Professional Documents
Culture Documents
Britannia Marketing Project
Britannia Marketing Project
Summer
➢ To know the satisfaction level among workers for the attendance system
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SCOPE OF STUDY
importance.
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RESEARCH
METHODOLOGY
SAMPLE SIZE
As it was seen that were four shops namely- Good day general. Good day
family,
There were overall 1400 contractual workers working in these four shops in three
shifts.
Sample size chosen for this study was 200 in which 50 workers were chosen from
each shop.
SAMPLE SIZE
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order to make my work easy and systematic I should follow research methods.
PRIMARY SOURCES
The primary data sources was collected from the staff members of HRD by using an
• Questionnaires
• Personal observations
The instrument used for collection of data was questionnaire. The questionnaire
consisted close-ended question.
QUESTIONNAIRE
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STRUCTURED UNSTRUCTURED
OPEN CLOSE
ENDED ENDED
SECONDARY SOURCES
• Newspapers
• Magazines
• Journals
• Internet
METHODOLOGY ADOPTED
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➢ The first step was to identify the need of attendance system for all
employees.
distributed to workers.
➢ The data obtained was analyzed to see the level of satisfaction arising from
the attendance & further suggestions were given to frame better attendance
system programmes.
As already mentioned that the attendance system is an on- going process, and
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INTRODUCTION
FMCG INDUSTRY
Fast Moving Consumer Goods (FMCG), aalternatively called as CPG (Consumer packaged
goods) industry primarily deals with the production, distribution and marketing of consumer
packaged goods.FMCG are products that are sold quickly at relatively low cost. Though the
absolute profit made on FMCG products is relatively small, they generally sell in large
quantities, so the cumulative profit on such products can be large. Examples of FMCG generally
include a wide range of frequently purchased consumer products such as toiletries, soap,
cosmetics, teeth cleaning products, shaving products and detergents, as well as other non-
durables such as glassware, light bulbs, batteries, paper products and plastic goods. FMCG may
also include pharmaceuticals, consumer electronics, packaged food products and drinks,
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characteristics:
The prime segments of the FMCG sector include personal care, household care,
packaged food and beverages, spirits and tobacco. The giants in FMCG sector
FMCG are those consumables which are normally consumed by the consumers at a regular
interval. Some of the prime activities of FMCG industry are selling, marketing, financing,
purchasing, etc. The industry also engaged in operations, supply chain, production and general
management.
FMCG products contrast with durable goods or major appliances such as kitchen appliances,
Britain, "white goods" in FMCG refers to large household electronic items such as refrigerators.
Smaller items such as TV sets and stereo systems are sometimes termed "brown goods"
Some of the best known examples of Fast Moving Consumer Goods companies include Clorox,
Colgate-Palmolive, General Mills, H. J. Heinz, Reckitt Benckiser, Sara Lee, Nestlé, Unilever,
Procter & Gamble, Coca-Cola, Carlsberg, Kimberly-Clark, Kraft, Pepsi, Warburtons, Wilkinson
and Mars.
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The Indian FMCG sector is the fourth largest in the economy and has a market size of US$13.1
organised and unorganised segments are the characteristics of this sector. FMCG in India has a
strong and competitive MNC presence across the entire value chain. It has been predicted that
the FMCG market will reach to US$ 33.4 billion in 2015 from US $ billion 11.6 in 2003. The
middle class and the rural segments of the Indian population are the most promising market for
FMCG, and give brand makers the opportunity to convert them to branded products. Most of the
product categories like jams, toothpaste, skin care, shampoos, etc, in India, have low per capita
consumption as well as low penetration level, but the potential for growth is huge.
