CHAPTER-II

REVIEW OF LITERATURE
 REVIEW OF LITERATURE

Welfare includes anything that is done for the comfort and improvement of employees and is
provided over and above the wages. Welfare helps in keeping the morale and motivation of
the employees high so as to retain the employees for longer duration. The welfare measures
need not be in monetary terms only but in any kind/forms. Employee welfare includes
monitoring of working conditions, creation of industrial harmony through infrastructure for
health, industrial relations and insurance against disease, accident and unemployment for the
workers and their families.
Labor welfare entails all those activities of employer which are directed towards providing
the employees with certain facilities and services in addition to wages or salaries.
Labor welfare has the following objectives:

1. To provide better life and health to the workers

2. To make the workers happy and satisfied
3. To relieve workers from industrial fatigue and to improve intellectual, cultural and
material conditions of living of the workers.

The basic features of labor welfare measures are as follows:

1. Labor welfare includes various facilities, services and amenities provided to workers
for improving their health, efficiency, economic betterment and social status.
2. Welfare measures are in addition to regular wages and other economic benefits
available to workers due to legal provisions and collective bargaining
3. Labor welfare schemes are flexible and ever-changing. New welfare measures are
added to the existing ones from time to time.
4. Welfare measures may be introduced by the employers, government, employees or by
any social or charitable agency.
5. The purpose of labor welfare is to bring about the development of the whole
personality of the workers to make a better workforce.

The very logic behind providing welfare schemes is to create efficient, healthy, loyal and
satisfied labor force for the organization. The purpose of providing such facilities is to make
their work life better and also to raise their standard of living. The important benefits of
welfare measures can be summarized as follows:
 They provide better physical and mental health to workers and thus promote a healthy
work environment
 Facilities like housing schemes, medical benefits, and education and recreation
facilities for workers’ families help in raising their standards of living. This makes
workers to pay more attention towards work and thus increases their productivity.
 Employers get stable labor force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.
 Employee welfare measures increase the productivity of organization and promote
healthy industrial relations thereby maintaining industrial peace.
 The social evils prevalent among the labors such as substance abuse, etc are reduced
to a greater extent by the welfare policies.
Employee Welfare Schemes

Organizations provide welfare facilities to their employees to keep their motivation levels
high. The employee welfare schemes can be classified into two categories viz. statutory and
non-statutory welfare schemes. The statutory schemes are those schemes that are compulsory
to provide by an organization as compliance to the laws governing employee health and
safety. These include provisions provided in industrial acts like Factories Act 1948, Dock
Workers Act (safety, health and welfare) 1986, Mines Act 1962. The non-statutory schemes
differ from organization to organization and from industry to industry.

Statutory Welfare Schemes.

The statutory welfare schemes include the following provisions:

1. Drinking Water: At all the working places safe hygienic drinking water should be
provided.
2. Facilities for sitting: In every organization, especially factories, suitable seating
arrangements are to be provided.
3. First aid appliances: First aid appliances are to be provided and should be readily
assessable so that in case of any minor accident initial medication can be provided to
the needed employee.
4. Latrines and Urinals: A sufficient number of latrines and urinals are to be provided
in the office and factory premises and are also to be maintained in a neat and clean
condition.
5. Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to
provide hygienic and nutritious food to the employees.
6. Spittoons: In every work place, such as ware houses, store places, in the dock area
and office premises spittoons are to be provided in convenient places and same are to
be maintained in a hygienic condition.
7. Lighting: Proper and sufficient lights are to be provided for employees so that they
can work safely during the night shifts.
8. Washing places: Adequate washing places such as bathrooms, wash basins with tap
and tap on the stand pipe are provided in the port area in the vicinity of the work
places.
 9. Changing rooms: Adequate changing rooms are to be provided for workers to
change their cloth in the factory area and office premises. Adequate lockers are also
provided to the workers to keep their clothes and belongings.
10. Rest rooms: Adequate numbers of restrooms are provided to the workers with
provisions of water supply, wash basins, toilets, bathrooms, etc.

Non Statutory Schemes

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

1. Personal Health Care (Regular medical check-ups): Some of the companies

provide the facility for extensive health check-up
2. Flexi-time: The main objective of the flextime policy is to provide opportunity to
employees to work with flexible working schedules. Flexible work schedules are
initiated by employees and approved by management to meet business commitments
while supporting employee personal life needs
3. Employee Assistance Programs: Various assistant programs are arranged like
external counseling service so that employees or members of their immediate family
can get counseling on various matters.
4. Harassment Policy: To protect an employee from harassments of any kind,
guidelines are provided for proper action and also for protecting the aggrieved
employee.
5. Maternity & Adoption Leave – Employees can avail maternity or adoption leaves.
Paternity leave policies have also been introduced by various companies.
6. Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance
coverage of employees for expenses related to hospitalization due to illness, disease
or injury or pregnancy.
7. Employee Referral Scheme: In several companies employee referral scheme is
implemented to encourage employees to refer friends and relatives for employment in
the organization.
Employee Welfare

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

 To give expression to philanthropic and paternalistic feelings.

 To win over employee's loyalty and increase their morale.
 To combat trade unionism and socialist ideas.
 To build up stable labour force, to reduce labour turnover and absenteeism.
 To develop efficiency and productivity among workers.
 To save oneself from heavy taxes on surplus profits.
 To earn goodwill and enhance public image.
 To reduce the threat of further government intervention.
 To make recruitment more effective (because these benefits add to job appeal).
Principles of Employee Welfare Service
Following are generally given as the principles to be followed in setting up a employee
welfare service:

 The service should satisfy real needs of the workers. This means that the manager
must first determine what the employee's real needs are with the active participation
of workers.
 The service should such as can be handled by cafeteria approach. Due to the
difference in Sex, age, marital status, number of children, type of job and the income
level of employees there are large differences in their choice of a particular benefit.
This is known as the cafeteria approach. Such an approach individualises the benefit
system though it may be difficult to operate and administer.
 The employer should not assume a benevolent posture.
 The cost of the service should be calculate and its financing established on a sound
basis.
 There should be periodical assessment or evaluation of the service and necessary
timely on the basis of feedback.

Types of Employee Welfare Services

¯ Safety Services
Prevention of accidents is an objective which requires o explanation.
The costs of accidents are enormous in suffering to the injured, in reduction or loss of
earnings, in disabilities and incapacities which afflict those involved and in compensation,
insurance and legal costs, in lost time, filling in reports and attending to enquiries, and in
spoilage of materials, equipment and tools to management. Accidents are the consequence of
two basic factors: technical and human. Technical factors include all engineering
deficiencies, related to plant, tools material and general work environment. Thus, for
example, improper lighting, inadequate ventilation, poor machine guarding and careless
housekeeping are some hazards which may cause accidents. Human factors include all
unsafe acts on the part of employees. An unsafe act is usually the result of carelessness.
Young and new employees, because of their difficulty in adjusting to the work situation and
to life in general, also have many more accidents than do old and nature workers.
The Phenomenon of Accident Proneness. Some persons believe wrongly in the theory that
certain individuals are accident prone, that is , they have some personality trait as opposed to
some characteristic of the environment which predisposes them to have more accidents than
others in work condition where the risk of hazards is equal to all.

Components of a Safety Service

Among the many components of a safety service the following have proved effective
when applied in combination:

 Appointment of safety officer

In big organizations, the appointment of a safety officer to head

the safety department is a must. In small organizations, the personnel manager may look
after the functions of this department. The head of the safety department, who is usually a
staff man, is granted power to inspect the plant for unsafe condition, to promote sound safety
practices (through posters an d safety campaigns), to make safety rules, and to report
violations to the plant manager.

 Support by line management

The head of the safety department, whether enjoying a staff or a functional position, by
himself, cannot make a plan safe. His appointment lulls line management into assuming that
all its safety problems have been solved.

 Elimination of hazards

Although complete elimation of all hazards is virtually an impossibility but following steps
can be taken to help reduce them:

 Job safety analysis

All job procedures and practices should be analysed by an expert to discover hazards. He
should then suggest changes in their motion patterns, sequence and the like.
  Placement

A poorly placed employee is more apt to incur injury than a properly placed employee.
Employees should be placed on jobs only after carefully estimating and considering the job
requirements with those which the individual apparently possesses.

