A

PROJECT REPORT

ON

“EMPLOYEE ENGAGEMENT PROGRAMS

PROVIDED BY BRITANNIA INDUSTRIES
TO THE EMPLOYEES”

FOR 

THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE DEGREE OF

BACHELOR Of BUSINESS ADMINISTRATION (2014-15) 

UNDER GUIDANCE OF: SUBMITTED BY:

Mrs. Anshu Chauhan Meenakshi Chanotiya

Faculty of Commerce and Business Management

Amrapali Group Of InstitutesShiksha Nagar, Lamachaur Haldwani, Uttrakhand

 STUDENT DECLARATION

This project has been undertaken as a partial fulfilment of the requirement for the awarding of the
Degree of Bachelor of Business Administration by Kumaon University Nainital (Uttarkhand).
Further I declared that this project is my original work & the analysis & finding are for academic
purpose only. This project has not been presented in any seminar or submitted elsewhere for the
awards of any degree or diploma.
 PREFACE

There has always been a purpose of training. It is necessary to develop the personality initiative and
personal capabilities, so that one can apply his academic knowledge in the field.

The summer training is an effective weapon for the impose of a student to get an inside into the real
life business situation.

The topic of project is “EMPLOYEE ENGAGEMENT” in BRITANNIA. In the present industrial

era, the term employee engagement has gain popularity. Advocated positive outcomes of employee
engagement make organizations develop the culture of engagement at work as a priority for
organization.
It is important to engage administrative workers, as they are the ones who have a significant influence
on the tone, manner and style of the entire institution and quality of their day-to-day performance
contributes to the quality of the relationship with faculties, students and the public. In Britannia, the
main objective of employee engagement is to emotionally connect  an employee’s feeing towards his
or her employment organization, which tends to influence his or her behaviors and level of effort in
work related activities.
 ACKNOWLEDGEMENT

I would like to place on the record the tremendous help that I have received from persons who
contributed towards giving this present form.

I thank Amarapali Institute of Management & Technology affiliated to Kumaun University

provides me this wonderful opportunity to learn & gain valuable experience that will be helpful in my
role as a future manager.

I wish to express my deep gratitude to Mrs. Anshu Chauhan for acting as a guide & providing me
with continuous support & guidance. This report could not have materialized without the inputs & the
words of advice from her for which I shall always remain grateful to her.

At last I would like to thank my mentor & parents for their valuable co-operation & support, which
they have given indirectly.

MEENAKSHI CHANOTIYA

BBA 5th semester

 CONTENTS

S.NO. TITLE PAGE NO.

1 Chapter I
1.1 Introduction
1.2 Research Objective
1.3 Research Methodologies
1.4 Limitations
2 Chapter II
2.1 Company Profile
3 Chapter III
3.1 Data analysis & interpretation
4 Chapter IV
4.1 Findings
4.2 Suggestions
4.3 Conclusions
5 Bibliography
6 Appendix
 EMPLOYEE ENGAGEMENT
INTRODUCTION:-

The term “employee engagement” means different things to different organizations. Some equate it
with job satisfaction which unfortunately can reflect a transactional relationship that is only as good
as the organization’s last round of perks or bonuses. Others measure engagement by gauging
employees’ emotional commitment to their organization. Although commitment is an important
ingredient, it is only a piece of the engagement equation.
Employee engagement is the emotional commitment the employee has to the organization and its
goals.
This emotional commitment means engaged employees actually care about their work and their
company. They don’t work just for a paycheck, or just for the next promotion, but work on behalf of
the organization’s goals.
When employees care—when they are engaged—they use discretionary effort.
This means the engaged computer programmer works overtime when needed, without being asked.
This means the engaged retail clerk picks up the trash on the store floor, even if the boss isn’t
watching. This means the TSA agent will pull a bag suspicious bag to be searched, even if it’s the last
bag on their shift.

Engaged employees lead to better business outcomes.