The Indian Economy is surging ahead by leaps and bounds, keeping pace with rapid
The big firms are growing bigger and small-time companies are catching up as well. According
to the study conducted by AC Nielsen, 62 of the top 100 brands are owned by MNCs, and the
balance by Indian companies. Fifteen companies own these 62 brands, and 27 of these are owned
by Hindustan Lever. Pepsi is at number three followed by Thums Up. Britannia takes the fifth
place, followed by Colgate (6), Nirma (7), Coca-Cola (8) and Parle (9). These are figures the soft
drink and cigarette companies have always shied away from revealing. Personal care, cigarettes,
and soft drinks are the three biggest categories in FMCG. Between them, they account for 35 of
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Exhibit I
S. NO. Companies
1. Hindustan Unilever Ltd.
2. ITC (Indian Tobacco Company)
3. Nestlé India
4. GCMMF (AMUL)
5. Dabur India
6. Asian Paints (India)
7. Cadbury India
8. Britannia Industries
9. Procter & Gamble Hygiene
and Health Care
10. Marico Industries
The companies mentioned in Exhibit I, are the leaders in their respective sectors. The personal
care category has the largest number of brands, i.e., 21, inclusive of Lux, Lifebuoy, Fair and
Lovely, Vicks, and Ponds. There are 11 HLL brands in the 21, aggregating Rs. 3,799 crore or
54% of the personal care category. Cigarettes account for 17% of the top 100 FMCG sales, and
just below the personal care category. ITC alone accounts for 60% volume market share and
The foods category in FMCG is gaining popularity with a swing of launches by HLL, ITC,
Godrej, and others. This category has 18 major brands, aggregating Rs. 4,637 crore. Nestle and
Amul slug it out in the powders segment. The food category has also seen innovations like
softies in ice creams, chapattis by HLL, ready to eat rice by HLL and pizzas by both GCMMF
and Godrej Pillsbury. This category seems to have faster development than the stagnating
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personal care category. Amul, India's largest foods company, has a good presence in the food
category with its ice-creams, curd, milk, butter, cheese, and so on. Britannia also ranks in the top
100 FMCG brands, dominates the biscuits category and has launched a series of products at
various prices.
In the household care category (like mosquito repellents), Godrej and Reckitt are two players.
Goodknight from Godrej, is worth above Rs 217 crore, followed by Reckitt's Mortein at Rs 149
crore. In the shampoo category, HLL's Clinic and Sunsilk make it to the top 100, although P&G's
Head and Shoulders and Pantene are also trying hard to be positioned on top. Clinic is nearly
Dabur is among the top five FMCG companies in India and is a herbal specialist. With a turnover
of Rs. 19 billion (approx. US$ 420 million) in 2005-2006, Dabur has brands like Dabur Amla,
Dabur Chyawanprash, Vatika, Hajmola and Real. Asian Paints is enjoying a formidable presence
in the Indian sub-continent, Southeast Asia, Far East, Middle East, South Pacific, Caribbean,
Africa and Europe. Asian Paints is India's largest paint company, with a turnover of Rs.22.6
billion (around USD 513 million). Forbes Global magazine, USA, ranked Asian Paints among
Cadbury India is the market leader in the chocolate confectionery market with a 70% market
share and is ranked number two in the total food drinks market. Its popular brands include
Cadbury's Dairy Milk, 5 Star, Eclairs, and Gems. The Rs.15.6 billion (USD 380 Million) Marico
is a leading Indian group in consumer products and services in the Global Beauty and Wellness
space. The Indian FMCG sector is the fourth largest sector in the economy with a total market
size in excess of US$ 13.1 billion. It has a strong MNC presence and is characterized by a well-
established distribution network, intense competition between the organized and unorganized
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segments and low operational cost. Availability of key raw materials, cheaper labor costs and
presence across the entire value chain gives India a competitive advantage.
The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion in 2015.
Penetration level as well as per capita consumption in most product categories like jams,
toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential.
Burgeoning Indian population, particularly the middle class and the rural segments, presents an
Growth is also likely to come from consumer 'upgrading' in the matured product categories. With
200 million people expected to shift to processed and packaged food by 2010, India needs
norms), up to 100 per cent foreign equity or 100 per cent for NRI and Overseas Corporate Bodies
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- Personal Care, Oral Care, Hair Care, Skin Care, Personal Wash (soaps);
- Household care fabric wash including laundry soaps and synthetic detergents; household
cleaners, such as dish/utensil cleaners, floor cleaners, toilet cleaners, air fresheners, insecticides
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FMCG in 2006
The performance of the industry was inconsistent in terms of sales and growth for over 4 years.
