: Blood Chlorine Activities (blood test). This test is compulsory, for company
employees within the 15 days, and who works directly with chemicals have to do this test in
every 10 days.
3) Level 2 Training: Specific work-oriented training is provided. The plant in which a
person is going to work is provided with whole procedure, SOP, Plant discussion, critical
process, raw material requirement, from where to get raw Material, sources of Material,
parameters which are the critical things etc. are provided.
Level 2 comes under Environmental standards.
Occupation health and safety department given basic facility like,

Helmet
Goggles
Safety shoes
Boiler suit
Air mask etc.
Boiler suits are being washed every day and every worker has to compulsory dress up with
boiler suit. Safety department gives different color helmet and boiler suit to identify who is
contract worker and who is visitor and supervisor.

Boiler Suit Color Code:

Red Color – Packing Worker Orange Color - New Worker Blue Color – Regular Worker

Helmet Color Code:

White – Employee Green – ERT ,Yellow – Visitor Red – PSR Blue – Contractors

HR DEPARTMENT :
Department head : Chintan Haranwala

68
Definition : A company's human resource department is tasked with the training and
development of its workers, who are considered some of the company's most important
resources. Also known as human resources (HR), the human resource department's mission is to
make sure the company's employees are adequately managed, appropriately compensated, and
effectively trained. The department is also responsible for recruiting, hiring, firing, and
administering benefits.

 Defining Organizational Structure And Driving Productivity. ...

 Building Coordination Between Organizational Departments. ...
 Offering Employee Satisfaction. ...
 Keeping Up With The Societal And Ethical Models. ...
 Organizational Goals.

Functions of HR department

 Recruitment & selection.

 Performance management.
 Learning & development.
 Succession planning.
 Compensation and benefits.
 Human Resources Information Systems.
 HR data and analytics.

HR POLICIES
1) SICK LEAVES
2) PRIVIELAGE LEAVES
3) CSUAL LEAVES
4) LOCAL TRAVEL POLICIES
5) LOCAL TRAVEL ASSISTANT POLICIES
6) TRAVEL RESTRICTION POLICIES
7) MOBILE POLICIES

69
8) WELFARE
9) TRANSFER POLICIES
10) SUBSIDY POLICIES
11) ANNUAL VEHICLE POLICIES
12) CODE OF CONDUCT
13) ATTENDANCE POLICIES
14) WHISTLE BROWER POLICIES
15) SEXUAL HARRASEMENT POLICIES
16) GIFTING POLICIES
17) IT RELATED POLICIES
18) USED LAPTOP PURCHASE POLICIES
19) RECRUITMENT POLICIES
20) EQUAL REMMUNARATION POLICIES

1) Determination of the job vacancies :

The manpower requirement of the company is found out with help of “Manpower Requisition
Form”. It contains all the details of person who is giving resignation at company, such as –
unit/ location, salary grade, desired qualification & experience, proposed designation, internal
talent explored for this scale etc.

2) Downloading the candidates’ resume from Job Portals:

The candidates mention all the required data and information in their resumes and upload
them on the various job portals available. These resumes get downloaded and collected in
excel file.

3) Asking candidates if they are interested:

On the given phone number/e-mail in resume, candidates get contacted to gather the details
about whether they are interested in the ongoing vacancies or not. In case, if they are not
interested, it leads to the end of the communication.

4) Sending resumes’ of interested candidates to Plant Manager:

A list gets made of the interested candidates and their resumes are sent to plant manager.
The plant manager selects eligible candidates as per the plant requirements.

5) Asking selected candidates about their time-availability for the interview:

Those candidates who are shortlisted by the plant manager, are again get contacted to ask
about their time-availability for the telephonic interview. In the case, if they are not ready to
appear for the scheduled interview due to lack of the time or other unavoidable issues, the
communication gets ended or if required they might be contacted in the future.
70
6) Managing & Coordinating the interviews:

The interviews are conducted for the candidates appeared in the planned date and time. The
mode of the interview is telephonic or via video conferencing. The candidates are evaluated
by the panel of two or more people.

7) Candidates are selected and asked to complete the joining procedure:

By the time all the interviews are done for the candidates appeared, the interviewees discuss
to take the final decision about selecting/rejecting the candidates. After the final decision is
made, the selected candidates get contacted to inform about their selection and the further
procedures.

71
 OFFLINE RECRUITMENT & SELECTION AT UPL 3

* TALENT MAPPING
* IDENTIFY SOURCE OF RECRUITMENT
* SCREENING
* INTERVIEW ROUND
* SHORTLISTING OF SUITABLE CANDIDATES
* FINAL ROUND
* FEEDBACK SESSION WIH SELECTIVE AUTHORITY
* NEGOTIATION
* PRE EMPLOYMENT MEDICAL CHECK-UP
* JOB OFFER
* BACKGROUND VERIFICATION/REFERENCE CHECK
* JOINING FORMALITIES

1) Talent Mapping :

The manpower requirement of the company is found out with help of “Manpower
Requisition Form”. It contains all the details of person who is giving resignation at
company, such as – unit/ location, salary grade, desired qualification & experience,
proposed designation, internal talent explored for this scale etc.

2) Identify Source Of Recruitment:

 INTERNAL SOURCES

 EXTERNAL SOURCES

 INTERNAL SOURCES

Employee

Referrals Existing Employees Create internal Previous

Applications

Employee Referrals : UPL-3 mostly use this source of internal recruitment because
UPL employees will suggest only those candidates who are really genunie & would fit in
the organisation. Morever employee reputation is also at stake so they will recommend
good employees only.

Existing Employees : Create internal job opportunities

Previous Applications : Candidates, who were put on hold at the time of previous
interviews get reconsidered for the ongoing vacancies.

EXTERNAL SOURCE
* Outsource recruitment Advertisement Internet recruitment
Campus recruitment

Outsource recruitment : If job is vacant for more than 30-40 days UPL- 2 take help of
outsource Association.

Advertisement : When bulk number of candidates are require for job this source is
used.

Internet recruitment : Uses [Link], [Link], and [Link] .

Campus recruitment : UPL 2visit the colleges to select students depending on their
ability to work, capability, focus and aim.

3) Screening : Scrutinize 10th, 11th, 12th grade points & graduation grade,
first job, gap, there are any backlogs etc. In screening round candidate
submit the above data without any original documents attested. If
candidate pass all the checks then they will ask for the original documents
photocopy to be attested.

4) Interview round : The first round of interview conducted is written test for field
worker to check their technical skills and ability. It saves time and provide edge to
decide who can go for personal interview. For field operator position there are 3 rounds.

1. Written test

2. Personal interview

3. Personal interview with head of HR & Production department.

73
 Interview round consists of :

 Telephone interview

 Personal interview

5) Short-listing of suitable candidate : The prospective applicants shall first be

short listed by HR facilitator and thereby concerned department head. Telephonic
interview shall be conducted & the short-listed candidates shall be called for personal
interview by the HR department after approval from location head. HR department will
be responsible for organizing interviews i.e. making all physical arrangements,
payments of fare to candidates as per company policy.

6) Final Round : Final round of interview is conducted at this stage and who pass this
level go further for negotiation of salary and terms and condition of work.

7) Feedback Session with Selective Authority : Interview is conducted in 2 round

parallel in different rooms so at end feedback session of all the respective person
taking interview is done to decide whether they have found of recruit they were
searching for.

8) Negotiation : In UPL 3, this is done by Mr Chintan Haranwala who deal with

selected candidate ask them their expectation, provide them information how much
company can provide them CTC, shows them complete CTC structure and how much
money they will get in hand so that there is complete transparency which will further
lead to satisfy their prospective employee.

9) Pre employment medical check-up : Fitness test is conducted at this stage. To

detect if the individual carries any infectious diseases and to know whether he is fit to
perform the work. It will protect the employer by the claims made by the employee.

10) Job Offer: An offer letter is a letter given by a company to a potential employee
that provides key terms of the prospective employees’ employment. An appropriate
method for breaking a current employment contract and use to put resignation. The
notice period require in UPL 3 for field operator is 1 month and for executive and above
level notice period of 3 months is required.

11) Background verification/ Reference check: UPL 3 ask candidates to provide

the name of referees from whom more information about the candidates can be
solicited. The usual referees may be previous employers; persons associated with
education institutions from where candidate has received education, or other person of
prominence who may be aware of candidates behavior and ability.
74
12) Joining Formalities: UPL 3 has a policy that employee will join organization on
Monday only. On Monday the employee has to perform all joining formalities like
generating employee code, Aadhar card, ESI, gratuity etc. Then on Tuesday, Wednesday
and Thursday they undergo for level 0, and level 1 training (safety training). After
providing safety training written test is conducted in which candidates must score
above 80% and is provided in 3 modules English, Hindi & Guajarati. On Friday and
Saturday new employee will visit each and every department and would introduce
himself. Then from next Monday he will go to his respective department.

Training and development : Upl 3 Has Virtual Trainning Centre & Supply Chain
Academy

There are 3 types of training

 Technical training

 Professional training

 Behavioral training

Performance management :
Goal setting - top manager

75
Production Department :

Definition : A production department is a group of functions within a business

that is responsible for the manufacture of goods. This can include just a few
specialized functions with all other work outsourced, or a fully functioning
department that converts raw materials, assembles components into finished goods,
and packages them.