Engaged Employees lead to…

   higher service, quality, and productivity, which leads to…
      higher customer satisfaction, which leads to…

         increased sales (repeat business and referrals), which leads to…

            higher levels of profit, which leads to…
               higher shareholder returns (i.e., stock price)
As former Campbell’s Soup CEO, Doug Conant, once said, “To win in the marketplace you must first
win in the workplace.”
FACTORS OF EMPLOYEE ENGAGEMENT
Key factors of Employee Engagement are:-
1. Commitment; employee engagement describes the level of commitment that employees have
toward the organization.

2. Attitude; an engaged employee has a positive attitude toward his/her organization and its
values, goals, and operating principles. In an engaged workplace, the employee and the
organization mutually respect each other’s values. Both parties see mutual benefit to the
employment relationship. Employee development is an important part of the organization’s
 overall growth objectives. Employees receive the support they need to perform their jobs to
the best of their abilities and potential.

3. Alignment; the recognition and reward systems are viewed as being fair and just and are
aligned with the goals of both the employees and the organization. Employees actively work
toward achieving the organization’s success. Engaged employees understand and support the
organizational strategy. They understand the connection between individual performance and
organizational achievement.

4. Communications; there are effective, consistent, and trusted two-way communications

between the organization and employees.

5. Goals; an engaged employee understands the organization’s business objectives and works
together with coworkers to support the achievement of these goals. In an engaged work
environment, everyone is on the same team, focusing their energies on the same end results.

6. Customer focus; everyone is dedicated to meeting the needs and expectations of the customer
in any way they can.

7. Commitment; employees on all levels of the organization are willing to exert that extra effort
to ensure that their job is performed to the best level possible. Employee commitment is not
important just to the short-term goals but to the long-term success of the organization.

8. Loyalty; for engaged employees, loyalty goes beyond just staying for a paycheck or other
benefits that accompany employment with the organization. They exceed what is required
and expected of them by the organization because they want to, not because they have to.

9. Involvement; engaged employees do extra things, put in extra effort, and become emotionally
and intellectually involved in supporting the organization without expectation of additional
compensation or even recognition, although they appreciate compensation and recognition
when it is given. Engaged employees are emotionally committed and tied to the organization,
its goals and objectives, and its ultimate success. They internalize these goals and objectives
of the organization with their own.

10. Ownership; engaged employees behave as if they were the owner of the organization, putting
forth the same effort and commitment that someone who owns the business would in every
situation.
EMPLOYEE ENGAGEMENT ACTIVITIES
Activities of Employee Engagement are:-
1) Celebrate Successes
Everyone enjoys having their hard work recognized, and it’s one of the least expensive and most
effective motivators out there. In fact, recognition often outperforms monetary rewards as a
motivating factor for employees. While a private pat on the back is always appropriate,
recognition goes even further when others learn about it. Make a habit of recognizing successes
“publicly,” by making announcements, handing out awards, and citing names and
accomplishments in company publications and on the website. For employees who consistently
outperform, reward them with a promotion and increased job responsibilities.
2) Encourage Open Communication
Unlike the old saying about children, employees don’t want to be “seen but not heard.”
To be fully engaged in their jobs, employees need to feel free to express their views on
subjects that affect their work, and they need to feel that what they say is actually being heard.
Open communications is one of the simplest steps you can take to keep employees actively
engaged as a part of the company. This isn’t limited to traditional HR areas such as working
conditions, benefits, or dress code. Long-term business strategy is always on the minds of
employees who really want to make a difference, and their unique perspective of working on
the front lines can provide them with valuable insights that senior managers might miss.
Create and promote multiple ways employees can learn about what’s going on in the company
and opportunities for them to offer feedback or suggestions that will actually be heard and
considered. For example, consider a company newsletter, a regularly updated intranet, or a
monthly “Letter from the CEO,” which poses questions to the employees and gives them an
opportunity to respond straight to the top. This kind of interaction boosts engagement and
goes directly toward improving the bottom line.
3) Offer Real-time Progress Reports
Communicate the company’s goals clearly, then keep employees apprised of how they’re
doing in helping to reach those goals.
An employee shouldn’t need to wait until their annual performance review to know how they
are doing. The best company leaders offer continuous feedback so their employees always
know where they are excelling and where there is an opportunity for improvement.
While C-level executives are often privy to reams of big data about the company, employees
are always interested in how their individual efforts are affecting the organization’s progress.
If you want your employees to be thoroughly engaged in the success of the company, consider
them among the group that “needs to know” all the high-level information executives use to
keep their fingers on the pulse of the business.
Transparency balanced with positive reinforcement creates an environment of trust and
mutual accountability.