The investors in the sector were not gainers at par with other booming sectors. After two years of
sinking performance of FMCG sector, the year 2005 has witnessed the FMCGs demand growing.
Strong growth was seen across various segments in FY06. With the rise in disposable income
and the economy in good health, the urban consumers continued with their shopping spree.
- Food and health beverages, branded flour, branded sugarcane, bakery products such as bread,
biscuits, etc., milk and dairy products, beverages such as tea, coffee, juices, bottled water etc,
- Frequently replaced electronic products, such as audio equipments, digital cameras, Laptops,
CTVs; other electronic items such as Refrigerator, washing machines, etc. coming under the
Sector Outlook
FMCG is the fourth largest sector in the Indian Economy with a total market size of Rs. 60,000
crores. FMCG sector generates 5% of total factory employment in the country and is creating
employment for three million people, especially in small towns and rural India.
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Weaknesses:
1. Lower scope of investing in technology and achieving economies of scale, especially in small
sectors
3. "Me-too" products, which illegally mimic the labels of the established brands. These products
Opportunities:
4. Export potential
Threats:
COMPANY
PROFILE
COMPANY PROFILE
The story of one of India's favorite brands reads almost like a fairy tale. Once upon
in Calcutta (now Kolkata) with an initial investment of Rs. 295. The company we all
The beginnings might have been humble-the dreams were anything but. By 1910,
with the advent of electricity, Britannia mechanized its operations, and in 1921, it
became the first company east of the Suez Canal to use imported gas ovens.
Britannia's business was flourishing. But, more importantly, Britannia was acquiring
a reputation for quality and value. As a result, during the tragic World War II, the
As time moved on, the biscuit market continued to grow… and Britannia grew along
with it. In 1975, the Britannia Biscuit Company took over the distribution of biscuits
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from Parry's who till now distributed Britannia biscuits in India. In the subsequent
public issue of 1978, Indian shareholding crossed 60%, firmly establishing the
Indianans of the firm. The following year, Britannia Biscuit Company was re-
christened Britannia Industries Limited (BIL). Four years later in 1983, it crossed the
On the operations front, the company was making equally dynamic strides. In 1992,
it celebrated its Platinum Jubilee. In 1997, the company unveiled its new corporate
identity - "Eat Healthy, Think Better" - and made its first foray into the dairy
products market. In 1999, the "Britannia Khao, World Cup Jao" promotion further
Britannia strode into the 21st Century as one of India's biggest brands and the pre-
eminent food brand of the country. It was equally recognized for its innovative
approach to products and marketing: the Lagaan Match was voted India's most
successful promotional activity of the year 2001 while the delicious Britannia 50-50
New Business Division formed a joint venture with Fonterra, the world's second
largest Dairy Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In
recognition of its vision and accelerating graph, Forbes Global rated Britannia 'One
amongst the Top 200 Small Companies of the World', and The Economic Times
Today, more than a century after those tentative first steps, Britannia's fairy tale is
not only going strong but blazing new standards, and that miniscule initial
investment has grown by leaps and bounds to crores of rupees in wealth for
Britannia's shareholders. The company's offerings are spread across the spectrum
with products ranging from the healthy and economical Tiger biscuits to the more
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almost one-third of India's one billion populations and a strong management at the
helm means Britannia will continue to dream big on its path of innovation and
quality. And millions of consumers will savor the results, happily ever after.