The production department is responsible for creating the finished products which the
company needs to sell to earn a profit.
 Identifying Inputs. ...
 Scheduling Production
 Minimizing Production Costs. ...
 Ensuring Product Quality. ...Improve Existing Products…

 The production department is responsible for converting raw materials

and other inputs into finished goods or services. In between the processes of
production, the department works to improve the efficiency of the production or
assembly line so that it can meet the output targets set by company
management and ensures finished products offer consumers the best value and
quality.
 The production department is tasked with finding effective ways to lower
production costs. One simple way to do this is to keep the production machinery
and equipment well-maintained so the firm does not regularly incur repair costs.
 There are various processes whose produce & finish time are different.
There are processes which take 15 days to complete, & there are also process
which take a day or two.

76
Main products of UPL 3
o Sporto
o Perito
o Pendi
o Glufo
o Glomazone
o FS/SC Products
o Moliculs

2 Types production :

1. Solid form &

2. Liquid form

Process of Production

A production process is the method of using economic input or resources, like labor,
capital equipment or land, to provide goods and services to consumers.

* Raw Material Acquisition

* Unit Operation
* Reactors

77
* Boilers
* Mixing
* Processing & make into a certain Solution
* Various Utility { Cooling Tower; Chiller } which helps in processing the finish good
in very subtle way
* Store house { proper storage – certain chemical which cannot be put in direct
sun exposure; or cannot be store in water & explode if comes in contact with air }

Quality Analysis :
Quality analysis is one of the major aspects in software development and maintenance.
Quality analysis and assurance gives high quality end products and customer
satisfaction. Experts in various testing, automation and quality assurance methods are
in high demand with a great career scope.

Function of quality analysis

 Design and implement testing plans for products

 Identify procedures and scenarios for the quality control of products and services

 Process product reviews and inform the development team of defects and errors

 Communicate quantitative and qualitative findings from test results to the

development team

 Monitor efforts to resolve product issues and track progress

 Ensure that the final product satisfies the product requirements and meet end-
user expectations

 Spot areas for improvement to enhance the product's efficiency

 Research the current market for similar products and compare results

78
Quality analysis process

QA Vision:
Be a Quality Assurance Team that plays strategic role in implementing best practices to
exceed customer & Stakeholders.

Standard operating procedure for handling:

Step 1: Arrival of tanker & gate entry is made by Security. The driver of the truck has ID
Card & documents which are checked by Security at gate & then only truck is allowed to
enter in UPL.

Step 2: Primary checking is done by Security. At this level it is checked that tanker Valve
are proper or not and there is no material spillage & valves at top are properly & tightly
locked or not.

Step 3: There are four plants in UPL -2 each plant has their own sticker. Plant wise
different stickers are mentioned on the Tanker. The sticker helps in guiding person in
vehicle department he need to go & if he goes in wrong direction, any worker or
Employee of UPL – 2 can help him & tell him that he is going in wrong direction.

Step 4: When truck arrives to plant there is one person in plant who informs the QA
Department about arrival of new truck & QA Department send one of its employee to
bring sample. As per SOP they take sample.

Step 5: The content goes for Quality Assurance & Quality Control Department.

 SOP : If worker has to go at height to bring sample he must wear proper belt to
avoid any injury or accident and protect him from any kind of fall.
After taking sample analysis is done & when sample is passed, Information is provided
at Plant & gate that the truck has been accepted & truck content can be unloaded,
transferred & emptied.

79
Planning Department :

Department Head :

Definition : An organization within a municipal government which is typical focused

on determining appropriate use of land through adoption of general or comprehensive
plan policies.

Planning is the process of deciding what is to be done , who is to be do it , how it is to

be done.

Function of planning department

Preparation of Plan and Budget Link, Plan Supplement, etc. Monitoring and review of
the implementation of Plan Schemes. Coordination in the matter of planning and
development in the State. Overseeing the execution of plan schemes.

 Planning department work is to plan how to increase the productivity.

 When raw material (RM), & packing material (PM) need to be purchased and in
which quantity is required to be purchased is planned by this department.

 When production is to be done, quantity, dispatch in –out time all comes under
the preview of this department.

 PTF meeting is held for next 3 months in which production targets are given and
then required RM, PM & other inventory intend are told to purchase to make
uninterrupted production process.

 Department work on RM, dispatch and PM.

 Department work with excel.

 Department send information of dispatch to commercial department thought

80
mail.

 For Captive and Local dispatch- vehicle arrangement is made by commercial

department.

 Export dispatch – generate a system T code through SAP, system gives date or
day limit within 7 days. If any problem arrives in export than system send report direct
H.O.

(SAP) Material Management

DATABASE --- FEATURES--- COMPARISON---TCS TECHNO--- COMMENTS--

-PURCHASER---PO---ACCOUTING STRATAGY---DELIEVER---STORE

COMMERCIAL DEPARTMENT

Department head :
Definition :
Commercial management is "the identification and development of business
opportunities and the profitable management of projects and contracts, from inception
to completion".

FUNCTIONS OF COMMERCIAL DEPARTMENT

81
 Commercial department have to manage the herbicide and Insecticide goods.
 The task of this department is to manage the warehousing activity in the
company.
 In simple, commercial department stores the finished goods and raw material.
o Dispatch & Store department (includes)

Store function goods receipt:

 Recording of the material as gate entry.
 Verification and inspection of material.
 Recording of discrepancy.
 Posting and receipt.
 Inspection and approval of the material rejection and dispatch of rejected
materials.
 Tagging.
 Location and prevention.
 Insurance formalities for damaged material.
 Replacement against the rejected materials.
 Replenishment against shortage.
 Dispose and rejected damaged material in consultation with supplier, insure,
account and users.
 Periodic reconciliation of good receipt register with gate inward register. Store
function- receipt process for rejected material
 Timely inspection and approval of the materials by the users.
 Endorsement the GR document by citing the technical aspects for rejecting the
materials.
 Store to rejection memo and intimate to the vendor.
 Store to generate the monthly status report of the rejected materials and
circulate for accounts, purchase & users review.
 Purchase department should have rigorously follow- up for the replacement with
the vendor.
 Store should arrange for the immediate dispatch for the rejected material on

82
receipt of the replacement.

Commercial Department Process:

1. a set of symbols;
2. a technique to ensure that everyone uses and understands the symbols in the
same way;
3. data about each process step;
4. a drawing tool to link graphical elements into a readable map.
5. Material comes to department
6. X-ray of material if any problem in there the material is being return to the plant
If not then material is being stored at the warehouse.

Engineering Department :
Department head :

Definition : The Engineering Department is responsible for planning, analyzing and

implementing system extension projects; planning, design, and construction of major
facility replacements; capital improvement projects; continuing improvements to water
system standards; and technical assistance to other departments and to outside
agencies.

Functions of engineering department

The four basic functions of the department are discussed; namely, custom engineering,

83
sales assistance, production assistance, and new product design.
 Maintaining engineering stores.
 Engineering related project works.
 Commissioning of new machines.
 Maintain /up keeping machines.
 Purchase of engineering spare.
Assets care is our Moto.
 Plant layout and equipment selection, with consideration of human and
economic factors, is the responsibility of the production engineer. He chooses
processes and tools, integrates the flow of materials and components, and provides
for testing and inspection.
 The operating engineer controls machines, plants, and organizations providing
power, transportation, and communication. He determines procedures and supervises
personnel to obtain reliable and economic operation of complex equipment.
 Engineer’s work involves checking, repairing and servicing machinery,
equipment’s systems and infrastructures.

FINANCE DEPARTMENT Department head :

Definition :
Finance is when we grant or give some funds and manage the funds for some individual,
business, and government. ... In simple words, finance is the management of money,

84
including investing, renting, saving, lending, budgeting, etc. It is not just about shifting
money.

Functions of finance department

 Bookkeeping. This involves tracking and recording every single transaction
associated with your startup. ...
 Tax and Compliance. ...
 Finance Planning & Analysis. ...
 Providing Strategic Guidance. ...
 Fund Raising.
 Risk management
 Capital budgeting

85
Activity of Department

1. Recruitment

 Profile shorting

 Call out interview by mail and telephone calls

 Arranging interview schedule (Date, Time, Place)

 Interview Process

 Selection and Offering

 Joining process

 Induction

[Link] and Development

 Arrange Training Schedule as per planning

 Arrange Development safety programme

[Link] labor management

 Arrange manpower

 Update manpower work register and records (Attendance sheet, Leave, Casual
break)

86
Purchasing Department

Most major companies and even some government organizations have a purchasing or
procurement department as part of everyday operations. These department provide a
service that is the backbone of many manufacturing retail military and other industrial
organizations. Many individuals, even some who work for these companies, are
unaware of what the purchasing department does, why it exists or what purpose it
serves. To understand better what the role of the purchasing department is consider
some functions it performs.

Procurement Materials

Capital Items-Mechanical; Fabricated equipment like storage tanks, process filter,

reactors, heat exchanger, scrubber, bellows, dryer, cooling towers, compressor, pump,
gear boxes, valve, sight glasses, weighing scale, pipe and fittings, plants, weighbridge,
etc.

Procurement chemicals strategic sourcing and operational key deliveries: Mentoring

purchase department for material planning and developing with vendors for obtaining
timely procurement of materials at favorable terms etc.