4) Choose a Cause and Do Some Good

Many companies have found a strategic corporate philanthropy program or employee
volunteering initiative to be one of the most effective employee engagement activities
available, as it combines team building, skill development, and leadership along with the
positive feelings that come from doing good.
To accomplish the most good on both fronts, have employees participate in choosing some
causes that are important to them, then provide them with as many opportunities as possible to
give monetarily and through volunteering. Keep everyone apprised of how the charitable
efforts are succeeding just as if they were another corporate business initiative, and be sure to
celebrate success.
5) Have Fun Together
Don’t fall into the trap of pushing your employees toward higher and higher levels of
productivity and efficiency without taking into account the need for rest, relaxation, and
balance. Make it a point to set aside times for employees to have fun.
 Even the most engaged and effective employees will burn out if pushed too hard, so it is
essential to make having fun a part of the overall culture they’re supporting.
Use holidays, corporate milestones, or even just random events as opportunities for employees
to let their hair down for a while and just enjoy each other’s company in way that isn’t
focused on business. As friendships develop in new and unexpected ways, the end result is a
company where everyone truly enjoys going to work and being among their coworkers.

METHODS OF MEASURING EMPLOYEE ENGAGEMENT

Methods of measuring employee engagement are:-

1) Select a survey consulting firm to adapt an engagement survey to your organization.

2) Include actionable survey items, over which management has some control.
3) Link survey items to organization performance measures such as profitability, quality,
employee retention, customer loyalty, etc.
4) Use survey results to identify the key levers of engagement in your organization.
5) Customize performance measures for each business unit.
6) Develop an employee engagement action plan for each unit.
7) Measure engagement once a year to monitor progress.
 RESEARCH OBJECTIVE
Research is an organized inquiry carried out to provide information for solving problems. The various
objectives of my research on Employee Engagement at Britannia were:-
I. To understand and implore the importance of Employee Engagement followed at Britannia.
II. To determine the Employee Engagement process implemented at Britannia.
III. To forces various problems and challenges related to Employee Engagement programs and its
implementation.
IV. To associate new Employees Engagement programs.
V. To identify the overall 'Employee Engagement' procedure.
VI. To determine the overall satisfaction level of employees with respect to Employee
Engagement processes.
 Research Methodology

The first stage involved initial discussion between the various team members and the company in
order to identify the research objectives (Rationale of the research), which is the most difficult step in
their search process.The research design used for the study is descriptive research. The tools used for
data collection were analysis of data, internal checking of data and personal interview. Internet was
being also very helpful medium for collection of data. Internet was used as a source for secondary
data

RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data in a manner that
aims to combine relevance to research purpose with economy in procedure. In fact, the research
design is the conceptual structure with in which research is conducted to constitute the blueprint for
collection, measurement and analysis of data. More explicitly, we can say that research design
decisions happen to be in respect of:-
I. What is the study all about?
II. Why is the study being made?
III. What type of data is required?
IV. Where can the required data are found?
V. What period of time will study include?
VI. How will the data be collected?
VII. How will data be analyzed?
VIII. In what style will report be prepared?
DATA COLLECTION METHODS
A. Primary Data
B. Secondary Data

Methods which are used to collect data:-

1. Survey method
2. Interview method
3. Observation method
4. Document method
 LIMITATION

 Little cooperation of some employees due to conservative mind.