 Personal protective equipment

Endless variety of personal safety equipment is available nowadays which can be used to
prevent inju

 Safeguarding machinery

Guards must be securely fixed to all power driven machinery.

 Materials handling

Though often ignored, the careless handling of heavy and inflammable materials is an
important source of several injuries and fire.

 Hand tools

Minor injuries often result from improperly using a good tool or using a poorly designed
tool. Therefore, close supervision and instruction should be given to the employees on the
proper tool to use an the proper use of the tool.

 Safety training, education and publicity

Safety training is concerned with developing safety skills, whereas safety education is
concerned with increasing contest programmers, safety campaigns, suggestion awards, and
various audiovisual aids can be considered as different forms of employee education.

 Safety inspection

An inspection by a trained individual or a committee to detect evidence of possible safety

hazards (such as poor lighting, slippery floors, unguarded machines, faulty electrical
installations, poor work methods and disregard of safety rules) is a very effective device to
promote safety.
Health Services

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

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

There are two aspects of industrial health services

1. Preventive
2. Curative, the former consists of
3. pre-employment and periodic medical examination,
4. removal or reduction of health hazards to the maximum extent possible,
5. Surveillance over certain classes of workers such as women, young persons and
persons exposed to special risks.

Counseling Services

An employee very often comes across problems which have emotional content. For example,
he may be nearing retirement and feeling insecure or he may be getting promotion and
feeling hesitant to shoulder increased responsibility or he may be worried due to some family
problem.

Employee Welfare in India

The chapter on the Directive Principles of State Policy in our Constitution expresses the need
for labour welfare thus:

1. The State shall strive to promote the welfare of the people by securing and protecting
as effectively as it may a social order in which justice, social, economic and political,
shall inform all the institutions of the national life.
2. The State shall, in particular, direct its policy towards securing:
3. That the citizens, men and women equally, have the right to an adequate means of
livelihood;
4. That the ownership and control of the material resources are so distributed as to sub
serve the common good.
 5. The State shall make provision for securing just and humane conditions of work and
for maternity relief.

Factories Act, 1948

The principal Act to provide for various labour welfare measures in India is the Factories Act,
1948. The Act applies to all establishments employing 10 or more workers where power is
used and 20 or more workers where power is not used, and where a manufacturing process is
being carried on.

Employee Welfare Officer

Section 49 of the factories act provides that in every factory wherein 500 or more workers are
ordinarily employed the employer shall appoint at least one welfare officer. The welfare
officer should possess; (i) a university degree; (ii) degree or diploma in social service or
social work or social welfare from a recognized institution; and (iii) adequate knowledge of
the language spoken by the majority of the workers in the area where the factory is situated.

¯ Supervision
¯ Counseling workers
¯ Advising management
¯ Establishing liaison with workers
¯ Working with management and workers to improve productivity.
¯ Working with outside public to secure proper enforcement of various acts.

Health of Employees

 Cleanliness. Every factory shall be kept clean by daily sweeping or washing the
floors and work rooms and by using disinfectant where necessary.
 Disposal of wastes and effluents. Effective arrangements shall be made for the
disposal of wastes and for making them innocuous.
 Ventilation and temperature. Effective arrangements shall be made for ventilation
and temperature so as to provide comfort to the workers and prevent injury to their
health.
  Dust and fume. Effective measures shall be taken to prevent the inhalation and
accumulation of dust and fumes or other impurities at the work place.

 Artificial humidification. The State Government shall make rules prescribing

standard of humidification and methods to be adopted for this purpose.

 Overcrowding. There shall be in every work room of a factory in existence on the date
of commencement of this act at least 9.9cubic meters and of a factory built after the
commencement of this act at least 4.2 cubic meters of space for every employee.

 Lighting. The State Government may prescribe standards of sufficient and suitable
lighting.

 Drinking Water. There shall be effective arrangement for wholesome drinking water
for workers at convenient points.

 Latrines and urinals. There shall be sufficient number of latrines and urinals, clean,
well-ventilated, conveniently situated and built according to prescribed standards
separately for male and female workers.

 Spittoons. There shall be sufficient number of spittoons placed at convenient places

in the factory.

Safety of Employees

 Fencing of machinery. All dangerous and moving parts of a machinery shall be

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

Welfare of Employees

Chapter V of the factories Act contains provisions about the welfare of employees.
These are as follows:

 There shall be separate and adequately screened washing facilities for the use of male
and female employees.
 There shall be suitable places provided for clothing not worn during working hours
and for the dying of wet clothing.
 There shall be suitable arrangement for all workers to sit for taking rest if they are
obliged to work in a standing position.
 There shall be provided the required number of first-aid boxes or cupboard (at the rate
of one for every 150 workers) equipped with the prescribed contents readily available
during the working hours of the factory.
 The State Government may make rules requiring that in any specified factory
employing more than 250 employees a canteen shall be provided and maintained by
the occupier for the use of the employee.
 There shall be provided sufficiently lighted and ventilated lunch room if the number
of employees ordinarily employed is more than 150.

Restrictions in the Factories Act on the employment of young persons:

1. Prohibition as to employment of children (Section 67)

No child who has not completed his fourteenth year shall be required or allowed to work in
any factory.

2. Employment of Children and Adolescent (Section 68)

A child who has completed his fourteenth year or an adolescent shall not be required or
allowed to work in any factory unless following conditions are fulfilled:
 1. The manager of the factory has obtained a certificate of fitness granted to such young
2. While at work, such child or adolescent carries a token giving reference to such
certificate.

3. Certificate of fitness (Section 69)

Before a young person is employed in the factory, a certifying surgeon has to certify that such
person is fit for that work in the factory.

Welfare Funds

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

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

Voluntary Benefits

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

Machinery Connected with Employee Welfare Work

1. Chief inspector of Factories

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

2. Central Labour Institute

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

3. National Safety Council

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

4. Director General of Mines Safety

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

Appraisal of Welfare Services

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

National Commission on Employee Recommendations

1. The statutory provisions on safety are adequate for the time being effective
enforcement is the current need.
2. Every fatal accident should thoroughly be enquired into and given wide publicity
among workers.
3. Employers should play a more concerted role in safety and accident prevention
programme and in arousing safety consciousness.
 4. Safety should become a habit with the employers and workers instead of remaining a
mere ritual as at present.
5. Unions should take at least as much interest in safety promotion as they take in claims
for higher wages.

SOCIAL SECURITY

The connotation of the term "Social Security" varies form country to country with different
political ideologies. In socialist countries, the avowed goal is complete protection to every
citizen form the cradle to the grave.

There are some components of Social Security:

 Medical care
 Sickness benefit
 Unemployment benefit
 Old-age benefit
 Employment injury benefit
 Family benefit
 Maternity benefit
 Invalidity benefit and
 Survivor's benefit

Social Securities may be of two types

1. Social assistance under which the State finances the entire cost of the facilities and benefits
provided.
2. Social insurance, under the State organizes the facilities financed by contributions form the
workers and employers, with or without a subsidy from the state.

Social Security in India

At present both types of social security schemes are in vogue in our country. Among the
social assistance schemes are the most important.

The social insurance method, which has gained much wider acceptance than the social
assistance method, consists of the following enactments.
 The workmen's Compensation Act, 1961.

The Employee's State Insurance Act, 1948.

The employees' State Insurance Act, 1948.

The Maternity Benefit Act, 1961.

Employees' compensation Act, 1923

a. Coverage. This Act covers all workers employed in factories, mines, plantations, transport
undertakings, construction works, railways, ships, circus and other hazardous occupations
specified in schedule II of the Act. The Act empowers the State Government to extend the
coverage of the Act by adding any hazardous occupation to the list of such occupations is
schedule II.

1. Administration. The Act is administered by the State Government which appoints

Commissioners for this purpose under sec. 20 of the Act.
2. Benefits. Under the Act, compensation is payable by the employer to a workman for
all personal injuries caused to him by accident arising out of and in the course of his
employment which disable him for more than 3 days.