In a retail environment, the purchasing department makes sure there is always

sufficient product on the shelves or in the warehouse to keep the customer happy and
keep the store well-stocked.

Purchasing oversees all of the vendors that supply a company with the items its need to
operate properly.

87
List below are the six basic activities in a purchase department.

1. Store assistant /executive sends a purchase indent to the purchase executive

depending on the status of the material available in the store.

2. Purchase executive then collects and creates a purchase order

3. Purchase manager will approve the PO’s within a day and send back to the
purchase executive
4. Approved PO should be sent to the supplier on the same day (hard copy/ Email)
5. Supplier will then send the materials to the company with the invoice and delivery
Challan.
6. Once the material are received, the store assistant /Executive check for the
quality and quantity and prepares a Goods Receipt Note and updates the stock on the
same day.

Office Time

Shift Time

General shift 9:00 to 17:50

1st Shift 7:00 to 15:00

15:00 to 23:00

2nd Shift

3rd Shift 23:00 to 7:00

A. Leave record maintain

 Sick Leave

 Cause leave

 Privileged Leave

88
 Restricted Holiday

B. Employee engagement activity

C. Performance management system

EMPLOYEES AT UNIT 3

335 Employees

135 Unemployees

700 Workers par day

1,100 to 1,200 Workers work every day.

KEY INDICATORES

P – PRODUCTIVITY

Q – QUALITY

C - COST

D – DELIVERY

S – SAFETY

M – MORALE

Looks Employees life cycle HR.

RECRUITMENT

ONBOARDING

89
LEARNING AND DEVELOPMENT

PERFOMANCE MANAGEMENT

WALFARE

PAY ROLE

Facilities for employee

 Canteen

 Travelling

System & Process

 HRM (Human Resource Management)

1. For Leave Application

2. General information about employee

 People Strong

1. To check pay slip

2. Tax declaration information

Types of communication channel

 Telephone

 Mail

 Notice Board

90
Scheme

 Employee reference policy

 Suggestion Scheme

Safety Suggestion Scheme

CHAPTER 3 : EMPLOYEE ENGAGEMENT

Introduction: -

Employee engagement is defined as the emotional investment employees make in their

organizations. It is the passion, involvement, and motivation they bring to work, which
they use to guide their work. Engaged employees identify with the goals of the
organization and align their own goals with the organization’s goals.

The focus on employee engagement is on the rise globally. And it is not an issue
relegated only to the HR team of an organization. It is a business concern that requires
serious consideration. In this piece, we discuss what employee engagement means,
why it is critical to the bottom line of an organization, effective technology-enabled
employee engagement, and examples of employee engagement in action.

Employee engagement is defined as employees' emotional investment in their work – in

terms of the passion they put into their work and the motivation they feel to do their job

91
well.

IMPORTANCE OF EMPLOYEE ENGAGEMENT

[Link] productivity:when the employee feels more engaged, they are likely to
become more productive. Not only are they likely to “work smarter” as in looking for
areas of improvement of implementing those necessary changes with little or no
direction but they are also more likely to want to work alongside colleagues and
management for the overall benefit of the company.

[Link] in Relationship Building: Employee engagement about a building the truly

great relationship with the workforce and ensuring that the bond lasts. Any organization
that embraces fine employer principles, recognizes an employee’s talent and potential,
and is committed to providing and enriching professional experience, is bound to
success.
[Link] profits: Employee engagement is the root of the both employee and
customers’ retention, both of which contribute the increase the profit are the primary
goal of company shareholders. Therefore, shareholders who seek increased profit
should way to increase employee engagement, by maintaining a positive work
environment and providing superior pay level and benefit plan, shareholder can keep
worker within their companies happy while increase their own profit.

[Link] workplace satisfaction:The element of employee engagement and

workplaces satisfaction reinforce each other. Higher level of employee engagement
leads to higher level of workplace satisfaction. Which in turn to higher level of employee
engagement.

[Link] pride and innovation: employee Engagement enhance pride and

innovation and unleashes the potential of organization most potent asset. Engaged
employee are committed and work with passion. They perform consistently high level
and want to use their talents and strengths every day.

92
FACTORS AFFECTING EMPLOYEE ENGAGEMENT

Career Development Opportunities

Career development opportunities are one of the factors contributing to employee
engagement at the workplace.  When employers continuously invest both time and
money in their employees’ development at the workplace, employees will realise that
the company is also interested in the progress in their career.
Start providing employees not only with formal learning programs, but also with the
opportunity to practice their newly acquired skills and knowledge on the job.

Flexible
Another factor contributing to employee engagement is the flexibility of employee’s
hours at work. Employees are given the flexibility to either work around the regular
office hours or work away from the office.
Other choices include starting work at a later time and finishing off later or vice versa.
This option is useful especially for working parents who have to drop their children off
to school or having to pick them up.

93
Fair Pay Structure
While salary is a sensitive issue to talk about, it is something that nobody can avoid.
Explain to your employees how your company’s pay structure works and what they look
for when a certain employee deserves a promotion. By being transparent and educating
your employees about this sensitive issue, employees will understand better and even
work harder to prove to you that they deserve that promotion.
With that being said when the time comes to promote someone, you would have to be
careful and explain to him or her, on why they are not ready for that promotion just yet
and show them what they could do to be better next time around.

Transparency and Honesty

Nobody likes gossips and beating about the bush.
One of the contributing factors to employee engagement is having a transparent and
honest work environment, where employees are able to walk up to you and have a
serious discussion that has been bothering them for a while. This is one of the factors
contributing to employee engagement.

Communication
Communication is another factor that contributes to employee engagement. When
there is miscommunication among you or your employees, there will always be
problems either in the project or within the company. Try to prioritise a regular team
meeting as a critical part of company’s communication, and employees should be abler
to offer their views on how to improve communications both within their departments
and in the company.
You can also include the ways of communicating in inductions process for new
employees so that the newbies are aware and does not appear lost in translation.

94
IMPACT OF EMPLOYEE ENGAGEMENT ON PRODUCTIVITY

Most organizations focus on their deadlines and getting work done instead of focusing
on the level of employee engagement in their organization. They tend to forget that it is
also important for employees to be enthusiastic about what they are doing. One
engaged employee can contribute a lot more to organizational productivity than ten
disengaged employees. Here’s how employee engagement can have a positive impact
on your business.

Satisfied and Happy Employees:

Employee engagement is one of the many ways to boost employee job satisfaction.
Engaged employees are more satisfied with their jobs than the others. Focusing on
employee engagement helps you create a positive workplace culture that drives
organizational success. When employees are satisfied with their job responsibilities,
they put extra effort into what they are doing and improve their overall performance.

Improved Customer Experience:

A customer-centric approach always adds value to an organization. Focusing on
employee engagement helps you fill the gap between how the company treats its
employees and how the employees are expected to treat their customers. Engaged
employees tend to be happier and thus tend to provide a better customer experience.
When the customers are happy with the service provided to them it eventually leads to
the success of your business.

Innovative Work-approach:
Repetitive tasks lead to disengagement and loss of interest in employees. When you
focus on employee engagement and design a challenging workflow for your employees,
the way of approaching their workplace goals changes. Employees tend to use a more
innovative approach to achieve their goals.

95
Better Employee Retention & Talent Acquisition:
It is a known fact that the more an organization focuses on its employees’ happiness
and satisfaction, the more loyal the employees are to the organization.
According to Gallup, organizations with highest performers have three things going for
them:
(1). they have tenures of a decade or more in their organizations
(2). they are engaged in their work and
(3). they are in roles where the expectations of the job align well their innate talents.
Each variable affects outcomes on its own, but the highest performance comes from
the combination.
When your organization focuses on employee engagement and satisfaction, it not only
attracts quality talent for your company but also helps you retain your existing
employees better.

Increased Employee Productivity:

Employee productivity is important to any business. The more productive your
employees are, the more successful you’ll be as a business. According to Gallup, highly
engaged teams are 21% more productive and have 28% less internal theft than those
with low engagement. Engaged employees are innovative and always have an idea or
two about what they can do better. Their quality of being collaborative and enthusiastic
towards work, allows them to complete their workplace goals more effectively; which
leads to increased workplace productivity.

96
HOW TO MEASURED EMPLOYEE ENGAGEMENT?

[Link] & Inclusion
Measuring diversity and inclusion within your organization is a key KPI that can help
create a welcoming company culture that retains your employees and attracts top talent.
Higher rates of diversity and inclusion have also been found to correlate with more
successful companies that are able to weather difficult circumstances, even financial
recessions.
So, the case for investing in strong D&I initiatives is also a strategic and smart business
decision. To start a successful D&I initiative, it’s important to review your people data
and find out where your company has any gaps. See if you can spot imbalances before
they lead to turnover. Include the number of employees that identify as each gender and
ethnicity at the company level, as well as by seniority and department. It’s also a good
idea to include compensation data by demographic to keep an eye on pay equity at your
organization.

[Link] Engagement Surveys

Another way of collecting opinions to gain insight into levels of employee engagement
is by using employee engagement surveys.
These surveys can vary in cadence, but the general rule is: the more frequent, the better.
Today’s workforce is comprised of Millennials who naturally resonate with continuous
feedback and information loops. For companies scaling quickly, after the employee
onboarding process is a great time time to check-in on new hire engagement and
ensure expectations have been met.