 Some employees had no time to fill the questioner.
 Some time employees do not tell truth just for fun shake.
 Employees of the organisation may hide some of the facts.
 COMPANY PROFILE

Britannia Industries Limited

The story of one of India’s favorite brands reads almost like a fairy tale. Once upon a time, in 1892 to
be precise, a biscuit company was started in a nondescript house in Calcutta (now Kolkata) with an
initial investment of Rs. 295. The company we all know as Britannia today.

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 become 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 Government reposed its trust in Britannia by contracting it to supply large quantities of
“service biscuits” to the armed forces.

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 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 Indian ness of the firm. The following year, Britannia Biscuit
Company was re-christened Britannia Industries Limited (BIL). Four years later in 1983, it crossed
the Rs. 100 crores revenue mark.

Britannia Industries Limited is an Indian company based in Kolkata that is famous for its Britannia
and Tiger brands of biscuit, which are highly recognized throughout the country. Britannia is one of
India’s leading biscuit firms, with an estimated 38% market share.

The company’s principal activity is the manufacture and sale of biscuits, bread, Rusk, cakes and dairy
products.
 MILESTONES

1892 The Genesis - Britannia established with an INVESTMENT of Rs. 295 in

Kolkata

1910 Advent of electricity sees operations mechanized

1921 Imported machinery introduced; Britannia becomes the first company East of the
Suez to use gas ovens.

1939 - 44  Sales rise exponentially to Rs.16,27,202 in 1939.

 During 1944 sales ramp up by more than eight times to reach Rs.1.36
crore

1975 Britannia Biscuit Company takes over biscuit distribution from Parry's

1978 Public issue - Indian shareholding crosses 60%

1979 Re-christened Britannia Industries Ltd. (BIL)

1983 Sales cross Rs.100 crore

1989 The Executive Office relocated to Bangalore

1992 BIL celebrates its Platinum Jubilee

1993 Wadia Group acquires stake in ABIL, UK and becomes an equal partner with
Groupe Danone in BIL

 1994 Volumes cross 1,00,000 tons of biscuits 

1997  Re-birth - new corporate identity 'Eat Healthy, Think Better' leads to new
mission: 'Make every third Indian a Britannia consumer'
 BIL enters the dairy products MARKET

 1999 "Britannia Khao World Cup Jao" - a major success! Profit up by 37%

2000 Forbes Global Ranking - Britannia among Top 300 small companies 

2001  BIL ranked one of India's biggest brands

 No.1 food brand of the country
 Britannia Lagaan Match: India's most successful promotional activity of
the year
 Maska Chaska: India's most successful FMCG launch

2002  BIL launches joint venture with Fonterra, the world's second largest dairy
company
 Britannia New Zealand Foods Pvt. Ltd. is born
 Rated as 'One amongst the Top 200 Small Companies of the World' by
Forbes Global
 Economic Times ranks BIL India's 2nd Most Trusted Brand
 Pure Magic -Winner of the Worldstar, Asiastar and Indiastar award for
packaging.
2003  '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 'Superbrand'

 Volumes cross 3,00,000 tons of biscuits
 Good Day adds a new variant - Choconut - in its range

2005  Re-birth of Tiger - 'Swasth Khao, Tiger Ban Jao' becomes the popular
chant!
 Britannia launched 'Greetings' range of premium assorted gift packs
 The new plant in Uttaranchal, commissioned ahead of schedule.
 The launch of yet another exciting snacking option - Britannia 50-50
Pepper Chakkar

2006  Britannia re-launched NutriChoice Hi-Fibre Digestive biscuits in an

international large sized biscuit pack.
 Britannia acquires 51% stake in Bangalore-based bakery foods retailer
Daily Bread.

2007  Britannia industries formed a joint venture with the Khimji Ramdas Group
and acquired a 70 percent beneficial stake in the Dubai-based Strategic
Foods International Co. LLC and 65.4% in the Oman-based Al Sallan Food
Industries Co. SAOG.
 Britannia NutriChoice SugarOut range introduced - 1st of its kind of
biscuits to be be launched in India with "No Added Sugar" (Variants -
Chocolate Cream, Orange Cream, and Litetime)

2008  Britannia NutriChoice 5 Grain biscuits launched - Biscuits with the

goodness of 5 health Cereals, and sweetened with Natural honey. Britannia
Nutrichoice promised consumers "Bhook Bhagao, Kuch Healthy Khao"

Britannia launched Iron fortified 'Tiger Banana' biscuits, 'Good Day Classic
Cookies', Low Fat Dahi and renovated 'MarieGold'.