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COMPANY OVERVIEW
HISTORY:- The story of on of India’s favorite brands reads almost like a fairy. Once
house in Calcutta (now Kolkata) with an initial investment of Rs. 295 the company
The beginnings might have been humble the dreams were anything but, by 1910,
with the advent of electricity, Britannia mechanized its operations, and in 1921it
became the first company east of the Suez Canal to use imported gas ovens,
Britannia’s business was flourishing. But, more importantly Britannia was acquiring
a reputation for quality and value, as a result, during the tragic world war ll, the
EXPANSION:- as time moved on, the biscuit market continued to grow… and
Britannia grew along with it. In 1975, the Britannia biscuit company took over
the distribution of biscuits fro, parry’s who till now distributed Britannia biscuits in
India, in the subsequent public issue of 1978, Indian shareholder crossed 60%firmly
establishing the Indian ness of the firm the following year, Britannia biscuit
On the operations front, the company was making equally dynamic strides. In 1992
it celebrated its platinum jubilee. The wadia group acquired a stake in the company
and became an equal partner with group danone in Britannia, the subsequent year
saw sales cross a landmark 1, 00,000 tones of biscuits or I billion packs of 100g.
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In 1997 , the company unveiled its new corporate identity –“eat healthy think
better”- and made its first foray into the dairy products market, in 1999 the
Britannia strode into the 21st century as one of India’s biggest brands and the pre-
eminent food brand of the country; it was equally cognized for its innovative
approach to products and marketing: the lagaan match was voted India’s mast
successful promotional activity of the year 2001 while the delicious Britannia 50-
50 maska Chaska became India’s mast successful product launch. In 2002, new
business division formed a joint venture with fonterra, the world’s second
largest dairy company, and Britannia New Zealand foods pvt. ltd was born in
reorganization of its vision and accelerating graph forbs global rated Britannia one
amongst the top 200 small companies of the world and The economic times
Today more than a century after those tentative first steps, Britannia fairy tale in
not only going strong but blazing new standards, and that miniscule initial
offering are spread across the spectrum with products ranging from the healthy and
the helm means Britannia will continue to dream big on its path of innovation and
quality. And millions of consumers will savoir the results, happily ever after.
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PLANT LOCATION:- Delhi, Bangalore, Chennai, Kolkata new unit has been
establish in Pantnagar.
new zone called “tax-free zone”. Established in April, 05, it has annual production
capacity of about 44,600mt, presently having an out put of 3720mt per month.
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MILESTONE OF BRITANNIA
1892
Kolkata.
1910
1921
1939-44
Sales rise exponentially to Rs 16, 27,202 in 1939 during 1944 sales ramp up
1975
1978
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1979
1983
1989
1992
1993
Wadia group acquires stake in ABIL, UK &became an equal Partner with group
Danone in BIL.
1994
1997
CONSUMERS
1999
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2000
2001
BIL ranked one of India’s biggest brands No. 1 food brand of Britannia Lagaan
launch.
2002
BIL launches joint venture with Fonterra, the world’s second Larges dairy
company. Britannia New Zealand Foods Pvt. Ltd is born, rated as one
amongst the Top 200 small Companies of the world by forbs global economic
time Ranks bill India’s second most trusted brand. Pure magic- winner of the world
star, Asia star& India star award for packaging. ‘Treat duet’ – most successful
launch of the year ‘Britannia Khao,World cup Jao’ rocks the consumer lives yet
Again
2004
Britannia accorded the status of being a ‘super rand’ Cross 3, 00,000 tons of
biscuits.
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2005
Re-birth of tiger – ‘swasth khao, tiger ban Jao’ become the popular chant
Britannia launched ‘Greetings’ range of premium assorted gift Packs. The new
HISTORY OF BISCUITS
Sweet or salty. Soft or crunchy. Simple or exotic. Everybody loves the munching on
The history of biscuits can be traced back to recipe created by the Raman Chef
Apicius, in which “a thick paste of fine wheat flour was boiled & apread out on a
plate. When it had dried & hardened it was cut up & then fried until crisp, then
The word <Biscuit> is derived from the Latin words <Bis> means ‘twice’ and
The word ‘Biscotti’ is also the generic term for cooking in ltalian. Back then, biscuits
were unleavened, hard & thin wafers which, because of their low water content,
were ideal food to store. Hard track biscuits (earliest version of biscotti & present
day crackers) were part of the stayed fresh for long periods. The seafaring age,
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thus, witnessed the boom of biscuits when these were sealed in airtight containers
in the 19th century, the price of sugar & flour dropped. Chemical leavening agents,
such as baking soda, became available & a profusion of cookies recipes occurred.