Using employee engagement surveys enables Human Resources teams to ask real
questions related to the employee experience:

97
  How valued they feel as an employee?
 How satisfied they are with their work/ life balance?
 How they feel about their career prospects?
Using a combination of open and closed questions in order to get both quantitative and
qualitative feedback from your team will give you valuable insight on what your
organization could be doing to make people feel more engaged.

A positive score coming out of the survey is great, but if it is achieved dishonestly, then
it won’t provide you with the knowledge you need to actually improve your
company's employee experience. Nor will it help the success of your company.

[Link] Net Provider Score (eNPS)

Net Promoter Scores were originally introduced to measure the levels of satisfaction
and loyalty of customers.

They have since been adopted internally by progressive employers to ascertain the
same information from their employees. This is done by asking the simple
question, “How likely is it that you would recommend working at our company to a
friend or colleague?”

Generally, the question is answered on a scale from 0 to 10, where anyone answering
0 to 6 considered a detractor, 7 and 8 considered passive, and 9 and 10 respondents are
considered promoters.

To calculate your employee NPS, you simply subtract your detractors from your
promoters (and ignore the passives) and divide by the total number of respondents:

Employee NPS = (promoters - detractors)/ total respondents

A negative score indicates that more employees said they would not recommend

98
someone to work at your company, whereas a positive score indicates that more people
would recommend your company as an employer of choice.
Evidently, the more positive the score, the better. Employees that are engaged will be
more likely to recommend a position to a friend or colleague.

[Link] Absenteeism and Turnover Rate

It's no secret that engaged employees show up and put in the effort.
Examining trends in absence rates and turnover rates of your employees can be a good
indication of employee engagement, but unfortunately, it’s a lag indicator.
According to market research, you should aim for an annual employee turnover rate of
10% or less. Of course, a certain amount of employee turnover can be beneficial in
terms of moving the company forward and sparking change, but unnaturally high
employee turnover can be a massive ROI killer for your organization.

From a ground-up approach, absenteeism and turnover rates within teams will also
show you whether there are certain managers or departments that need attention to
improve employee experience. Also, if certain employees are often away without valid
reasons, this can affect the rest of the team.

A proactive way of improving both employee absenteeism and turnover rates is by

understanding what motivates your employees when they are hired, and ensuring that
these motivations are continually met and exceeded during their tenure with the
company.

Presenteeism can also be an issue. This is where employees arrive to work, but they
aren’t actively engaged in the activities they are performing. They might be distracted,
put less effort, or not be doing what they should be.

This can be a strong indicator of declining employee engagement, and if it’s a team-
wide issue - it signals a need to realign your company's success with that of your
employees.

99
CHAPTER 4: -LITRATURE REVIEW

1. G Nalini, Dr. KhyserMohd “EMPLOYEE ENGAGEMENT: A

LITERATURE REVIEW” (2019)
Modern organizations consider their employees to be full of enthusiasm, excitement
and express initiative at work, they want them to take concern for their own
development, try for high quality and performance, be stout and dedicated to what they
do and in other words companies need their employees be engaged. Engagement is
achieved when people envisage that their organization respects their work, their work
contributes to the organizational development and more prominently their personal
ambitions of growth, rewards and pay are met. The study deals with the study of
literature on Employee Engagement concept, and drivers of Employee Engagement This
study is based on secondary data which is collected through referring journals, Books
and websites.

2. ErajesvariePillay, Dr. Shamila Singh, Corresponding Author: Dr.

Shamila Singh [the impact of employee engagement on
organizational performance] (2018)
The impact of employee engagement on organizational performance has attracted
much debate over the past two decades. This study examines the impact of employee
engagement on organizational performance in an insurance brokerage as well as the
factors that influence and shape employee engagement in the context of the
organisation. To achieve this objective, a qualitative research approach was adopted for
this study. Using an inductive approach, interviews were conducted to gain insights into
the factors that affect employee engagement and the data was gathered and analyzed
using thematic analysis. The key finding of this study was that there is an
understanding of the concept of employee engagement and its impact on
organizational performance. The study revealed that low engagement affected
commitment and motivation levels of staff. The low employee engagement levels were
produced by job design, ineffective communication, management approach,

100
participation and incentives in the form of recognition.

101
 3. Munish, Rachna Agrawal: (2017) [Employee engagement and

retention review of literature]

The other objective is to analyze the critical factor which can affect the level retention
and engagement of employee with the help of literature review. For the current article
researchers review 30 relevant research paper/ literature comprising employee
retention & engagement concept and practices amply. The finding of the study like good
training & development, comparisons structure, autonomy, quality of work life, work
polices and arrangement will lead the managers and management to new dimension
with holistic approach in the field of employee relation & engagement.

4. Manish Bhalla &Dr. vaisali Sharma (jagannath university, Jaipur,

Rajasthan, India)
Employee engagement is a relatively new but extremely popular concept in the field of
human resource development. Employee engagement is a strategic approach for
driving improvement and encouraging organizational change. Organizational have the
potential to gain considerable benefit from incorporating engagement into their culture.
Engaged employee contribute to the foundation line of any business end their
engagement in echoed in their services to client and customers. This paper makes an
attempt to study the different theatrical dimension of employee engagement with the
help of review of literature. Through this paper, we also aim to provide a comprehensive
account of how employee engagement need to be intergraded within the HRM fabric of
an organization of engagement is to yield structure competitive advantage.

5. Bulbul Kar1, Dr Biswadeep Mishra2 [. A Literature Review on

Employee Engagement and other Construct] (2016)
Employee engagement has become a trending word in recent years. In spite of this,
there remains a dearth of critical academic literature on the subject, and relatively little
is known about how employee engagement can be influenced by management.
Although there is a great deal of interest in engagement, there is also a good deal of

102
confusion. At present, there is no consistency in definition, with engagement having
been operationalized and measured in many disparate ways. And there is no evidence
of an anonymous view on what are a key driving factor of employee engagement. The
review aims to add value to the current state of knowledge by critically evaluating the
existing literature on employee engagement and providing a reflective stance on
existing debates and findings. As a result, it addresses concerns about the lack of
agreement on what engagement is and how issues surrounding it can be addressed.
The relationship of employee engagement with some other construct has being studied
in this literature. And some of the drivers of employee engagement have been identified
in this literature.

6. [Link]. Alaa Amin Hassan Omar [Employee Engagement: A

Review of the Recent Empirical Literature] (2016)
Employee Engagement is a topic in Human Resource Development (HRD) that has
gained considerable attention in the recent years. Despite its importance in the industry,
little has been done in terms of academic research in the subject area of Employee
Engagement. Antecedents, consequences and correlations of Employee Engagement is
still lacking in terms of research knowledge. This systematic literature review is a
wakeup call for more empirical research to be done in the field. The review here focuses
on four perspectives of employee engagement and concentrates on consequences and
antecedents of employee engagement. The findings of this review will be useful as a
guideline for future research in employee engagement and in HRD. This study reviews
30 empirical research papers on employee engagement.

7. (Saxena et al., 2015)

This review is based on analyses of employee engagement criteria of existing employee
engagement of targeted manufacturing industries. The study was very helpful to find
the relation between employee engagement and organization culture and it has a great
impact on organizational performance in terms of productivity and profitability. It
reveals the direct connection between employee engagement and organization culture.

103
organization performance proves that employee engagement is crucial for job
satisfaction and employee loyalty and retention in the organization.

8. Madhura bedarkar, Deepikapandita: (2014) [A study on the drivers of

employee engagement impacting employee performance]
Employee engagement is a concept gaining significant importance in the Past 10 years.
Organization today use engaged employee as a tool for strategies partner in business
The study explores the concept of employee engagement also throw light on key drivers
of employee engagement by analyzing specifically three divers namely communication,
work life balance and leadership. This study also analyzes how these drives impact the
level of employee performance and well-being at workplace of the employee. This
available literature on drives of employee engagement indicates that there is paucity of
literature on these drivers and their impact on employee engagement. Thus, we focus
on this three specific and less researched drives.

9. Dharmendra MEHTA, Naveen K. MEHTA [Employee Engagement: A

Literature Review] (2013)
Motivated and engaged employees tend to contribute more in terms of organizational
productivity and support in maintaining a higher commitment level leading to the higher
customer satisfaction. Employees Engagement permeates across the employee-
customer boundary, where revenue, corporate goodwill, brand image are also at stake.
This paper makes an attempt to study the different dimensions of employee
engagement with the help of review of literature. This can be used to provide an
overview and references on some of the conceptual and practical work undertaken in
the area of the employee engagement practices.

10. Solomon Markos, M. Sandhya Sridevi [Employee Engagement: The

Key to Improving Performance] (2010)

104
Employee engagement is a vast construct that touches almost all parts of human
resource management facets we know hitherto. If every part of human resources is not
addressed in appropriate manner, employees fail to fully engage themselves in their job
in the response to such kind of mismanagement. The construct employee engagement
is built on the foundation of earlier concepts like job satisfaction, employee
commitment and Organizational citizenship behavior. Though it is related to and
encompasses these concepts, employee engagement is broader in scope. Employee
engagement is stronger predictor of positive organizational performance clearly
showing the two-way relationship between employer and employee compared to the
three earlier constructs: job satisfaction, employee commitment and organizational
citizenship behavior. Engaged employees are emotionally attached to their organization
and highly involved in their job with a great enthusiasm for the success of their
employer, going extra mile beyond the employment contractual agreement.