2009  Britannia Launches ActiMind - A first of its kind milk based health drink
for kids, which helps improve mental sharpness. Launch of ActiMind
 marked Britannia's entry into the beverage segment and has further
extended its credo of 'Eat Healthy, Think Better' to 'Drink Healthy, Think
Better' as well!!
 Britannia NutriChoice Nature Spice Crackers launched - Your favorite
Cream Crackers, now made even more exciting with the addition of
"Sabut" Ajwain and Jeera spices.
 Britannia takes full control of Daily Bread.
 Britannia Industries buys out New Zealand's Fonterra from existing dairy
joint venture, Britannia New Zealand Foods (BNZF). BNZF became a 100
per cent Britannia subsidiary and was renamed Britannia Dairy Private
Limited (BDPL).
 Recognizing the changing global trends & health benefits of removing
transfats, Britannia is the first Bakery brand in India to remove transfats
from its products.

 Wadia Group acquired stake holdings from Group Danone and becomes
the single largest shareholder in BIL.

2010  50-50 Maska Chaska was re-launched with a new masaaledar twist - a
delightful blend of butter and imported flavours along with sprinkling of
masala in September 2010.
 Tiger enters the Cookies category, with the launch of Krunch Cookies in
October. These cookies are not only high on delight but also high on
energy and have been created keeping in mind the needs of today's kids,
These delightful cookies come in two exciting variants - Fruit & Nut and
Chocochips and at an affordable price point of just Rs 5.
 Brand NutriChoice, in keeping with its track record of launching
differentiated healthy snacks, launched Diabetic Friendly Essentials on
14th November, a day that is world over recognized as World Diabetes
Day. The range comprised of 2 variants - Oats Cookies and Ragi Cookies -
and is available in top Indian cities.
 Britannia was presented the Master Brand 2010 Award by CMO Council in
November 2010.
 Rotary Club of Chennai awarded CSR Award to Britannia in November,
for our work in nutrition.

 2011  Always committed to constant innovation, Britannia launched Britannia

 Healthy Start in Mumbai in January 2011. Specially designed with Indian
tastes in mind, Healthy Start is a complete range of ready-to-cook breakfast
mixes of Upmas, Pohas, Porridges and Oats that are healthy, delicious, and
take just 5 minutes to cook! This is the only product range in its category
that combines the natural nutrition of multi-grains, 100% real vegetables,
pulses and nuts all in one pack.
 Britannia received the Most Respected Company Award 2011 from
Business world.
 Bourbon received the Most Popular Confectionery Product Preferred By
Youth (Biscuit) Award.
 IMCRBNQA (Indian Merchant Chambers Ramakrishna Bajaj National
Quality Award) conferred the Manufacturing Performance Excellence
Trophy a National Quality Award for the 2010 cycle, for Britannia
Corporate Office (Bangalore), Britannia Industries Ltd. (Rudrapur) and
Sunandram Foods Pvt Ltd (Mangaldoi, Guwahati).
 Britannia further enhanced its foray into healthy milk based drinks by
launching TigerZor Choco Milk & TigerZor Badam Milk in May 2011.
These are delicious milk based beverages fortified with 5 active nutrients
that help in the overall development of mind and body.
 Britannia Bread launched its new range of Health Breads in Delhi in
November. The range consists of Honey & Oats Bread, Multi-Grain Bread,
100% Whole Wheat Bread and Multi-Fiber Bread.