Britannia industries ltd was established at pantnagar on 1st May 2004 in the area of
approximately 20 acres mainly for the purpose of production of biscuits as this area
In Britannia industries ltd there are many types of departments which are inter
connected to each other and work together for the welfare of the company as the
whole.There is a well built communication system inside the company which helps
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In the Company when the raw material is entered in the company from that time
onwards the quality of material is taken into consideration. Firstly the material is
taken into the laboratary and is being tested and after that it is being taken in
progress.
At the production plant also care is being taken for the neatness and cleanness of
the biscuits and the biscuits are prepared in full hygienic conditions. For this
purpose all the persons who enter the production or plant area is not allowed to go
New concept like 5S is also being implemented in Britannia Industries ltd. The
PANTNAGAR BRANCH
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Not all the branches of britannia are produced in this branch only some brands of
1) Plant I
1) Plant II
1) Plant III
a) Fifty- fifty(50-50)
i) 50-50
1) Plant IV
b) Orange treat
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HR-DEPARTMENT
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Worker’s Education
The education category of the workers has been categorized in to three parts:-
i. Less qualified
ii. Medium qualified
iii. Highly qualified
Less Qualified
This category in4cludes those workers who are X and XII pass. This category also
includes those workers who are not educated.
Medium Qualified
This category includes those staff and workers who have attained graduate level education. This
group generally forms clerical staff.
Highly Qualified
This category includes those staff and workers who are postgraduate or hold some
special degrees or knowledge. This category also includes technically qualified
people. In this category most of the person are experience holder like production
manager, accountant.
GLOBAL PARTNERS
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The Nadia Group of India along with Groupe Danone of France, are equal
Products, Bottled Water and Biscuits/Cereals. One of the World leaders in the food
Through its three core businesses (Fresh Dairy Products, Beverages and Biscuits
people around the world by providing them with better food products, a wider
variety of flavors and healthier pleasures. Its dominant position worldwide is based
on major international brands and on its solid presence in local markets (about 70%
of global sales come from brands that are local market leaders).
GROUPE DANONE is recognized for the dynamism and strength of its brands:
Danone: the leading brand worldwide for Fresh Dairy Products; DANONE
countries worldwide.
Evian: the best selling mineral water brand, with 1.5 billion bottles sold every
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LU: the second brand worldwide, the first biscuits brand of GROUPE DANONE,
which represents almost the half of the sales for the Biscuits and Cereal Products
WAHAHA: the leading brand for refreshing still water (water, ready made
tea, fruit juices). The brand is one of the most popular in China, with more than 1.5
billion liters of water sold each year. Its name means "the child who laughs".
Financial results:
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nutrition cannot come from one kind of food alone, but from a
single serve pocket meals packs, so that one is never far away
Grain biscuits. 34
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The story of one of India's favorite brands reads almost like a fairy
today.
operations, and in 1921, it became the first company east of the Suez
reputation for quality and value. As a result, during the tragic World
Britannia grew along with it. In 1975, the Britannia Biscuit Company
took over the distribution of biscuits from Parry's who till now
Indian ness of the firm. The following year, Britannia Biscuit Company
Better" - and made its first foray into the dairy products market. In
1999, the "Britannia Khao, World Cup Jao" promotion further fortified
brands and the pre-eminent food brand of the country. It was equally
activity of the year 2001 while the delicious Britannia 50-50 Maska-
New Zealand Foods Pvt. Ltd. was born. In recognition of its vision and
Top 200 Small Companies of the World', and The Economic Times
Britannia's fairy tale is not only going strong but blazing new
will continue to dream big on its path of innovation and quality. And
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Britannia – the biscuit leader with a history- has withstood the tests of time. Part of
the reason for its success has bee its ability to resonate with the changes in
consumer needs – that have varied significantly across its 100+year epoch. With
consumer democracy reaching new levels, the one common thread to emerge in
recent times has been the shift in lifestyles & a corresponding awareness to health.