11. SupriyaAhlowalia, Deepika Tiwary, AjeyaJha: [Employee engagement

structure theatrical review]
Human resource are the most valuable and significant assets of the organization.
Engagement of employee now recognized as critical factor by organization to gain a
competitive advantage. Employee engagement ensures high level of passion,
enthusiasm, commitment and involvement by the employees, which further transcends
into much tangible and intangible benefit for their organization. Linkage between
employee engagement and various performance metrics. This article also discusses the
negative impact on disengagement and the various corporate practices purpose by
Indian companies to enhance employee engagement.

12. (Mokaya et al., 2014)

Employee engagement was incredibly affected by execution administration, self-
awareness and development, work environment diversion and remuneration package.
However, among the determinants, remuneration is the highest contributor of employee
engagement with working environment diversion having the slightest impact. Low

105
engagement and job satisfaction can add to different authoritative issues and have
been related with expanded levels of turnover and absenteeism, adding potential
expenses to the association regarding low execution and decreased productivity. It is
important for bank management to be aware of the needs and make up of their
workforce, as well as the impact of environmental factors, when developing their
programs and policies that have suggestions on engagement.

13. Chandra Sekhar Patro (2013)

made study on The Impact of Employee Engagement on Organization’s Productivity.
From the study it can be certainly concluded that high levels of employee engagement
will lead to improved employee involvement & commitment towards job and will lead to
creating a motivated workforce that will work together to realize the common goals of
the organization. Thus, engagement is a state where a person is not only intellectually
committed but also has a huge amount of emotional attachment with his/her job that
goes beyond & above the call of duty so as to further the interest of the company. The
organizations should provide freedom to make their work exciting and also are
providing them an environment wherein they can say good-bye to a monotonous work
along-with providing their employees with better infrastructure and other facilities. They
should focus on retention as an outcome of three HR focus areas such as employee
career growth & remuneration, motivation, and compensation. Thus, working in a
cooperative & safe environment adds to the engagement level of an employee.

14. Nakka Uday Kumar & Dr L. Srinivas Reddy

made a Study on Employee Engagement of Millennial in the Organizations. Engagement
practices of other organisation cannot be imitated every time to achieve success of one
organisation. The work of human resources professionals and managers who are
responsible for millennial engagement is to understand and know that there are
generational differences, and the employee engagement aspects for their organisation
will not always be the same as their competitor. The paper also provide information of
various characteristics of millennial (generation Y) like- interested in getting feedback
on his or her performance, self-confident, well educated, seek challenges, able to multi-

106
task, skilled in technology, have high expectations for themselves, have plenty of energy,
and prefer to work in teams, rather than as individuals and work life balance is of
utmost importance to them. The paper also states & realise the fact that millennial need
for immediate results in their work, social interaction, and desire for speedy
advancement may be seen as weaknesses by older colleagues. Due to these aspect
leaders need to dwelve into their own organizations pushing to learn which factors can
drive and increase the engagement, and learn the areas which they must protect to
prevent decreases in the engagement across generations.

15 . Kovarik, (2008)
Generation Y employees are significantly more focused than earlier generations on
finding work that is meaningful and that allows them to make a meaningful contribution.
For this generation, the factors that drive engagement go beyond tangibles like rewards
and benefits, the Generation Y cohort rather seeks a meaningful compensation that is
more closely aligned to their values. Generation Y members want the ability to
contribute towards something worthwhile that draws from the best each unique
Generation Y-er has to offer (Galpin et al., 2006). Therefore, placing members of this
generation in cross-functional teams where they are constantly given diverse and new
information about the business, industry or the world in general is where Generation Y-
ers will be best utilized and most likely to stay engaged at work.

16 (Blessing White, 2008; Erickson, 2005; Macey and Schnieder

,2008).
Therefore, the full engagement equation is obtained by aligning maximum job
satisfaction and maximum job contribution. Stephen Young, the executive director of
Towers Perrin, also distinguishes between job satisfaction and engagement contending
that only engagement (not satisfaction) is the strongest predictor of organizational
performance (Human Resources, 2007).

107
CHAPTER 5: -RESEARCH METHODOLOGY
PROBLEM STATEMENT: -
How UPL Ltd. Provide its employees with better work environment so as to promote
employee engagement to achieve its goal of organization.

OBJECTIVES: -
 To know employee engagement practices in UPL LTD, Ankleshwar
 To study various factor affecting employee engagement.
 To recognise factors that boost employee engagement.

REASEARCH DESIGN:
A research design is the department of condition of collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economics in
producer.
Thus, my research design will be descriptive type because it will be examining the
various parameters which will indicate the employee engagement in organization.

DATA COLLECTION METHOD:

The data for this study is collect through a questionnaire. The data collected primary
through the survey of selected employees for data collection.

108
 SOURCES OF DATA:
PRIMARY DATA: Primary datacollected through questionnaires to be filled by
employee of UPL LTD.

SECONDARY DATA: Secondary data collected through internet and past year reports
and other sources.

SAMPLING
SAMPLING TECHNIQUES: Non probability convenience sampling.

POPULATION SIZE: Population size is 320

SAMPLE SIZE: Sample size is 70

LIMITATION OF THE STUDY:

1. Survey method is time consuming.

2. Due to limitation of time only few employee would be selected for this study.
3. The sample selected may not be the complete representative of whole population.

109
 CHAPTER 6: - DATA ANALYSIS & INTERPRETATION

1. Gender

Item Frequency Percentage

Male 36 51.40
Female 34 48.60
Total 70 100.0

110
 0%
0%

male
49%
female
51%

Data interpretation:
The above data shows that male employee work in company 51% and female employee
49%.

111
 2. Age

Particular frequency percentages

Less than 30 years 4 5.70

30 years - 40 years 21 30.00
41 years – 50 years 36 51.40
51 years and above 9 12.90
Total 70 100.00

5.70%
12.90%

Less than 30yrs

30.00%
30 yrs - 40 yrs
41 yrs - 50 yrs
51 yrs and above
51.40%

Data interpretations:
The above data shows that the majority employee’s age is 41 years to 50 years and very
lowest employee age less than 30 years in the organization.

112
3. Education

Item Frequency percentage

Diploma 7 10
Graduate 32 45.70
Post graduate 31 44.30
  70 100

113
Data interpretation:
The above data shows that the majority employee’s post graduate and 10% employee in
diploma. That means organization have more knowledgeable person who gives their
best idea according to situation.

114
 4. Work Experience

Particulars frequency percentage

1 year - 5 years 15 21.40

5 years - 10 years 34 48.60
10 years - 15 years 8 11.40
15 years and above 13 18.60
Total 70 100

19%
21.40%
1 yr - 5 yrs
5 yrs - 10 yrs
11%
10 yrs - 15 yrs
15 yrs and above

48.60%

Data Interpretation:
The above data shows that the 48.60% employee is 5- 10 years’ experience in company
and whole chart very lowest percentage for the 11.40% in 10- 15 years.

5. Marital Status

115
 Particular frequency percentage

Married 41 58.60

Unmarried 29 41.40
Total 70 100.00

Marital status
0
0

married
41.40% unmarried

58.60%

Data Interpretation:

The above data shows that 58.6% employees are married and 41.4% employees are
unmarried in the organization.

116
 6. Designation

Particular frequency percentage

Manager 12 17.10
Officers 13 18.60
Supervisor 14 20.00
Employee 31 44.30
Total 70 100

Designation

17.10%

manager
44.30% officers
18.60% supervisor
employee

20%

Data Interpretation:
The above data shows that 17.1% manager, 18.6% officer, 20% supervisor and 44.3%
employee are working in the organization.

117
 1. State your job role. (select the right one option)

Particular frequency Percentage

Individual 26 37.10
Team leader 24 34.30
Manager 11 15.70
Senior-Manager 9 12.90
Total 70 100

12.90%

Individual
37.10%
15.70% Team leader
Manager
Senior-Manager

34.30%

Data interpretation:
The above data shows that Out of 70 respondents’ highest respondents are individual
job role of the company, which means 37.1% respondent is individual in the company.
And lowest respondent job role is senior manager which is 9% percentage.

118
[Link] are the areas that need the most improvement in our organization?

Particular frequency Percentage

Safety 17 24.30
Working culture 11 15.70
Job satisfaction 11 15.70
Good working environment 10 14.30
Promotion 14 20.00
All of the above 7 10.00
Total 70 100

Safety
10%
working culture
24.30%

20% job satisfaction

Good working
15.70% environment

14.30% Promotion

15.70% All above

Data interpretation:

119
The above data shows that most important factor which needs to improve most is
safety because 24.30% respondents are believed that increase in safety factor in
company is the most needed in promotion, present time. And 10% respondents who
believed that all factor like safety, working culture, job satisfaction, good working
environment, promotion, are needed to improve.

3. Do you enjoy your current work?

Particular frequency percentage

Yes 60 85.70

No 10 14.30
Total
70 100.00
0
0

14.30%

Yes

85.70%

120
Data interpretation:
The above data shows that 85.7% respondents sure that they enjoy the current work in
organization and 14.3% respondents not enjoy current work in organization.