2. Employees' State Insurance Act, 1948

1. Other than seasonal factories, run with power and employing 20 or more workers.
2. Administration. The Act is administered by the ESI corporation, an autonomous
body consisting of representatives of the Central and State Governments, employers,
employees, medical profession and parliament.
3. Benefits. The Act, which provides for a system of compulsory insurance, is a
landmark in the history of social security legislation in India.
1. Medical Benefit. An insured person or (where medical benefit bas been
extended to his family) a member of his family who requires medical
treatment is entitled to receive medical benefit free of charge.
2. Sickness Benefit. An insured person, when he is sick, is also entitled to get
sickness benefit at the standard benefit rate corresponding to his average daily
wage.
 3. An insured woman is entitled to receive maternity benefit (which is twice the
sickness benefit rate) for all days on which she does not work for remaining
during a period of 12 weeks of which not more than 6 weeks shall precede the
expected date of confinement.
4. The Act makes a three-fold classification of injuries in the same way as is
done in the workmen's compensation Act.
5. Dependant's Benefit. If an insured person meets with an accident in the
course of his employment an dies as a result thereof, his dependants, i.e. his
widow, legitimate or adopted sons and legitimate unmarried daughters get this
benefit.

3. The Maternity Benefit Act, 1961

Maternity benefit is one of the important benefits provided under the Employees State
Insurance Act, 1948. Another important legislation in this respect is the Maternity Benefit
Act, 1961. The Act covers only those persons who are not covered by the Employees State
Insurance Act. The Act entitles a woman employee to claim maternity leave from her
employer if she has actually worked for a period of at least 160 days in the 12 months
immediately proceeding the day of her expected delivery.

The act further provides for the payment of medical bonus of Rs. 250

to the confined woman worker.

The committee on the status of women in India 1974 has, there fore,

recommended the following changes in the Act:

1. The administration of the fund should follow the pattern already established by the
ESIC.
2. For casual labour a minimum of 3 months of service should be considered as
qualification service for this benefit.
3. This will provide greater incentive to women workers to participate in trade union
activities.
1. The Payment of Gratuity Act, 1972

1. Coverage. The Act applies to every factory, mine, oilfield, plantation, port and
railway company and to every shop or establishment in which 10 or more persons are
employed, or were employed, on any day of the preceding 12 months.
2. Administration. The Act is administered by a controlling authority appointed by the
appropriate Government.
3. Benefits. Under the Act gratuity is payable to an employee on the termination of his
employment after he has rendered continuous service for not less than five years. The
completion of continuous service of five years is, how ever, not necessary where the
termination of the employment is due to death or disablementGratuity is payable at
the rate of 15 days' wages based on the rate of wages last drawn by the employee for
every complete year of service or part thereof in excess of six months. But the
amount of gratuity payable to an employee shall not exceed Rs. 3.5 lakh.
4. Source of Funds. Under the Act gratuity is payable entirely by the Employer. For
this purpose is required either (i) to obtain insurance with the Life Insurance
Corporation, or (ii) to establish a gratuity fund. Thus it is his liability to pay the
premium in the first case to make the contribution in the second case.
 CHAPTER-III

INDUSTRY & COMPANY PROFILE

Aditya Birla Group

Aditya Birla Group is an Indian multinational conglomerate, headquartered

in Worli, Mumbai, India. It operates in 35 countries with more than 120,000 employees
worldwide. The group was founded by Seth Shiv Narayan Birla in 1857. The group has
interests in sectors such as viscose staple fiber, metals, cement (largest in India), viscose
filament yarn, branded apparel, carbon black, chemicals, fertilizers, insulators, financial
services, telecom, BPO and IT services. The group had revenue of approximately US$44.3
billion in year 2018. It is the third-largest Indian private sector conglomerate behind Tata
Group with revenue of just over US$100 billion and RIL with revenue of US$74 billion.

NON-FERROUS METALS

Main articles: Hindalco and Novelis

The Group's non-ferrous metals are under Hindalco Industries. Its manufacturing locations
are primarily in India and it owns mines in Great Sandy Desert, Australia near Nifty Airport
called Birla Nifty Copper Operation. On 11 February 2007, the company entered into an
agreement to acquire the Canadian company Novelis for US$6 billion, making the combined
entity the world's largest rolled-aluminium producer. On 15 May 2007, the acquisition was
completed with Novelis shareholders receiving $44.93 per outstanding share of common
stock. The Group plans to close a part of its aluminium foil making mill in UK and shift that
to its plant near Nagpur.

Hindalco makes alumina chemicals, primary aluminium, rolled products, alloy wheels,
roofing sheets, wire rods, cast copper rods, copper cathodes and several other products.

Cement

Main articles: UltraTech Cement and Grasim Industries The Group's cement business was
earlier under Grasim Industries and UltraTech Cement. The two entities have now been
merged into UltraTech Cement to form India's largest cement company. UltraTech Cement
was acquired from L&T in 2004.

Carbon black

After purchasing Columbian Chemicals Cothe Group is now the largest manufacturer
of Carbon black worldwide.
Textile business

The Aditya Birla Group is the world's largest producer of Viscose staple fibre. It operates
from India, Laos, Thailand, Malaysia and China. It owns the Birla Cellulose brand. Apart
from viscose staple fibre, the group also owns acrylic fibre business in Thailand, viscose
filament yarn businesses and spinning mills in India and South East Asia. The group has pulp
and plantation interests in Canada and Laos. It also owns the Domsjö factory in Sweden
which exports viscose today. The Swedish government is hoping to negotiate further
investments in Sweden, in particular in the hyper-modern future biorefinery in the city
of Örnsköldsvik.[18] Its two companies i.e. Aditya Birla Nuvo Ltd and Grasim Bhiwani
Textiles Ltd which is a subsidiary of Grasim Industries are in textile business. Grasim
Industries was recently placed 154th in a list of the world’s best regarded firms compiled by
Forbes.

Fashion

See also: Pantaloons Fashion & Retail

Aditya Birla Group sells in-house and other branded apparel via brick-and-mortar and online
stores. The group's firm Aditya Birla Fashion & Retail Ltd sells in-house brands such
as Louis Philippe, Allen Solly, Peter England and People via their individual brand stores and
through other multi brand outlets. It also operates a multi brand fashion retail chain
Pantaloons which it acquired from Future Group.[20]

The group ventured into niche target and select portfolio apparel in October 2015
with Abof. However the group decided to shut ABOF citing non profitability of eCommerce
sector.

Planet Fashion

Planet Fashion is a men’s clothing brand. Commencing in 2001, Planet Fashion now has
more than one hundred fifty retailers in 100 cities throughout India. Planet Fashion,[23] right
now, is an acronym being a menswear getaway giving comprehensive closet alternatives for
all those occasions, around price things, while using greatest brands throughout each
category.

The Aditya Birla Group’s retail store enterprise – Madura Fashion & Lifestyle – is one of the
strongest developing brand clothes corporations throughout The Indian subcontinent. Global
marketing involves models like Van Heusen, Allen Solly, Philip Britain and Louis Philippe.
Madura Fashion & Lifestyle has 1607 shops, covering 2.2 sq. ft. connected with retail store
room. It has 1,500 premium multi-brand shops along with 320+ departmental shops
worldwide. The company outsources engineering, textiles and apparel.

Telecom services

Main article: Idea Cellular

Aditya Birla Group is the majority shareholder of Idea Cellular. Idea Cellular was started as a
joint venture with the AT&T and the Tata Group. After an IPO on the Indian stock markets,
Idea Cellular now accounts for a third of the group's market capitalisation. The company is
headquartered in Mumbai. On 31 August 2018 Idea Cellular completed its merger with
Vodafone India and thereby became largest telecom company in terms of subscribers and
revenue, surpassing Airtel.

Financial services

Aditya Birla Capital (ABC) is the umbrella brand for all the financial services business of
The Aditya Birla Group. ABFSG ranks among the top 5 fund managers in India (including
LIC) with an AUM of US$23 billion.Having a strong presence across the life insurance, asset
management, lending (excluding Housing), housing finance, equity & commodity broking,
wealth management and distribution, online money management portal—Aditya Birla Money
My Universe, general insurance advisory and private equity and health insurance businesses.
In FY 2013–14, ABFSG reported consolidated revenue from these businesses at just
under ₹70 billion (US$970 million) and profits of about ₹7.5 billion (US$100 million). The
financial services arm of the group is currently headed by Ajay Srinivasan
A US $44.3 billion corporation, the Aditya Birla Group is in the League of Fortune 500.
Anchored by an extraordinary force of over 120,000 employees belonging to 42 nationalities,
the Group is built on a strong foundation of social value creation. With over seven decades of
responsible business practices, our businesses have grown into global powerhouses in a wide
range of sectors – metals, textiles, carbon black, telecom and cement. Today, over 50% of
Group revenues flow from overseas operations that span 35 countries in North and South
America, Africa and Asia. Great businesses are never built on the quick sands of
opportunism. I reiterate that, if living by our values means, perhaps growing at a pace slower
than we would otherwise have liked, so be it. For us, leadership lies at the heart of knowing
what we stand for.