 Delhi factory was adjudged as the winner for Outstanding Performance

in Food Safety Excellence in the category of 'Large Food Businesses-
Manufacturing', by CII. JBM was also recognized with Commendation
Certificate for Strong Commitment to Excel in the Category of 'Medium
Food Businesses- Manufacturing' for the year 2011. The awards were given
at the CII National Quality Summit held at Bangalore on 1st December
2011.
 BRITANNIA was honored with `CREATIVE HR PRACTICES
AWARD' by Employer Branding Institute, India, on the occasion of 6th
Employer Branding Awards ceremony held on the 10th of December 2011
at HOTEL Taj Deccan, Hyderabad.

 2012  IMC Ramakrishna Bajaj National Quality Award 2011 was awarded to

Britannia Industries Limited, Bangalore, Bidadi, Delhi, Gwalior & Khopoli
 in the Manufacturing Category, at the Fifteenth IMC Ramakrishna Bajaj
National Quality Awards and IMC Juran Quality Medal ceremony held in
Mumbai on 6th April 2012.
 Britannia Industries Limited Khurda was commissioned on 17th April
2012.
 The Modern TRADE team of Britannia was honored with Winner-BEST
BAKERY SUPPLIER award for the year 2011-12, at the 1st
SPENCER'S Best Supplier Awards 2012 on 22nd June.
 Britannia was awarded the Global Performance Excellence Award (GPEA)
by Asia Pacific Quality Organization (APQO) at the 18th
APQO/International Conference on Quality in Colombo, Sri Lanka on
October 14. Britannia won this "Best In Class" award, an international
recognition for its manufacturing units and the overall processes of
performance excellence adopted by the company. Britannia is the only
Indian food and manufacturing company to receive this award.
 Britannia won Global award given out by 'World Quality Congress' at their
award ceremony at Mumbai held on 22nd and 23rd November 2012.

2013  On the 17th January 2013, Britannia Industries Ltd, Kolkata was selected
the winner of the GOLDEN PEACOCK NATIONAL QUALITY
AWARD for the year 2012 by the Awards Jury under the Chairmanship of
Justice P. N. Bhagwati, former Chief Justice of India and Member, UN
Human Rights Commission.
 Britannia was awarded "Manufacturing Supply Chain Award for End to
End Customer Solution Excellence" on 23rd January 2013 at the Asia
Manufacturing Supply Chain Summit (AMSCS) held in Mumbai.
 Britannia bagged two National Quality Excellence Awards for 2013- one
for Best End-to-End Customer Solution (Supply Chain), and the second,
for Planning, Processes and Systems - on 14th February 2013 at Taj Lands
End, Mumbai
 We won the Namma Bengaluru Award for 2012, at the award ceremony
held on 16th March 2013 in Bengaluru, in the Corporate Social
Responsibility category for initiating and implementing Solid Waste
Management.
 Britannia bagged the prestigious IWLF Award for 'Solid Waste
Management Project' and 'BNF' project at the International Women
Leadership Forum held in Mumbai on 25th April 2013.

MANAGEMENT TEAM
 Vinita Bali Managing Director

Neeraj Chandra VP & Chief Operating officer

Rajesh Kumar Lal VP & Chief technology officer

Alagu Balaraman VP & HR and Process architect

P. Shyam Sunder VP& head of Quality

Raju Thomas Chief financial officer

Atul Sinha VP & new business development

INTRODUCTION ABOUT PANTNAGAR UNIT

Britannia industries limited was established at Pantnagar on 1st May 2005 in the area approximately
20 acres mainly for the purpose of production of biscuits as this area is free from almost all types of
taxes.

In Britannia industries limited 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 in doing the work on time and with full
efficiency and effectiveness.The departments of the company includes Quality assurance, stores,
production, purchase, maintenance, engineering, packaging and dispatch, personnel and training,
finance, legal and administrative security.

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 laboratory and it is being
tested and after that it is being taken in process. At the production plant also care is being taken for
the neatness and cleanness of the biscuits are prepared in full hygienic condition. For this purpose all
the persons who enter the production or plant area is not allowed to go inside without wearing a cap.