4. Do you think currently you have good work atmosphere?

Particular frequency percentage

Yes 62 88.60

No 8 11.40
Total 70 100.00

0
0

11.40%

Yes

88.60%

121
Data interpretation:
The above data shows that 88.6% employee says that they currently they have good
work atmosphere in this organization. 11.4% employee says that they have not provided
good work atmosphere.

5. Are you happy with current job location?

Particular frequency percentage

Yes 62 88.60

No 8 11.40
Total 70 100.00

0
0

11.40%

Yes

88.60%

122
Data interpretation:
The above data shows that, 88.6% employee happy with current job location .11.4%
employees not happy with current job location in organization.

6. What Are the basic training program that you have attended? tick the
application one.

Particular frequency Percentage

Introduction 10 14.30
Soft skill Training 33 47.10
Product Training 14 20.00
Technical training 13 18.60
Total 70 100

14.30%
18.60%

Introduction
Soft skill

20.00% Product
Technical
47.10%

123
Data interpretation:
The above data shows that highest 47.1% employee training by soft skill and lowest
14.3% employee train by introduction.

7. What is the program that you would like the company to organization
to attend along with family?

Particular frequency Percentage

Annual company day 49 70.00
Award ceremony 8 11.40
Sport day 10 14.30
Local festival 3 4.30
Total 70 100

4.30%

14.30%
Annual Company day
Award ceremony
11.40%
Sports day
Local Festival
70%

Data interpretation:

124
The above data shows that, out of 70 respondents the highest respondent’s Annual
company day attend along with family, which manes 70% employee attend annual
company day in organization. and 4.3% attend Local festival in organization.
8. Are you motivated after attending employee engagement activities?

Particular frequency percentage

Yes 61 87.10

No 9 12.90
Total 70 100.00

0
0

12.90%

Yes

87.10%

Data interpretation:
The above data shows that 87.1% employees motivated after attending employee
engagement activities.

125
 9. As an employee what has an increased due to the engagement
activities?

Particular Frequency percentage

Motivation 43 61.40
Morale 13 18.60
Loyalty 14 20.00
Total 70 100

20%

Motivation
Morale
18.60% Loyalty
61.40%

Data interpretation:
The above data shows that 61.4% employees motivation has an increased due to the
engagement activities.

126
10 Are your grievances considered by your supervisor?

Particular frequency percentage

Yes 48 68.60

No 22 31.40
Total 70 100.00

0
0

31.40%
Yes
No
68.60%

Data interpretation:
The above data shows that 68.6% employees graviences considered by supervisor.

127
 [Link] in order according to workplace. [1=lowest, 5 highest]

Rank 1 2 3 4 5

Particular f per f per f per f per f Per

Interesting 1 1.40 2 2.90 3 4.30 17 24.30 47 67.10

Job

Good Work 2 2.90 2 2.90 4 5.70 30 42.90 32 45.7

Place

Promotional 5 7.10 2 2.90 10 14.30 30 42.90 23 32.9

Prospects

Learning 2 2.90 3 4.30 6 8.60 35 50.00 24 34.30

Opportunities

Friendly 4 5.70 5 7.10 7 10.00 31 44.30 23 32.90

Colleagues

50
45
40
35
1
30
2
25
20 3

15 4

10 5

5
0
Interesting job Good work Promotional Learning Friendly
place prospects opportunities colleagues

128
Data interpretation:
The above data shows that 67.10% employee feels that the job is interesting. 45.7%
employee feels that the organization is good work place. 42.90% employee feels that
promotional prospective. 50% employee feels that in learning opportunities. 44.30%
employee feels that in friendly colleagues.
The organization’s corporate culture:

1. The organization give me enough recognition for work that is well done

Particular frequency Percentage

Strongly Agree 9 12.85
Agree 54 77.14
Not Agree 6 8.57
Disagree 1 1.42
Strongly Disagree 0 0
Total 70 100

2. Safety is a top priority with this organization

Particular frequency Percentage

Strongly Agree 23 32.85
Agree 42 60.00
Not Agree 3 4.28
Disagree 2 2.85
Strongly Disagree 0 0
Total 70 100

3. I like people the people I work with at this organization

129
Particular frequency Percentage
Strongly Agree 19 27.14
Agree 45 64.28
Not Agree 4 5.71
Disagree 2 2.85
Strongly Disagree 0 0
Total 70 100

60

50

40

30
Strongly agree
20 Agree
Not agree
10
Dis agree
0
Strongly not agree
The Safety is a top I like people the
organization priority with people I work
give me this with at this
enough organization organization
recognition for
work that is
well done

130
 Data interpretation:
1. The above data shows that 77.14% employee agree about the organization give
them enough deionization for work that is well done. And 12.85% employee
strongly agree about that organization give them enough recognition for work
well done.
2. The above data shows that 60% employee agree with the statement of safety is
the top priority with organization. And 32.85% employee strongly agree with the
statement of safety is the top priority with organization.
3. The above data shows that 64.28% employee agree with the statement of I like
people that people I work with at this organization.27.14% employee strongly
agree with the statement of I like people that people I work with at this
organization.

4. I feel I can express my honest opinion without fear of negative consequence

Particular frequency Percentage

Strongly Agree 17 24.28
Agree 44 62.85
Not Agree 6 8.57
Disagree 2 2.85
Strongly Disagree 1 1.42
Total 70 100

5. My physical working condition in office are good

Particular frequency Percentage

Strongly Agree 11 15.71
Agree 52 74.28
Not Agree 5 7.14

131
 Disagree 2 2.85
Strongly Disagree 0 0
Total 70 100

6. There is adequate noise control to allow me to focus on my work

Particular frequency Percentage

Strongly Agree 18 25.71
Agree 42 60.00
Not Agree 7 10.00
Disagree 3 4.28
Strongly Disagree 0 0
Total 70 100

60

50

40

30
Strongly agree
20 Agree
10 Not agree

0 Dis agree
I feel I can My physical There is
Strongly not agree
express my working adequate noise
honest opinion condition in control to allow
without fear of office are good me to focus on
negative my work
consequence

132
Data interpretation:
4. The above data shows that 62.85% employee agree with the statement of I feel I
can express honest opinion without fear of negative consequences. And 24.28%
employee agree with the statement of I feel can express my opinion without fear
of negative consequences.
5. The above data shows that 74.28% employee agree with the statement of my
physical working condition in office are good. And 15.71% employee strongly
agree with the statement of my physical working condition in office are good.
6. The above data shows that 60% employee agree with the statement of there is
adequate noise control to allow me to focus on my work. And 25.71% employee
strongly agree with the statement of there is adequate noise control to allow me
to focus on my work.

[Link] satisfaction with employee:

1. My general work area is adequately cooled

Particular frequency Percentage

Strongly Agree 10 14.28
Agree 52 74.28
Not Agree 6 8.57
Disagree 2 2.85
Strongly Disagree 0 0
Total 70 100

2. My supervisor treat me fairly

Particular frequency Percentage

133
 Strongly Agree 23 32.85
Agree 40 57.14
Not Agree 5 7.14
Disagree 2 2.85
Strongly Disagree 0 0
Total 70 100

3. My job make use of my skills abilities

Particular frequency Percentage

Strongly Agree 14 20.00
Agree 50 71.42
Not Agree 4 5.71
Disagree 1 1.42
Strongly Disagree 1 1.42
Total 70 100

134
60

50

40
Strongly agree
30
Agree
20
Not agree
10 Dis agree

0 Strongly not agree

My general work area My supervisor treat My job make use of
is adequately cooled me fairly my skills abilities

Data interpretation:
1. The above data shows that 74.28% employee agree with statement of my general
work area is adequately cool. And 14.28% employee strongly agree with the
statement of my general work area is adequately cool.
2. The above data shows that 57.14% employee agree with the statement of my
supervisor treat me fairly. And 32.85% employee strongly agree with the
statement of my supervisor treat me fairly.
3. The above data shows that 71.42% employee agree with the statement of my job
makes use of my skills abilities. And 20% employee strongly agree with the
statement of my job makes use of my skills abilities.

135
4. I have good relation with colleagues

Particular frequency Percentage

Strongly Agree 21 30.00
Agree 43 61.42
Not Agree 4 5.71
Disagree 2 2.85
Strongly Disagree 0 0
Total 70 100

5. While on the job, my idea and opinions are taken seriously.

Particular frequency Percentage

Strongly Agree 17 24.28
Agree 44 62.85
Not Agree 6 8.57
Disagree 3 4.28
Strongly Disagree 0 0
Total 70 100

6. I could easily become as attached to another organization as I am to this one.

Particular frequency Percentage

136
 Strongly Agree 5 7.14
Agree 38 54.28
Not Agree 22 31.42
Disagree 5 7.14
Strongly Disagree 0 0
Total 70 100

50
45
40
35
30
25
Strongly agree
20
15 Agree
10
Not agree
5
0 Dis agree
I have good While on the job, I could easily
Strongly not agree
relation with my idea and become as
colleagues opinions are attached to
taken seriously. another
organization as I
am to this one.

Data interpretation:
4 The above data shows that 61.42% employee agree with the statement of I have
a good relation with the colleagues. And 30% employee strongly agree with
statement of I have a good relation with the colleagues.