Mr. Kumar Mangalam Birla

Chairman, Aditya Birla Group

Beyond business

The Aditya Birla Group transcends conventional barriers of business because we care deeply
about the community and we believe it is our duty to facilitate inclusive growth. Our work in
the community focuses on health-care, education, the girl child, sustainable livelihood,
women empowerment projects, infrastructure and espousing social reform. It include
To actively contribute to the social and economic development of the communities in which
we operate. In doing so, build a better, sustainable way of life for the weaker sections of
society and raise the country's human development index.
Mrs. Rajashree Birla, ChairpersonAditya Birla Centre for Community Initiatives and
Rural Development.
Heritage

The Group's roots can be traced back over 150 years to the 19th century. The flagship
company Grasim, established in post-independence India in 1947, was one of the first Indian
businesses to set up international operations.
Mr. Aditya Vikram Birla
A formidable force in Indian industry, Mr. Aditya Birla dared to dream of setting up a global
business empire at the age of 24. He was the first to put Indian business on the world map, as
far back as 1969, long before globalisation became a buzzword in India.

In the then vibrant and free market South East Asian countries, he ventured to set up world-
class production bases. He had foreseen the winds of change and staked the future of his
business on a competitive, free market driven economic order. He put Indian business on the
global stage, 22 years before economic liberalisation was formally introduced by the former
Prime Minister, Mr. Narasimha Rao, and the former Union Finance Minister, Dr. Manmohan
Singh. He set up 19 companies outside India, in Thailand, Malaysia, Indonesia, the
Philippines and Egypt. Interestingly, for Mr. Aditya Birla, globalisation meant more than just
geographic reach. He believed that a business could be global even while being based in
India. Therefore, back in his home-territory, he drove single-mindedly to put together the
building blocks to make our Indian business a global force. Under his stewardship, his
companies rose to be the world's largest producer of viscose staple fibre, the largest refiner of
palm oil, the third-largest producer of insulators and the sixth-largest producer of carbon
black. In India, they attained the status of the largest single producer of viscose filament yarn,
apart from being a producer of cement, grey cement, and rayon grade pulp. The Group is also
the largest producer of aluminium in the private sector, the lowest first-cost producers in the
world and the only producer of linen in the textile industry in India. At the time of his
untimely demise in 1995, the Group's revenues had crossed Rs.8,000 crore globally, with
assets of over Rs.9,000 crore, comprising 55 benchmark quality plants, an employee strength
of 75,000 and a shareholder community of 600,000. Most importantly, his companies earned
the respect and admiration of the people, as one of India's finest business houses, and the first
India-based international Group. Through this outstanding record of enterprise, he helped
create enormous wealth for the nation, and respect for Indian entrepreneurship in South East
Asia. In his time, his success was unmatched by any other industrialist in India. That India
attains respectable rank among the developed nations was a dream he forever cherished. He
was proud of India and took equal pride in being an Indian.
Our Corporate Logo
Share
A brand new journey: a new mark for new milestones
A major step that our iconic Group has taken under the stewardship of our Chairman, Mr.
Kumar Mangalam Birla, is to introduce a brand new avatar of our Aditya Birla logo. To set
the context, it is worthwhile to bring you excerpts from our Chairman's address to all of us –
120,000 colleagues globally, given that the new mark is reflective of his vision, first and
foremost, and from there it plays down the organisation.

Our new mark for new milestones

Our new mark for new milestones – It's all about us, our glorious past, our unmatchable
legacy, our ongoing success and our exciting journey into the future. Our Aditya Birla logo in
its brand new avatar that crystallises our fascinating story of change and transformation. We
have changed, and how. What we were two decades ago when we launched our first Aditya
Birla logo and what we are today, is phenomenal. These 20 years have seen us evolve
andscale new heights. It has been truly a transformative journey.e In essence, we are a much
more dynamic, vibrant, youthful Group across five continents. In keeping with this change, I
felt the need to refresh our earlier logo. Contemporising it made sense. It has served its time
and helped build our Group identity and lent heft to our Group's business identity.
Our new corporate mark is a fine blend of continuity and change. So it admirably captures
our legacy and moves on with modernity. Our energy derives from the sun, termed Aditya in
our mythology, and so closely linked with the name of our legendary leader and my father,
Aditya Vikram Birla. His persona evoked all that is positive in business and in life"
Mr. Kumar Mangalam Birla, Chairman

The name Aditya Birla exemplifies integrity, quality, performance, perfection and above all
character. Our logo is the symbolic reflection of these traits. It is the cornerstone of our
Corporate Identity. It helps us leverage the unique Aditya Birla brand and endows us with a
distinctive visual image. On the imagery and the nuances of the new mark: The bright
colourful sun at the base forms its solid foundation in a bolder and more forceful global
version. The crisscrossing sunbeams connote the vibrant internal and external movement of
energy. Like a prism, it refracts the multi-dimensional facets of our Group. A deep sense of
simplicity, solidity, permanence. Vim and vigour. Hope. Our timeless values. Our boundless
optimism. And all these culminate in the dramatic ascension of our Group, rising in
perpetuity, reaching higher peaks. To sum up, our new mark embeds a sense of pride, unity
and belonging in all of us. In our Chairman's words again: "I look upon it as our best calling
card as we move onto a brave new horizon, big on growth, based on strong fundamentals, and
as One ABG family".

OVERALL WELLBEING

 Vitamin H is an informative portal which offers all health and wellness related
information with a range of possible solutions for employees and their family
members

 Life Unlimited our Employee Assistance Program (EAP), provides free and
confidential counseling support to address and resolve issues that are important to
employees and their families

 Annual Health Check-Up is offered to employees at all business locations, providing

them with a detailed health report and a doctor consultation. This program is also
extended to family members at a discounted rate
QUALITY OF LIFE

 Add More To Life (AMTL) is a Quality of Life initiative in townships through which
we create an urban and modern life experience for employees and families at our
manufacturing locations

 Infrastructural Support at Units & Offices includes hospitals, gymnasiums and yoga
classes thereby promoting a healthy life

 Telemedicine Facilities in our remote locations provide the best of healthcare at the
doorstep at a minimal cost

 Maternity Support Program is a combination of various benefits that will support a

woman employee during her maternity phase as well as when she comes back to work

CARE

 The AWOO Scholarship Program:A World of Opportunity Foundation is a

registered charitable trust. It is committed to providing timely educational
scholarships to deserving and capable youths. It aims to provide scholarships to needy
and deserving students for undergraduate and postgraduate professional courses, with
the aim of increasing their employment opportunities. These scholarships can also be
extended to children of our workmen and supervisors

 Policies encouraging Work Life Balance

- Flexible work arrangement is offered to employees

- Compulsory Annual Leave encourages employees to take a break by allowing for
only 50% of the annual privilege leave entitlement to be carried forward
  Pratibha Scholarships is a Group-wide employee scholarship program offered to
children pursuing higher education. This is provided to those pursuing both
undergraduate and postgraduate programs across the world

 Near Relations Policy enables and encourages our existing employees to refer their
competent and professionally qualified relatives (including spouses and children)
thereby extending our World of Opportunities to their families

Company Perspectives

Our Vision: To be a premium global conglomerate with a clear focus on each business.

Our Mission: To deliver superior value to our customers, shareholders, employees and
society at large.

Our Values: Integrity; Commitment; Passion; Seamlessness; Speed.