People are increasingly becoming conscious of dietary care & its correlation to
wellness & matching the new pace to their lives with improved nutritional & dietary
habits. This new awareness has seen consumers seeking foods that complement
their lifestyles while offering convenience, variety & economy, over &above health
& nutrition.
Britannia saw the writing on the wall. It’s “Swasth Khao, Tan man jagao” (Eat
Healthy, Think Better) re-position directly addressed this new trend by promising
the new generation a healthy & nutritious alternative- that was also delightful &
tasty.
Thus, the new logo was born, encapsulating the core essence of Britannia-
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it, virtually charted a new course by seeking to reinvent itself it built a new
corporate identity and adopted a colorful and identifiable logo with a new base line
– Eat Healthy, Think Better, from being a manufacturer of baked products BIL
beverages company making cheese and other dairy products, in addition to its
bakery products.
Its diversification into dairy business has been fairly successful the company ha s
relented all its dairy products under the milkman brand mane brand flavors like
Milkman cold coffee & milkman lassie have been launched in flavored drinks
besides Milkman chocolate milk & milkman strawberry milk . Cheese, dairy
whitener, Butter & Ghee are the other products sold under the milkman brand.
By the end of 2000 the exploits of BIL seemed to have fructified, at last in the short-
run in a survey conducted b A&M, BIL emerged as the number one food company
well ahead of competitive brands like Nestle and Cadbury. Bill’s dairy business
seemed to be doing reasonably well. In the cheese segment it stood second with
about 35% market share in the bakery segment also it was doing well , with its
biscuits business making significant inroads its positioning plank Eat Healthy
think better also seemed to have struck the right chord with its customers.
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COMPANY’S OBJECTIVES
MAXIMUM PRODUCTIVITY.
4. That value quality & food safety as a core pillar of the business.
5. To control the wastage & save time & efforts, company applies KAIZEN costing.
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O Sugar
O Ammonia
O Burnt sugar
O Lecithin
O Sodium bicarbonate
O Citric acid
O Palm oil
O GMS paste
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O Butter
O Cashew
O Essences
O Condensed milk
These all are not become fresh in the normal temperature. That’s why these
materials have to store in the cold storo-5 temperature at which material becomes
The production plan comes directly form the company’s head office Bangalore
every month.
O Variety name.
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O Dispatch order.
BOARD OF DIRECTORS
Name
Designation
Director
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ROLE OF ATTENDANCE
2. To decrease the turn over rate by increasing the satisfaction level of workers.
company to grow.
CONCEPT OF ATTENDANCE
1. Maximum Productivity.
3. Decrease in absenteeism.
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FINDING
QUESTIONNAIRE
• Yes
• No
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8%
92%
Yes No
INTERPRETATION:-
92% workers know about the Attendance System of Britannia Industries Limited
while only 8% workers do not know about the Attendance System of Britannia
Industries Limited.
• Yes
• No
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17%
83%
Yes No
INTERPRETATION:-
83% workers are satisfied with the Attendance System of Britannia Industries
Limited while17% workers are not satisfied with the Attendance System of Britannia
Industries Limited.
• Yes
• No
17%
83%
Yes No
INTERPRETATION:-
83% workers are satisfied with wages process of Britannia Industries Limited while
17% workers are not satisfied with wages process of Britannia Industries Limited.
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• Yes
• No
33%
67%
Yes No
INTERPRETATION:-
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67% workers know about the Attendance Policy of Britannia Industries Limited while
33% workers are do not know about the Attendance Policy of Britannia Industries
Limited.