137
 5. The above data shows that 62.85% employee agree with the statement of while
on the job my idea and opinion are taken seriously. 24.28% employee strongly
agree with the statement of while on the job my idea and opinion are taken
seriously.
6. The above data shows that 54.28% employee agree with the statement of I could
easily become as attached to another organization as I am one.7.14% employee
agree with the statement of I could easily become as attached to another
organization as I am one.
[Link] organization’s corporate communication:
1. Your organization is supportive of a healthy work-life balance

Particular frequency Percentage

Strongly Agree 11 15.71
Agree 53 75.71
Not Agree 4 5.71
Disagree 2 2.85
Strongly Disagree 0 0
Total 70 100

2. The communication is a two-way process in this organization

Particular frequency Percentage

Strongly Agree 22 31.42
Agree 42 60.00
Not Agree 4 5.71
Disagree 2 2.85
Strongly Disagree 0 0
Total 70 100

138
 3. The organization rules make it easy for me to do a good job.

Particular frequency Percentage

Strongly Agree 15 21.42
Agree 47 67.14
Not Agree 6 8.57
Disagree 2 2.85
Strongly Disagree 0 0
Total 70 100

60

50

40

Strongly agree
30
Agree
20
Not agree

10 Dis agree
Strongly not agree
0
Your The The
organization is communication organization
supportive of a is a two-way rules make it
healthy work-life process in this easy for me to
balance organization do a good job.

139
Data interpretation:
1. The above data shows that 75.71% employee agree with the statement of
organization is supportive of a healthy work life balance. And 15.71% employee
strongly agree with the statement of organization is supportive of a healthy work
life balance.
2. The above data shows that 60% employee agree with the statement of the
communication is a two- way process in this organization. And 31.42% employee
strongly agree with the statement of the communication is a two- way process in
this organization.
3. The above data shows that 67.14% employee agree with the statement of the
organization rules make it easy for me to do a good job. And 21.42% employee
strongly agree with the statement of the organization rules make it easy for me
to do a good job.

4. I am satisfied with my chances for promotion.

Particular frequency Percentage

Strongly Agree 15 21.42
Agree 47 67.14
Not Agree 7 10.00
Disagree 1 1.42
Strongly Disagree 0 0
Total 70 100

5. My co-workers and I work well together.

Particular frequency Percentage

Strongly Agree 24 34.28
Agree 38 54.28

140
Not Agree 7 10
Disagree 1 1.42
Strongly Disagree 0 0
Total 70 100

141
50
45
40
35
30
Strongly agree
25
20 Agree
15 Not agree
10 Dis agree
5
Strongly not agree
0
I am satisfied My co-workers
with my and I work well
chances for together.
promotion.

Data interpretation:
4. The above data shows that 67.14% employee agree with the statement of I am
satisfied with my chances for promotion. And 21.42% employee strongly agree
with the statement of I am satisfied with my chances for promotion.
5. The above data shows that 54.28% employee agree with the statement of my co-
workers and I work well together. And 34.28% employee strongly agree with the
statement of my co- workers and I work well together.

142
CHAPTER 7: - FINDINGS AND RECOMMENDATIONS
FINDINGS:
 During my course of study, I found that the employees of UPL
[Link]. are satisfied with their job. There are majored thinks to be
improved but mentions below are some of the finding of my study.
 most of the employee feel that the environment of the motivating and supporting.
 All employee are clear with their job role and responsibility and most of them are
satisfied with their work assigned to them.
 77.14% employee agree that organization give them enough reorganization for
work that is well done.
 The most important factor which needs to improve most is safety because
24.30% are respondents are believed in increase in safety factor in company is
most needed at the present time.
 15.70 % respondents says that improve in working culture is needed.
 20% respondents say that to improve in promotion.
 There are 88.60% employees who fill satisfied with the good work atmosphere of
the organization.
 According to survey 85.70% employees enjoy with their current job.
 87.10% respondents fill that they have motivated after attending employee
engagement activities.
 All employee are clear with their job role and responsibility and most of them are
satisfied with their work assigned to them.
 employee satisfied that organization give them enough reorganization for work
that is well done.
 In the organization – respondent happy with current job .in every organization
this is most important factor is productivity and for satisfaction of employee.
143
  In every organization employee should performed on their best and for that
organization should apply various practices over employee. here thought
employee engagement practices are helpful to improve their performance and
recognized.
 According to the employee, freedom of work and good relation with their
supervisor and employee are those factors which affect the most while working.
 According to employee, job security, high salary, good work environment, gives
them more job satisfaction.
 In this organization by various employee engagement activities they leads major
attribute of extending support and collective development well sharing and
empathy between employees are also increase which is favourable and
important for organization.
RECOMMENDATIONS:

 Develop the better reward strategy to increase the satisfaction level high.
 Create open communication network so employee good communicate other.
 Create a better opportunity with the use of carrier planning and also develop
planning.
 Working environment is an organizational should be favourable to the employee,
because it is found in the analysis that majority respondents are satisfied with
working environment.
 In company it is feels that plant operate and all worker are need to improve and
organization should assume their safety.

144
CHAPTER 8: - CONCLUSION

I found that all employee are engaged in UPL Ltd. ANKLESHWAR. They are satisfied and
happy with in their work. Company taking and applying all needed facility and practices
for betterment of working culture and to increase performance and satisfied of
employee.
UPL considers employee suggestion and genuine demand and all requirements of
demand of employee. In organization they also trying to create and stress-free
environment that employee can do their best at the job as well they can develop and
increase their potential level. Company constantly trying to keep their employee
engaged and make both side development and making good relationship in company as
well job clarity and trying to enhance organizational competitiveness.

145
REFERENCES:
 AbuKhalifeh, A. N., & Som, A. P. M. (2013). The antecedents affecting employee
engagement and organizational performance. Asian Social Science, 9(7), 41- 46.
doi:10.5539/ass. v9n7p41
 Anand, P. (2011). Case study on employee engagement and performance
appraisal: ITC Maurya. Review of Management, 1(2), 1-6.
 [Link]. Alaa Amin Hassan Omar, Business Administration Department,
School of Management Studies, University of Khartoum, Khartoum, Sudan.
“Employee Engagement: A Review of the Recent Empirical Literature” (2016),
volume 2, issue 6.
 Bakkar, A. B., & Scheufeli, W. B. (2008). Positive organizational behaviour:
Engaged employee in flourishing organizations. Journal of Organizational
Behaviour, 29, 147-154. doi: 10.1002/job.515
 Dharmendra MEHTA, 2. Naveen K. MEHTA, “Employee Engagement: A Literature
Review” (2013), volume 16, issue 2
 ErajesvariePillay, Dr. Shamila Singh (Management College of Southern Africa
(MANCOSA) “The Impact of employee engagement on organisational
performance – a case of an Insurance Brokerage company in Gauteng” (2018),
volume 20, issue 6
 Garber, P. R. (2007). 50 activities for employee engagement. Amherst,
Massachusetts: HRD Press, Inc.
 1.G Nalini, Research Scholar,1Dept. of Business Management 1Telangana
University, Nizamabad, INDIA [Link]. Khyser Mohd Head, Associate professor.
“EMPLOYEE ENGAGEMENT: A LITERATURE REVIEW’’ (2019), volume 6,
 ICTMS -2013, A study on drivers of employee engagement impacting employee
performance, Madhura bedarkar, deepika pandita, (SIBM) and (SIU), india.,
selection and pre- review under responsibility of the organizing committee of
ICTMS – 2013.
 Kothari, C. R. (2012). Research methodology methods and techniques. New Delhi:
New Age International.

146
 Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement.
Industrial and Organizational Psychology, 1(1), 3-30.
 Mani, V. (2011). Analysis of employee engagement and its predictors.
International Journal of Human Resource Studies, 1(2), 15-26. doi:10.5296/ijhrs.
v1i2.955
 Markos, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving
performance. International Journal of Business and Management, 5(12), 89- 94.

147
 Manish bhalla (jagsnnsh university, jaipur Rajasthan, India) Dr. vaisali Sharma
(Jagannath university, Rajasthan, Jaipur, India,) international journal of marketing
and human recourse management, volume 8, issue 2, April- June 2017,
 Saradha, H., & Patrick, H. A. (2011). Employee engagement in relation to
organizational citizenship behavior in information technology organizations.
International Journal of Computer Applications, (1), 1-5.
 Sharma, B. R., & Anupama, R. (2010). Determinants of employee engagement in a
private sector organization: An exploratory study. Advances in Management,
3(10), 52-59.
 solomon Markos (Corresponding author) PhD Scholar, Department of Commerce
and Management Studies, Andhra University Waltair, Visakhapatnam-530 003,
Andhra Pradesh, India. “Employee Engagement: The Key to Improving
Performance” (2010), volume 5
 Thomas, K. (2009). The four intrinsic rewards that drives employee engagement.
Ivey Business Journal, November/December2009.

148
BIBLIOGRAPHY AND WEBLIOGRAPHY

BIBLIOGRAPHY:
 Human Resource Management, Text &; Cases, by Aswathappa K., Tata Me Graw-
Hill Publishing Company Ltd., Seventh Edition, P. 138.

 K. Aswathappa Tata Me Graw Hill, Human Resource and Personnel Management

2005.

 L. M. Prasad, Principles and Practices of Management 2001, Sultan Chand &

Sons, 6th Edition.