History of Aditya Birla Group

Aditya Birla Group is one of India's largest conglomerates and also claims to be the most
international of the country's major corporations. The company acts as a holding company for
more than 72 manufacturing and services subsidiaries throughout India, and in Thailand,
Indonesia, the Philippines, Malaysia, Australia, China, Egypt, and Canada. Aditya Birla's
major subsidiaries include Grasim, the world's leading producer of viscose staple fiber, and a
manufacturer of rayon grade pulp, cement, sponge iron, textiles, and chemicals; Hindalco, a
leading producer of aluminum and copper; UltraTech Cement, which produces portland
cement and related products; Aditya Birla Nuvo, which manufactures clothing, textiles, and
carbon black and is India's second largest producer of viscose filament yarn; Indo Gulf,
a fertilizerproducer; Birla NGK Insulators (a joint venture with NGK of Japan), which is the
world's leading producer of insulators; and Idea Cellular Ltd., a mobile service provider
jointly owned with fellow Indian conglomerate Tata Industries. The company also produces
software and provides IT services, and operates a number of financial productssubsidiaries.
The company's Birla Sun Life InsuranceCo. is the second largest private sector insurance
company in India, and its Birla Sun Life Asset Management Co. is the country's fourth largest
assets manager. In other areas, the company claims to be the world's eighth largest producer
of cement and the world's fourth largest producer of carbon black. These operations combine
to generate revenues of nearly $7.6 billion per year. The company is led by Kumar Mangalam
Birla, son of Aditya Birla.

Indian Financial Dynasty in the 19th Century

The Aditya Birla Group was founded in the 1960s by Aditya Birla, who started building his
business empire at the age of 24. By then, however, the Birla family had been one of India's
most prominent industrial and financial families for nearly a century. The origins of the Birla
family fortunes lay in the second half of the 19th century, when in 1870 Seth Shiv Narayan
Birla launched a cotton- and jute-trading business in the town of Pilani, in Rajasthan, India.
Despite the British occupation, and the attempt to establish monopolies by the British trading
companies, Birla succeeded in building the family's first fortune.

The next phase of the family's success came at the beginning of the 20th century, when
Birla's grandson Ghanshyamdas took over as head of the family fortune. The younger Birla
led the family into the industrial sector, setting up a jute mill in 1919. The Birla family also
became important supporters of the independence movement led by Mahatma Ghandi.
Ghanshyamdas Birla not only provided the financial backing for Ghandi, he also participated
in the talks with the British that ultimately led to the country's independence. The company's
wealth, and its intimate connection with the new Indian government, enabled it to emerge as
one of a small number of Indian families that dominated India's quasi-socialist economy
through the end of the century.

With independence, Birla began developing his industrial empire in earnest. The family
quickly branched out into a number of sectors. Just days after the country's declaration of
independence, for example, Birla founded Grasim Industrial Ltd., opening a small weaving
plant in Gwalior. By 1950, Grasim had begun importing the recently developed rayon fiber,
and it began producing rayon-based fabrics. In 1954, Grasim launched its own rayon
production, opening a factory in Nagda. By the mid-1960s, Grasim also had launched
production of the rayon pulp itself.

The family's interest in textiles and rayon in particular led it to acquire another branch, Indian
Rayon Corporation, in 1966. That company had been founded just a decade earlier, and in
1963 had expanded with the construction of its own viscose filament yarn factory in Veraval.
As part of the Birla family holdings, Indian Rayon, which later evolved into the Birla group's
largest subconglomerate, Aditya Birla Nuvo, developed diversified operations, including the
production of garments, textiles, carbon black, and insulators. The company also entered
cement production, launching its own factory in 1985.

In the meantime, Birla's industrial interests had led it into a new area, the production of
metals, and specifically aluminum. The family established a new company, Hindalco, in 1958
and began construction of their first smelter. That complex, in Renukoot, launched
production in 1962. By 1967, the company had set up its own power plant, in Renusagar,
described by the company as "a significant strategic move." The company later branched out
into copper production as well.

The development of the family's business interests had been turned over to Ghanshyamdas
Birla's sons, K. K. Birla, C. K. Birla, and B. K.Birla. While B. K. Birla took over the family's
raw materials and related industrial operations, his brothers took charge of other Birla family
holdings, including Hindustan Motors, part of India's big three automakers, and
the Hindustan Times,one of the country's major newspapers.

International Pioneer: 1970-80

In the mid-1960s, Aditya Vikram Birlajoined his father, B. K. Birla, in that branch of the
family business, which by then consisted of Grasim, Hindalco, and Indian Rayon. By the end
of the decade, Aditya Birla, then 24 years old, was placed in charge of these companies,
which formed the basis of the Aditya Birla Group.

The younger Birla soon proved himself a visionary, leading the company's development from
an India-focused industrial group to India's first and largest internationally operating
conglomerate. The company enjoyed the advantages of India's "License Raj," a license-
permit-quota system devised by the country's first prime minister, Jawarharal Nehru, that
made it difficult for new domestic competitors to emerge. Although this system protected and
reinforced the Birla family's interests, it also subjected the Birla group to strict capital
controls. At the end of the 1960s, however, Aditya Birla recognized a means of skirting these
controls, through the development of foreign interests.

In 1969, Birla launched its first subsidiary, Indo Thai Synthetics, to produce and export
synthetic yarns in Thailand. Into the 1970s, the company continued to invest in Thailand,
launching two new subsidiaries in 1974. The first of these, Thai Rayon, launched production
of viscose rayon staple fiber, which it marketed on a global basis as Birla Cellulose. That
company quickly grew into a major exporter, while also supplying the Thai textile industry.
The company set up in 1974 was Century Textiles Co., which operated a weaving and dyeing
plant, producing Centex-branded fabrics, including polyester, rayon, linen, and later lycraand
others. By the end of the 1970s, the company's Thai holdings included Thai Carbon Black
(TCB), founded in 1978. Carbon black, also known as soot and lampblack, was used as a
black pigmentfor inks, food colorings, and especially for the production of rubber tires. TCB
grew strongly, building the world's largest carbon black facility on a single location, and
counting among its customers the global big three tire manufacturers. The company was
particularly successful in Japan, where it captured more than half of the total carbon black
market.

Birla's success in Thailand encouraged the group to extend its operations elsewhere in the
region. In 1975, the company launched a joint venture in the Philippines, to produce spun
yarn. The operation became the basis of the group's other Filipino holdings, grouped under
the Indo Phil name. Malaysia became the company's next foreign market, with the opening of
an edible oil production subsidiary in 1978. That business, Pan Century Edible Oils, became
the world's largest single-location palm oil refinery.

Steady Growth Through the End of the 20th Century

The Birla group's expansion continued through the 1980s. The company moved into
Indonesia in 1982, setting up PT Indo Bharat Rayon. In Thailand, in 1984, the company
expanded into the production of sodium phosphates for the detergents industry, establishing
Thai Polyphosphates and Chemicals. The company added yet another Thai unit in 1987,
deepening its interests in that country's textile sector with the founding of Thai Acrylic Fibre.
The company also expanded into the chemicals market in Thailand, founding a joint venture,
Thai Peroxide Co., with the United States' FMC Corporationin 1989.

In the meantime, Birla's Indian holdings continued to expand and diversify as well. Grasim,
for example, added cement production in 1985, launching the Vikram Cement plant at Jawad,
in Madhya Pradesh. By the beginning of the 1990s, that operation had tripled its production
capacity. Through the 1990s, Grasim added other diversified businesses, including merchant
exporter Birla International Marketing Corporation in 1992, and Vikram Ispat, a gas-based
sponge iron factory, in 1993. Grasim also expanded its cement holdings, opening two new
cement plants, Grasim Cement in Raipur and Aditya Cement in Shambhupura, in 1995. The
growth of Grasim's cement operations led Birla to transfer its other cement production
operations from Indian Rayon into Grasim.

This restructuring was launched under the leadership of Aditya Birla's son, Kumar Mangalam
Birla, who took over the company after his father's death in 1995. Until then, the Birla group
of companies had been described by Institutional Investor International Editionas a "murky
empire." The younger Birla, who had been educated at the London Business School, now
became determined to transform the company into a modern corporation. Birla now led a
restructuring of the company's holdings, grouping all of its businesses under the single
umbrella holding, Aditya Birla Group. Birla also continued to streamline operations,
regrouping various industrial operations into a more coherent structure.