• Yes
• No
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42%
58%
Yes No
INTERPRETATION:-
58% workers know about the leave System of Britannia Industries Limited while
42% workers do not know about the leave System of Britannia Industries Limited.
6. Are you satisfied with the Leave System of Britannia Industries Limited?
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• Yes
• No
17%
83%
Yes No
INTERPRETATION:-
83% workers are satisfied with the Leave System of Britannia Industries Limited
while 17% workers are not satisfied with the Leave System of Britannia Industries
Limited.
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• Yes
• No
8%
92%
Yes No
INTERPRETATION:-
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• Yes
• No
33%
67%
Yes No
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INTERPRETATION:-
67% workers are know about the Absenteeism System of Britannia Industries
Limited while 33% workers do not know about the Absenteeism System of
9. Are you satisfied from all type of Rules regulation & Discipline of Britannia
Industries Limited?
• Yes
• No
42%
Yes
No
58%
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INTERPRETATION:-
58% workers are satisfied from all type of rules regulation & Discipline of Britannia
Industries Limited while 42% workers are not satisfied from all type of rules
• No
• Yes
17%
Yes
No
83%
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INTERPRETATION:-
83% workers are satisfied from HR Department of Britannia Industries Limited while
17% workers are not satisfied from HR Department of Britannia Industries Limited.
11. Are you satisfied by the conveyance facility of Britannia Industries Limited?
• No
• Yes
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Yes
50% 50%
No
INTERPRETATION:
50% workers are satisfied the conveyance facility of Britannia Industries Limited
while 50% workers are not satisfied the conveyance facility of Britannia Industries
Limited.
12. Do you know about the incentive system of Britannia Industries Limited?
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• No
• Yes
25%
Yes
No
75%
INTERPRETATION:-
75% workers are know about the incentive system of Britannia Industries Limited
while 25% workers are do not know about the incentive system of Britannia
Industries Limited.
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Britannia Industries Ltd. Pant agar could be found. We came to know that every
worker of BIL. Is issued a monthly attendance card and each day worker has to
show this card to the respective in charge who marks his attendance in that card
and notes the time of reaching to the company and similarly the Time Out i.e.
when the worker leaves the company is noted in that monthly attendance card.
recorded in the attendance sheet which is kept with the management. Attendance
.Further cross checking is done per day of the attendance marked by the
So, we see the attendance procedure followed by the BIL is somewhat manual.
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CONCLUSION
In today’s cut throat competition & rapidly changing society, attendance system is
not only desirable but the organization must commit resources to it.
Workers know about the attendance system followed by the company and workers
are satisfied with the attendance system. Though workers are satisfied with the
attendance system of the company but still they feel further improvements can be
RECOMMENDATIONS
efficient and effective in their work if they take their attendance with total
positive approach.
➢ The programme should be designed in such a way that it helps to fulfill the
need of all departments plus it should also satisfy the expectations of the
workers.
➢ The programme should turn out in such a way that it is beneficial for staff
members.
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➢ Further on, company could use automatic 'swipe' cards which read
... of course it would require the employee to wear the ID full time this could
be enforced easily
Normally FIRST IN PUNCH will be considered as Time in, and last PUNCH OUT
➢ It’s true that a swipe card can be faked, so essentially we are looking at a
more personalized identity, a unique one. Obvious solutions are Retina and
Thumb. But within them, the retina system is too costly and workers might
not be comfortable posing every time in front of the sensor to enter, they
So a thumb based biometric is a good solution .As far as the problem of still
entering the factory even after getting scanned , we can have another similar
system with the concerned dept supervisor which should be the control point
for movement . Plus good backend software will solve the problem of multiple
entry/exits.
BIBLOGRAPHY
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WEBSITES
➢ www.britindia.com
➢ www.google.com
➢ www.cithr.com
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ANNEXURES
QUESTIONAIRE
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improved?
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Yes No
9. Are you satisfied from all type of Rules regulation & Discipline of Britannia
Industries Limited?
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Yes No
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12. Do you know about the incentive system of Britannia Industries Limited?
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