 R o b b i n s, S. P., Organizational behavior - Concepts, controversies, applications.

New Delhi: Prentice – Hall of India Private Limited, 1999.

 F.W. Taylor (1911) “Principles of Scientific Management”, New York and London,
Harper & brothers.

 Research Design: Qualitative, Quantitative, and Mixed Methods Approaches by

John W. Creswell and J. David Creswell.

 Luthan F., “Organisational behavior” third edition, McGrow Hill, 1985

WEBLIOGRAPHY:

[Link]
[Link]
[Link]

BALANCE SHEET

149
BALANCE SHEET OF UPL (in Rs. Cr.) MAR 21 MAR 20 MAR 19 MAR 18 MAR 17  

  12 mths 12 mths 12 mths 12 mths 12 mths  

EQUITIES AND LIABILITIES  

SHAREHOLDER'S FUNDS  

Equity Share Capital 153.00 153.00 102.00 102.00 101.00  

TOTAL SHARE CAPITAL 153.00 153.00 102.00 102.00 183.00  

Reserves and Surplus 17,748.0 16,143.0 14,613.0 9,067.00 7,214.00  

0 0 0

TOTAL RESERVES AND SURPLUS 17,748.0 16,143.0 14,613.0 9,067.00 7,214.00  

0 0 0

TOTAL SHAREHOLDERS FUNDS 17,901.0 16,296.0 14,715.0 9,169.00 7,397.00  

0 0 0

Minority Interest 3,693.00 3,312.00 3,454.00 19.00 33.00  

NON-CURRENT LIABILITIES  

Long Term Borrowings 22,146.0 27,371.0 26,383.0 5,873.00 5,350.00  

0 0 0

Deferred Tax Liabilities [Net] 2,662.00 2,777.00 2,197.00 88.00 169.00  

Other Long Term Liabilities 1,378.00 631.00 136.00 232.00 388.00  

150
Long Term Provisions 38.00 24.00 20.00 20.00 16.00  

TOTAL NON-CURRENT LIABILITIES 26,224.0 30,803.0 28,736.0 6,213.00 5,923.00  

0 0 0

CURRENT LIABILITIES  

Short Term Borrowings 1,414.00 1,298.00 2,478.00 634.00 708.00  

Trade Payables 12,525.0 10,233.0 9,847.00 5,675.00 4,875.00  

0 0

Other Current Liabilities 4,823.00 4,045.00 3,024.00 1,169.00 1,352.00  

Short Term Provisions 865.00 1,110.00 912.00 164.00 93.00  

TOTAL CURRENT LIABILITIES 19,627.0 16,686.0 16,261.0 7,642.00 7,028.00  

0 0 0

TOTAL CAPITAL AND LIABILITIES 70,431.0 70,083.0 63,166.0 23,043.0 20,381.0  

0 0 0 0 0

ASSETS  

NON-CURRENT ASSETS  

Tangible Assets 7,147.00 6,238.00 4,690.00 2,874.00 2,483.00  

Intangible Assets 9,929.00 10,842.0 10,832.0 1,131.00 1,169.00  

0 0

151
Capital Work-In-Progress 899.00 1,059.00 1,166.00 1,090.00 633.00  

FIXED ASSETS 19,193.0 19,153.0 17,377.0 5,324.00 4,444.00  

0 0 0

Non-Current Investments 581.00 558.00 706.00 1,034.00 378.00  

Deferred Tax Assets [Net] 1,666.00 1,655.00 731.00 529.00 670.00  

Long Term Loans And Advances 181.00 157.00 156.00 151.00 225.00  

Other Non-Current Assets 1,051.00 1,078.00 847.00 549.00 547.00  

TOTAL NON-CURRENT ASSETS 40,361.0 40,842.0 36,444.0 8,019.00 6,683.00  

0 0 0

CURRENT ASSETS  

Current Investments 37.00 0.00 2.00 0.00 0.00  

Inventories 9,422.00 7,850.00 9,133.00 4,538.00 4,156.00  

Trade Receivables 12,591.0 11,867.0 11,679.0 6,056.00 5,656.00  

0 0 0

Cash And Cash Equivalents 4,853.00 6,752.00 2,851.00 2,894.00 2,895.00  

Short Term Loans And Advances 55.00 40.00 51.00 147.00 119.00  

OtherCurrentAssets 3,112.00 2,732.00 3,006.00 1,389.00 872.00  

152
TOTAL CURRENT ASSETS 30,070.0 29,241.0 26,722.0 15,024.0 13,698.0  
0 0 0 0 0

TOTAL ASSETS 70,431.0 70,083.0 63,166.0 23,043.0 20,381.0  

0 0 0 0 0

OTHER ADDITIONAL INFORMATION  

CONTINGENT LIABILITIES,  
COMMITMENTS

Contingent Liabilities 781.00 785.00 550.00 593.00 648.00  

BONUS DETAILS  

Bonus Equity Share Capital 91.86 91.86 40.86 40.86 40.86  

NON-CURRENT INVESTMENTS  

Non-Current Investments Quoted 116.00 77.00 133.00 99.00 78.00  

Market Value

Non-Current Investments Unquoted 85.00 131.00 161.00 549.00 301.00  

Book Value

CURRENT INVESTMENTS  

Current Investments Quoted Market 0.00 0.00 0.00 0.00 0.00  

Value

Current Investments Unquoted Book 37.00 0.00 2.00 0.00 0.00  

Value

153
Source : Dion Global Solutions Limited

PROFIT & LOSS ACCOUNT

PROFIT & LOSS ACCOUNT OF UPL (in MAR 21 MAR 20 MAR 19 MAR 18 MAR 17  
Rs. Cr.)

  12 mths 12 mths 12 mths 12 mths 12 mths  

INCOME  

REVENUE FROM OPERATIONS 38,418.0 35,478.0 21,609.0 17,269.0 16,443.0  

[GROSS] 0 0 0 0 0

Less: Excise/Sevice Tax/Other Levies 0.00 0.00 0.00 128.00 368.00  

REVENUE FROM OPERATIONS [NET] 38,418.0 35,478.0 21,609.0 17,141.0 16,075.0  

0 0 0 0 0

154
TOTAL OPERATING REVENUES 38,694.0 35,755.0 21,837.0 17,378.0 16,312.0  
0 0 0 0 0

Other Income 258.00 104.00 240.00 414.00 444.00  

TOTAL REVENUE 38,952.0 35,859.0 22,077.0 17,792.0 16,756.0  

0 0 0 0 0

EXPENSES  

Cost Of Materials Consumed 19,096.0 18,743.0 10,904.0 8,112.00 7,816.00  

0 0 0

Operating And Direct Expenses 0.00 0.00 0.00 0.00 0.00  

Employee Benefit Expenses 3,712.00 3,391.00 2,095.00 1,713.00 1,627.00  

Finance Costs 2,060.00 1,481.00 963.00 783.00 735.00  

Depreciation And Amortisation 2,173.00 2,012.00 880.00 675.00 672.00  

Expenses

Other Expenses 7,454.00 6,799.00 5,056.00 4,048.00 3,884.00  

TOTAL EXPENSES 34,575.0 32,475.0 19,867.0 15,331.0 14,734.0  

0 0 0 0 0

PROFIT/LOSS BEFORE 4,377.00 3,384.00 2,210.00 2,461.00 2,022.00  

EXCEPTIONAL, EXTRAORDINARY
ITEMS AND TAX

Exceptional Items -238.00 -623.00 -451.00 -63.00 -81.00  

155
PROFIT/LOSS BEFORE TAX 4,139.00 2,761.00 1,759.00 2,398.00 1,941.00  

TAX EXPENSES-CONTINUED  
OPERATIONS

Current Tax 936.00 759.00 442.00 311.00 293.00  

Less: MAT Credit Entitlement 0.00 0.00 0.00 0.00 0.00  

Deferred Tax -145.00 -181.00 -240.00 43.00 -109.00  

Other Direct Taxes 0.00 0.00 0.00 0.00 0.00  

TOTAL TAX EXPENSES 686.00 586.00 198.00 275.00 189.00  

PROFIT/LOSS AFTER TAX AND 3,453.00 2,175.00 1,561.00 2,123.00 1,752.00  

BEFORE EXTRAORDINARY ITEMS

PROFIT/LOSS FROM CONTINUING 3,453.00 2,175.00 1,561.00 2,123.00 1,752.00  

OPERATIONS

PROFIT/LOSS FOR THE PERIOD 3,453.00 2,175.00 1,561.00 2,123.00 1,752.00  

Minority Interest -624.00 -402.00 -84.00 -8.00 -6.00  

CONSOLIDATED PROFIT/LOSS 2,871.00 1,776.00 1,491.00 2,022.00 1,727.00  

AFTER MI AND ASSOCIATES

OTHER ADDITIONAL INFORMATION  

EARNINGS PER SHARE  

156
 Basic EPS (Rs.) 36.00 23.00 20.00 40.00 34.00  

Diluted EPS (Rs.) 36.00 23.00 20.00 40.00 34.00  

DIVIDEND AND DIVIDEND  

PERCENTAGE

Equity Share Dividend 458.00 328.00 407.00 357.00 214.00  

Tax On Dividend 0.00 0.00 0.00 0.00 3.00  

Source : Dion Global Solutions Limited

157