Leading Diversified Conglomerate in the New Century

Aditya Birla nonetheless remained committed to its structure as a highly diversified

conglomerate. The company also took advantage of the liberalization of India's economy,
launched during the country's economic crisis in 1991, to enter a number of new areas. In
1988, for example, the company launched a petroleum refining joint venture with Petroleum
Corporation. The company then entered the telecommunications market, forming a joint
venture with AT&T of the United States, Birla AT&T, in 1995. That company merged with
Tata Communications in 2000, becoming one of the country's leading telecom groups.

Through Hindalco, the company launched fertilizer production, under subsidiary Indo Gulf in
the late 1980s; in 1998, Indo Gulf added the production of copper as well. In 2002, Hindalco
was restructured, with its fertilizer production spun off into a separate company, Indo Gulf
Fertilisers. Indo Gulf's copper business was placed directly under Hindalco. By then,
Hindalco had acquired major rival Indal, an aluminum producer founded near Kolkata in
1938. That acquisition was completed in 2000; two years later, Indal boosted its aluminum
foil production through the purchase of control of AnapurnaFoils. Indal was merged into
Hindalco in 2004.

Other new markets for Birla included software development and IT services, which were
regrouped into Birla Technologies Ltd. in 2001. The company entered the power generation
market through a joint venture with Powergen PLC. In 1999, Birla added financial services to
its range, forming a joint venture with Canada's Sun Life Assurance.
Into the mid-2000s, Birla also continued to expand its international network. The company
made its first entry into the North American market, acquiring the Atholville Pulp Mill in
New Brunswick, Canada. The purchase, completed in 1998, established Birla as the world-
leading producer of viscose staple fiber and also marked its first major foreign acquisition. In
2003, the company turned to Australia, buying up the Nifty Copper mines in Western
Australia. The purchase enabled Birla to develop into an integrated copper group, supplying
its factories in India with raw material. Later that year, the company bought up a second
Australia copper mine, at Mt. Gordon. In that year, as well, Birla extended its reach into the
mainland Chinese market, where it established a carbon black production unit, Liaoning Birla
Carbon. Back at home, the company launched a project to build a new aluminum production
complex in Orissa, beginning construction in 2005.

Birla's international expansion continued to drive the company's growth into the mid-2000s.
In 2005, for example, the company reached an agreement to acquire the St. Anne Nackawic
Pulp Mill in Canada. The company also sought out new markets; in March 2006, the
company announced its plans to build a $350 million viscose staple fiber plant in Laos.
Aditya Birla had grown into one of India's leading conglomerates, and a major player on the
world market.

Principal Subsidiaries

Aditya Birla Chemicals (Thailand) Ltd.; Aditya Birla Nuvo Ltd.; Alexandria Carbon Black
Company S.A.E. (Egypt); Alexandria Fiber Company S.A.E. (Egypt); AV Cell Inc. (Canada);
AV Nackawic Inc. (Canada); Birla Mineral Resources Pty. Ltd. (Australia); Birla Mt. Gordon
Pty. Ltd. (Australia); Century Textiles; Grasim Industries Limited; Hindalco Industries
Limited; Indo Gulf Fertilisers Limited; Indo Phil Textile Mills (Philippines); Indo Thai
Synthetics; Liaoning Birla Carbon Co. Ltd. (China); Pan Century Edible Oils (Malaysia); PSI
Data Systems Limited; PT Elegant Textile Industry (Indonesia); PT Indo Bharat Rayon
(Indonesia); PT Sunrise Bumi (Indonesia); Thai Acrylic Fibre; Thai Carbon Black; Thai
Peroxide; Thai Rayon; TransWorks Information Services Ltd.

Principal Competitors

RPG Enterprises; Tata Sons Ltd.; Murugappa Group; Jaypee Group; Amalgamations Ltd.;
Dabur India Ltd.; Balmer Lawrie and Company Ltd.; Escorts Ltd.; HMT Ltd.; Greaves
Cotton Ltd.; Bombay Burmah Trading Corporation.
Chronology

 Key Dates
 1870Seth Shiv Narayan Birla launches a cotton- and jute-trading business in the town
of Pilani, in Rajasthan, India.
 1919Grandson Ghanshyamdas Birla sets up a jute mill, establishing the family's
industrial holdings.
 1947The Birla family sets up the Grasim weaving plant, later adding production of
rayon.
 1958The company establishes Hindalco for production of aluminum.
 1966Indian Rayon Corporation is acquired.
 1969Under Aditya Birla, the company launches international expansion, founding
Indo Thai Synthetics in Thailand.
 1978Carbon black production is launched in Thailand.
 1988Indo Gulf is formed under Hindalco for the production of fertilizer.
 1995Aditya Birla dies and is succeeded by son Kumar Mangalam Birla, who later
leads a restructuring and streamlining of the group; a joint venture, Birla AT&T, is
formed.
 1998Info Gulf begins copper production; Birla enters Canada with the purchase of
Atholville Pulp Mill in New Brunswick.
 1999Birla adds financial services through an insurance joint venture with Canada's
Sun Life.
 2000Birla AT&T merges with Tata Communications; Hindalco acquires Indal.
 2002Hindalco restructures and spins off Indo Gulf Fertilizers; Anapurna Foils is
acquired.
 2003Birla acquires Nifty Copper and Mt. Gordon Copper mines in Australia; the
company enters China with the creation of the carbon black joint venture, Liaoning
Birla.
 2004Indal merges into Hindalco.
 2005Construction of a new aluminum facility begins in Orissa, India; the St. Anne
Nackawic Pulp Mill in Canada is acquired.
 2006The company announces plans to build a new viscose staple fiber plant in Laos.
Additional Details

 Public Company
 Incorporated:1870
 Employees:72,000
 Sales:$7.59 billion (2005)
 Stock Exchanges:India
 Ticker Symbol:BIR
 NAIC:331491 Nonferrous Metal (Except Copper and Aluminum) Rolling, Drawing,
and Extruding; 551112 Offices of Other Holding Companies; 423990 Other
Miscellaneous Durable Goods Merchant Wholesalers; 331111 Iron and Steel Mills;
313210 Broadwoven Fabric Mills; 325120 Industrial Gas Manufacturing; 325131
Inorganic Dye and Pigment Manufacturing; 325221 Cellulosic Manmade Fiber
Manufacturing; 327124 Clay Refractory Manufacturing; 313210 Broadwoven Fabric
Mills; 322110 Pulp Mills; 322121 Paper (Except Newsprint) Mills; 325181 Alkalies
and Chlorine Manufacturing; 327310 Cement Manufacturing

Further Reference

 "AV Birla Group Charts 3-Pronged Growth Plan," India Business Insight,March 16,
2004.
 "Birla Makes Changes," Nonwovens Industry,November 2004, p. 20.
 "Birla Plans Expansion," Mining Journal,April 27, 2001, p. 315.
 "Birla Renames Thai Unit," Chemical Week,January 25, 2006, p. 14.
 Chandler, Clay, "Dealing with Dynasties," Fortune International,October 31, 2005, p.
56.
 Clarke, Jo, "India's Birla in Deal to Buy Second Australia Copper Mine for
$14.3M," American Metal Market,September 25, 2003, p. 4.
 "India: High Profile Family-Owned Businesses," International Market Insight
Reports,May 16, 2000.
 Lachner, David, "Birla Breaks Ranks," Institution Investor International
Edition,August 2000, p. 16.
 Viscusi, Gregory, "India (the World's Billionaires)," Forbes,July 20, 1992, p. 186.
 CHAPTER-IV
DATA ANALYSIS & INTREPRITATION
 DATA ANALYSIS & INTREPRITATION
Data analysis has been done by arranging the data in a simple table form and percentages are
calculated. The quantitative data has been represented by drawing out the charts where ever
necessary.