PRODUCTS OF THE COMPANY

Good Day Butter, Good Day Cashew and Good Day Pista Badam
Good day was launched in 1986 in two avatars- Cashew and Butter. Over the years, new varieties
were introduced-Good Day Pista Badam in 1989. Good Day is amongst the fastest growing brands in
Britannia’s portfolio and is today the market leader with almost two-third share of the market. The
brand is synonymous with everyday treats that infuse happiness into people’s daily lives. With a
brand name like 50-50 product can be well positioned in the mind of people. It was launched in 1993
and is considered the very tasty snack.

50-50 Maska Chasha

50-50 contributes to the one-third of market share. In 2001, the delicious Maska Chaska was launched
as a variant of the original brand and became an instant success.

50-50 Pepper Chakkar

It is the tangy and distinctive pepper flavored biscuit, that’s thin and crispy and more like a snack,
caught the imagination of a younger audience craving something to nibble on. This launch is truly a
case of leveraging the marketing mix to best advantage.

Chocolate Treat Bourbon

It is thick, rich and delicious chocolate packed between two crunchy chocolate biscuits, topped with
sugar crystals-presenting, the original Bourbon, from the house of Britannia. You can grab your own
Nano pack or a Pocket Pack. The adventure of Bourbon began in 1955. Since then, people are loving
this delicious chocolate packed between two biscuits.

Orange Treat

Britannia launched Orange Treat in 2002. Treat has a range of tasty delights for all kids with cream
treasures within the biscuit shells. Britannia Treat offers a wide variety of flavors, such as the elaichi,
the fruit flavored creams, jam filled centers under the and the duet range comprising strawberry
vanilla and duct strawberry chocolate. Mainly Orange Treats are made in pantnagar unit.

EMPLOYEE ENGAGEMENT FOCUS TRACKS CONDUCTED BY

BRITANNIA Ltd.
FOCUS INITIATIVES/ DESCRIPTION FREQUENCY
TRACKS FACILITIES
1. Medical checkup of the new joiners’ Need basis
on ongoing basis.
 2. Numbers of doctor’s visit to worker’s Monthly
Health village.
CO. WELFARE And 3. Adoption of a school in the Quarterly
CSR locality(one monthly initiative)
4. Monthly health checkup/ camp/ Monthly
awareness sessions at the factory(eye
camp, nutrition, diabetes, alcoholism,
etc.)
Townhall 1. Townhall Monthly
COMMUNI- Real time 2.Communication related to business Ongoing
CATION communication strategy/ challenges, upcoming events,
any change.
1.Involvement of worker’s children in Annual
painting competition.
BIL connect with 2.diversity initiative for women workers Monthly
worker and family in the factory.
3.worker’s family visits factory (or) HR weekly
visit to worker’s house.

FACTORY Increase worker 4.couseling sessions for workers Quarterly

CONNECT bonding with BIL by (handling issues at home, taking charge,
providing support on dealing with alcoholism, absenteeism,
issues related to awareness on other
Quality of
Worklife work opportunities in BIL, etc.) Monthly
5. counseling for workers children
education.
6.Training forums:- personal safety, Need based
Self awareness and food safety and personal ongoing
development learning hygiene for new joinees. Monthly
7.Positive attitude, skill development,
finance management for all employees.

Screw conveyor safe handeling,

consumer complaints, fire prevention,
 Other programs food safety hygine
Visit of Mr. R.K. Agarwal- union
members met him and a brief meeting
was held.

BRITANNIA NUTRITION FOUNDATION

(CSR ACTIVITIES)

Driving meaningful corporate social responsibility OR BRITANNIA and navjyoti- together for
fighting iron malnutrition. Sustainability and public health relevance are key issues for all activities
under corporate social responsibility.
Britannia’s navjyoti project on “Fighting iron malnutrition” took off exactly with this objective
wherein Britannia’s initiative were focused on information transfer in the area of “Iron nutrition,
personal hygiene and prevention of hook worm infection” along with iron supplementation through
fortified biscuits.
During the health camp organized jointly by Britannia and navjyoti at the beginning of the year 2009,
it was evident that most of the children suffered from the iron deficiency anemia with hemoglobin
levels ranging between 5.5 to 11 g. the supplementation of iron fortified Tiger biscuits in the midday
meal program for 3 months indeed provided the public health relevance. This is evident by
statistically significant improvements in the hemoglobin levels and the iron status achieved through
fortified biscuit supplementation and deworming of school children in urban slums of North Delhi.
This has been made possible with commitment and support from Britannia and navjyoti team and
proves the success of public/private partnership.
 Questionnaire
Q1- Do you know about the employee engagement program conducted by the company?