1. Do you think Employee Welfare is needed in a company?

(a) YES (b) NO

s.no Options No. of Responses Percentage

1 YES 100 100
2 NO 0 0
TOTAL 100 100
Table-1

% of respondents

120

100

80

60 Percentage
100
40

20

0 0
1 2
yes no

Figure-1
Interpretation:
To above question, almost 100% of the employees thought that the Employee Welfare
programs is needed in a company.
2. In Your Organization Educational assistance provided for children’s education

A) Yes
B) No

S.No Options No. of Responses Percentage

1 YES 85 85
2 NO 15 15
TOTAL 100 100
Table-2

No. of Responses Percentage

100 100
85 85

15 15

YES NO TOTAL
1 2

Figure-2

Interpretation:
Most of the employees in the organization are saying that the organization is bearing the
children’s education as aEmployee Welfare program.
3) Rate the Welfare program, you are getting in the organization

Particulars % Rating
Canteen Subsidy 100%
Festival Allowance 50%
Night Shift Allowance 65%
Heat Treatment Allowance 75%
Rest Room Facility 15%
shift timings 10%
Safety practices 55%
death in harness 95%
HRA 100%
Uniform Allowance 50%
Table-3

% Rating
120%
100%
80%
60%
40%
20%
% Rating
0%

Figure-3
Analysis

65% agreed with Night Shift Allowance

75% agreed with Heat Treatment Allowance
15% agreed with Rest Room Facility
10% agreed with shift timings
55% agreed with Safety practices
95% agreed with death in harness
100% agreed with HRA
50% agreed with Uniform Allowance

Interpretation:
From the above table we can find the employees in the organization are getting benefits from
the organization as an employee welfare programs
Most of the employee given the rating for the facility of canteen for their food and
refreshment facilities in the organization, the organization is allowing the house rent
allowances also.
 4) What are the methods used in your organization in order to help the staff in managing
as welfare?
a) Rest room
b) Yoga and Meditation
c) Physical Exercise and indoor games
d) Music
e) None of the above
Particulars Response (No of persons)

Rest room 45

Yoga and Meditation 14

Physical Exercise and indoor 20

games

Music 20

None of the above 1

Table-4
50
45
40
35
30
25 Particulars

20 Response (No of persons)

15
10
5
0
1 2 3 4 5 6 7 8 9 10 11

Interpretation:

Employees are managing the stress by using rest rooms and , by meditation and yoga by
Physical Exercise and indoor games and using other.
 5) Is it necessary that the organization should take up the programmers for welfare
programs?
a) Yes
b) No
Particulars Response (No of persons)

Yes 90

No 10

Table-5

100
90
80
70
60
50 Particulars

40 Response (No of persons)

30
20
10
0
1 2 3 4 5

Interpretation:
90 respondents said that the organization should take up the programmers for welfare and 10
are said that no need to do.
 6) When You Feel stress, who will help you to overcome the stress?
a) Management
b) Family
c) Friends
d) Colleagues
e) None of the above
Particulars Response (No of persons)

Management 13

Family 45

Friends 10

Colleagues 25

None of the above 7

Table-6
50
45
40
35
30
25 Particulars

20 Response (No of persons)

15
10
5
0
1 2 3 4 5 6 7 8 9 10 11

Interpretation:
13 respondents said that management will help and 45 said that family and 25
respondents said that Colleagues and remaining 25 said none of the above.
 7) To increase the welfare programs?
a) I will work very fast
b) I’ should decide when to relax
c) I will work very intensively
d) I will plan my job schedules
e) I should maintain good relations
f) Other
Particulars Response (No of persons)

I will work very fast 5

I’ should decide when to relax 5
I will work very intensively -
I will plan my job schedules 85
I should maintain good 15
relations
Other -
Table-7
90

80

70

60

50

40 Series1

30

20

10

0
1 2 3 4 5 6

Interpretation:
5 respondents said that I will work very fast and 5are I’ should decide when to relax,85
respondents said that they will plan my job schedules, 15 are said that maintain good
relations.
 8) Do your welfare programs interface in your work life?
a) Yes
b) No
c) At times
Particulars Response (No of persons)

Yes 45

No 60

At times 5

Table-8

70

60

50

40
Particulars
30 Response (No of persons)

20

10

0
1 2 3 4 5 6 7

Interpretation:
45 respondents said that personal welfare programs will interfere in work life and 60 are said
no impact and 5 are said that at the time of the mind set.
 9) Are there any recreational programs/events at your work place?
a) Yes
b) No
Particulars Response (No of persons)

Yes 35

No 65

Table-9

70

60

50

40
Particulars
30 Response (No of persons)

20

10

0
1 2 3 4 5

Interpretation:
35 employees are said that there are recreational programs/events at your work place
And 65 said that there are no such programs.
 10) Do you setup reasonable and attainable goals when you have a large project to
computer?
a) Yes
b) No
Particulars Response (No of persons)

Yes 85

No 15

Table-10

90

80

70

60

50
Particulars
40
Response (No of persons)
30

20

10

0
1 2 3 4 5 6 7

Interpretation:
85 respondent’s setup reasonable and attainable goals when you have a large project to
computer and 15say No.
 11) Are you satisfied with the job at the work environment?
a) Yes
b) No

Particulars Response (No of persons)

Yes 90

No 10

Table-11

100
90
80
70
60
50 Particulars

40 Response (No of persons)

30
20
10
0
1 2 3 4 5 6 7

Interpretation:
90 respondents are satisfied with the job at the work environment And 10 are un satisfied
with the job at the work environment.
 12) How is the communication among you and the subordinates in an Organization?
a) Good
b) Bad
c) Poor

Particulars Response (No of persons)

Good 95

Bad 5

Poor 0

Table-12

100
90
80
70
60
50
Series1
40
30
20
10
0
1 2

Interpretation:
95 employees are said that good communication among you and the subordinates in an
organization and 5 said bad communication among you and the subordinates in an
organization and 0 said it is poor.
13) Does organization provides you any assistance for non welfare related problems?
a) Yes
b) No
Particulars Response (No of persons)

Yes 95
No 5

Table-13

100
90
80
70
60
50 Particulars

40 Response (No of persons)

30
20
10
0
1 2 3 4 5

Interpretation:
95 respondents said that organization provides assistance for non welfare related
problems And 5 said than not doing.
14) Do you feel you have enough skills to handle the responsibilities assigned to your
role?
a) Yes
b) No

Particulars Response (No of persons)

Yes 75
No 25

Table-14

80

70

60

50

40 Particulars
Response (No of persons)
30

20

10

0
1 2 3 4 5

Interpretation:
75 are said that they feel enough skills to handle the responsibilities assigned their
role, 25 said they are not feeling.
15) Do you feel introduction of stress management and its preventive actions in every
organization mandatory?
a) Yes
b) No
If yes please comment

Particulars Response (No of persons)

Yes 80
No 20

Table-15

90

80

70

60

50

40 Series1

30

20

10

0
1 2

Interpretation:
80 feel that introduction of stress management and its preventive actions in every
organization mandatory and 20 say no
Employee Benefits

16). Is the physical working conditions are taken care by superiors?

A) Yes B) No C) Some time D) Can’t say

PARTICULARS RESPONDENTS
YES 40
NO 25
SOME TIME 25
CAN’T SAY 10
Table-16

40

35
30

25 Yes

20 No
Some time
15
Can’t say
10

0
1 2

Interpretation:
More Number of Employees is saying that the physical working conditions are taken
care by superiors only.
17. Are you accustomed to work under many supervisors for the same nature of work?

A) Yes B) No C) Some time D) Can’t say

PARTICULARS RESPONDENTS
YES 25
NO 50
SOME TIME 25
CAN’T SAY 0
Table-17

50
45
40
35
30
25 Series1
20 Series2
15
10
5
0
Yes No Some time Can’t say

Interpretation:
A few Number of Employees is saying that they accustomed to work under many supervisors
for the same nature of work.
18. Do you feel to do your duty out of your commitment to job because of the fear of
survival?

A) Yes B) No C) Some times

PARTICULARS RESPONDENTS
YES 30
NO 70
SOME TIME 0

Table-18

70

60

50

40
Series1
30 Series2

20

10

0
Yes No Some time

Interpretation:
A few Number of Employees is saying that they feel to do your duty out of your commitment
to job because of the fear of survival
19. Do you feel that working atmosphere is friendly in nature at your work place?

A) Agree B) Disagree C) Agree to some extent D) Can’t say

PARTICULARS RESPONDENTS
AGREE 80
DISAGREE 20
AGREE TO SOME EXTENT 0
CAN’T SAY 0
Table19

80

70

60

50 Agree
40 Disagree
Agree to some extent
30
Cant say
20

10

0
1 2 3 4

Interpretation:
More number of Number of Employees is saying that there working atmosphere is
friendly in nature at your work place
20. Do you feel that you are having a good rapport with all your peers and superiors?

A) Very good B) Average C) Below Average D) Low

PARTICULARS RESPONDENTS
VERY GOOD 50
AVERAGE 30
BELOW AVERAGE 20
LOW 0
Table-20

50
45
40
35
30
25 Series1
20 Series2
15 Series3
10
5
0
Very good Below Average Low
Average

Interpretation:
More number of Number of Employees is saying that feel that you are having a good rapport
with all your peers and superiors
21. Does In your department work is distributed in a fair manner?

A) Yes B) No C) Some time D) Can’t say

PARTICULARS RESPONDENTS
YES 60
NO 30
SOME TIME 20
CAN’T SAY 10
Table-21

60

50

40

30 Series1
Series2
20

10

0
Yes No Some time Can’t say

Interpretation:
More number of Number of Employees is saying that the department work is distributed in a
fair manner
22. Do you feel that your job is secured?

A) Yes B) No C) Doubtful D) can’t say

PARTICULARS RESPONDENTS
YES 75
NO 15
DOUBTFUL 10
CAN’T SAY 0

80
70
60
50
40 Series1
30 Series2
20
10
0
Yes No Doubtful A) can’t
say

Interpretation:
More number of Number of Employees is saying that their job is secured.
23. Do you feel Discipline helps in individual development?

A) Agree B) Disagree C) Agree to some extent D) Can’t say

PARTICULARS RESPONDENTS
AGREE 75
DISAGREE 15
AGREE TO SOME EXTENT 10
CAN’T SAY 0

80

70

60

50 Agree
40 Disagree
Agree to some extent
30
Cant say
20

10

0
1 2 3 4

Interpretation:
More number of Number of Employees is saying that Discipline helps in individual
development
CHAPTER-V

FINDINGS
CONCLUSIONS
SUGGESSIONS
BIBLIOGRAPHY
 FINDINGS

1. Welfare of employee and his family members is an effective advertising and also a method
of buying the gratitude and loyalty of employees.

2. Employee welfare is a comprehensive term including various services, benefits and

facilities offered by the employer.

3. The basic purpose of labor welfare is to enrich the life of employees and keep them happy
and contented.

4. Welfare facilities enable workers to have archer and more satisfying life. It raises the
standard of living of workers by indirectly reducing the burden on their pocket.

5. Welfare means improving, faring or doing well. It is a comprehensive term, and refers to
the physical, mental, moral and emotional well-being of an individual.

6. Further, the term welfare is a relative concept, relative in time and space. It therefore,
varies from time to time, region to region and from country to country.

7. One significant conclusion with regards to learning opportunities, which is a basic for
empowerment, is that the executives are favorable and feel that sufficient learning
opportunities should be there for the rank & file.
 CONCLUSIONS

In the above perspective, the present chapter makes an attempt to draw some conclusions. It
should be confessed here that the investigator is conscious of the limitations of the study and
the conclusion drawn on the basis of the sample from a single unit cannot be generalized
about the entire manufacturing sector.

With regard to value of people, the analysis leads to the conclusion that the Executives give a
reasonable value to the Human Resources in the Organization. However, in respect of
concept about power, they are somewhat agreed to share the power. As far as information
sharing with lower rungs is concerned, they are very positive.

As far as clarity is concerned, the executives are somewhat agreed i.e., neutral. The aspect
wise percentage analysis leads to the conclusion that the organization is somewhat ready for
employee empowerment because the majority of the Executives in almost all aspects are
concentrated in somewhat ready group
 SUGGESTIONS

The conclusions so far drawn from the study tempts to offer the following suggestions for
making the organization ready for empowerment. The conclusions drawn above convince
any body to identify the following areas to chart out training programs for the executives to
make them completely ready for empowerment

1. A general training program covering the importance of and need for employee
empowerment in the light of global competition is to be designed in brainstorming
session involving internal and external experts.

2. The present study identifies the following areas in which training is to be undertaken.

 A training program may be undertaken for Executives in general and to Senior

Executives in particular to convince and make them accept the empowerment concept.

 Executives working in technical areas to be trained effectively in the areas of their role
and interpersonal dependence and relations to make empowerment more fruitful.

 A training program may be undertaken about "Shared Leadership" which brings high
morale and high productivity and makes the empowerment a success.

3. The subordinate staff who is going to be empowered must be ready to take up this
responsibility. A study is to be conducted among the subordinate staff to find out their
readiness to discharge the new roles under this empowerment program. This helps in
identifying the training areas, to make the subordinate staff completely ready for
undertaking empowerment.
BIBLIOGRAPHY

1) P. SubbaRao, Personneland Human Resources Management, Himalaya Publishing

House, 2001.
2) BiswajetPatnayak, Human Resources management, Pentice-Hall Of India-2002.
3) ArunMonappa, Mirza. S. Saiyadain, Personnel Management, Tata McGraw-Hill
Publishing Company Ltd, 1998.
4) Annual Reports and Magazines of ultra tech cements.
5) William. B. Werther, Jr. Keith Davis, Human Resources And Personnel,1999
6) Management, Tata McGraw –Hill Publishing Company Ltd, 1998.
7) C.R.Kothari, Research Methodology, Vikas Publishing House,2000
8) K. Aswathappa, Human Resource & Personnel Management. The McGraw-Hill
companies, 2004.

Websites:
www.themanagementor.com
www.hyundaiindia.com
www.hr.com
www.autoindia.com
https://www.adityabirla.com/
QUESTIONNAIRE

General profile of The Employee

Project Title :

Employee Name :

Designation :

Department :

Educational Qualification :

Experience :

1. Do you think Employee Welfare is needed in a company?

(a ) YES (b) NO

2. In Your Organization Educational assistance provided for children’s education

A) Yes
B) No
3) Rate the Welfare program, you are getting in the organization

Particulars % Rating
Canteen Subsidy
Festival Allowance
Night Shift Allowance
Heat Treatment Allowance
Rest Room Facility
shift timings
Safety practices
death in harness
HRA
Uniform Allowance
4) What are the methods used in your organization in order to help the staff in managing
as welfare?
f) Rest room
g) Yoga and Meditation
h) Physical Exercise and indoor games
i) Music
j) None of the above

5) Is it necessary that the organization should take up the programmers for welfare
programs?
c) Yes
d) No
6) When You Feel stress, who will help you to overcome the stress?
f) Management
g) Family
h) Friends
i) Colleagues
j) None of the above
7) To increase the welfare programs?
g) I will work very fast
h) I’ should decide when to relax
i) I will work very intensively
j) I will plan my job schedules
k) I should maintain good relations
l) Other
8) Do your welfare programs interface in your work life?
d) Yes
e) No
f) At times
9) Are there any recreational programs/events at your work place?
c) Yes
d) No
10) Do you setup reasonable and attainable goals when you have a large project to
computer?
 c) Yes
d) No
11) Are you satisfied with the job at the work environment?
c) Yes
d) No

12) How is the communication among you and the subordinates in an Organization?
d) Good
e) Bad
f) Poor
13) Does organization provides you any assistance for non welfare related problems?
c) Yes
d) No
14) Do you feel you have enough skills to handle the responsibilities assigned to your
role?
c) Yes
d) No
15) Do you feel introduction of stress management and its preventive actions in every
organization mandatory?
c) Yes
d) No

Employee benefits

1.Is the physical working conditions are taken care by superiors?

A) Yes B) No C) Some time D) Can’t say

2. Are you accustomed work under many supervisors for the same nature of work?
A) Yes B) No C) Some time D) Can’t say

3. Do you feel you do your duty out of your commitment to job or because of the fear of
survival?
 A) Yes B) No C) Some

4.Do you feel that working atmosphere is friendly in nature at your work place?

A) Agree B) Disagree C) Agree to some extent D) Can’t say

5. Do you feel that you are having a good report with all your peers and superiors?

A) Very good B) Average C) Average D) Low

6. In your department work is distributed in a fair manner?

A) Yes B) No C) Some time D) Can’t say

7. Do you feel that your job is secured?

A) Yes B) No C) Doubtful D) can’t say

8. Do you feel Discipline helps in individual development?

A) Agree B) Disagree C) Agree to some extent D) Can’t say