NO
16%

YES
84%

84% employees knew about the employee engagement program of the company and 16% employees
did not know about the employee engagement program.

Q2. Does your company adopt employee engagement program?

 NO
10%

YES
90%

90% of the employees have the opinion that company adopted employee engagement and it can
inferred that company adopted employee engagement.

Q3. How frequently your company conduct employee engagement program?

ONGOING
6%

ANNUALLY WEEKLY
24% 18%

MONTHLY
52%

52% employees got monthly, 24% employees got annually, 18% employees got weekly, and 6%
employees got ongoing employee engagement program. Here mainly employee engagement activities
are conducted on monthly basis.

Q4. Are you considered as an important decision maker?

 NO
45%
YES
55%

55% employees believe that they are considered as an important decision maker and 45% employees
believe that they are not considered as an important decision maker.

Q5- Does the employee engagement program of the organization make you feel like an important part
of the company?

Sales
NO
17%

YES
83%

According to 83% of the employee, employee engagement program was an important part of the
company and 17% employees does not believe this.

Q6. Are you being given enough credits for your work and efforts?
 NO
14%

YES
86%

86% employees believes that they got credits for their work and efforts where as 14% employees
believes that they don’t got credits for their work and efforts.

Q7- Do you get encouraged for the work that you do?

NO
15%

YES
85%

85% employees are encouraged for their work that they do whereas 15% employees are not
encouraged for the work that they perform.

Q8- Are you satisfied, with the kind of employee engagement provided to you?
 NO
11%

YES
89%

89% employees are satisfied with the employee engagement activity whereas 11% employees are not
satisfied.

FINDINGS
1. Almost all the employees know about employee engagement program conducted by the
company.
2. Almost of the employees have the opinion that company adopted employee engagement and it
can inferred that company adopted employee engagement.
3. More than half of the employees get monthly employee engagement program and others get
weekly, annually and ongoing employee engagement program.
4. More than half of the employees believe that they are considered as an important decision
maker.
5. According to 83% of the employee, employee engagement program was an important part of
the company.
6. Almost all of the employees believes that they got credits for their work and efforts.
7. Almost all of the employees are encouraged for their work that they do.
8. Almost all of the employees are satisfied with the employee engagement activity.
 CONCLUSION

Employee Engagement program play a key role in the growth of the employees. Employee
Engagement programs are conducted by the HRD department as per the need of the employees. The
engagement programs needed are identified by the HODs of the departments. In BRITANNIA
Employee Engagement programs are conducted for both workers and staff. Some of the engagement
programs conducted are- monthly birthday celebration, family visit on Saturday, family outing,
medical checkup, award programs, skill development, etc. After the Employee Engagement program,
feedback is taken from every individual about the Employee Engagement program.
In my training period that is of 45 days I had done the survey by questionnaire. I found that Employee
Engagement program is essential for both staff and worker so that they can motivated and
emotionally connected which tends to influence his/her behavior and levels of efforts in work and so
takes positive actions of the reputation and interests of organization.
 BIBLIOGRAPHY

 Mamoria C.B., “ Personnel Management”, 1998, Himalaya Publishing House, Mumbai.

 Tripathi P.C., Human Resource Development, 2002, Sultan Chand and Sons, New Delhi.

 Kothari C.R., Research Methodology, 1999, Wishwa Prakashan, New Delhi.

 www.britannia.org

 www.google.com

 www.wikipedia.com

 www.accelteam.com