An organizational structure training

at
COCHIN SHIPYARD LIMITED

A Report submitted in partial fulfillment of the requirements for the degree of

Master of Business Administration

By

ARUNIMA VISWANATH
REGISTER NUMBER
M200046MS

MBA PROGRAMME
SCHOOL OF MANAGEMENT STUDIES,
NATIONAL INSTITUTE OF TECHNOLOGY CALICUT

JUNE-JULY 2021
 Acknowledgement

I am obliged to all the people who helped me accomplish this Organisational Structure
Training successfully. I would like to express my sincere gratitude towards Mr. Madhu. S.
Nair , Chairman and Managing Director, and also I would like to thank my corporate mentor,
Mr. Kolandaivelu P, Deputy General Manager(Trng & SD), Cochin Shipyard Ltd. Kochi, for
giving me an opportunity to work under his guidance and successfully complete my training.

Last but not the least I would like to thank my parents for being a constant support,
without which this training would not have seen the light of day.

ARUNIMA VISWANATH
 SYNOPSIS

OBJECTIVES OF THE STUDY

The primary objective of the project was to make an overall study of the organizational
framework of Cochin Shipyard Limited and the various functions and inter -dependence
of different departments. The other objectives include:

1. To have a clear knowledge of what an organization is.

2. To reinforce the theoretical knowledge acquired in terms of applications
3. To know about the various products and projects of Cochin Shipyard Limited
4. To gain knowledge about different departments of the organization and the functions.
5. To analyse the current financial position
6. To identify the SWOT of Cochin Shipyard Limited

SOURCE OF DATA COLLECTION

PRIMARY DATA

Through Interview, Discussion and Observation

We interacted with the employees and understood the work and responsibility carried by each
of them. This helped us to understand the various department and their functions clearly.
Further discussion with them revealed some key functions and process carried by each
department and the departmental interdependence.

SECONDARY DATA

Company’s records, Publication, Annual report, Journal, statutory report, website (official site
& others). The data collected through company’s report added key information to this report
and help us to understand the process carried by each department in detail. Annual reports are
used as statistics to reveal the present scenario of the organization.
LIMITATIONS OF THE STUDY

 Due to covid pandemic situation, there was some restrictions in collecting data
 Time was a major limiting factor.
Lack of information from certain departments due to their busy schedule.
Chapter Page
TABLE OF CONTENTS
No. No.
1 INTRODUCTION TO ORGANIZATION

2 ORGANIZATION STRUCTURE

3 FUNCTIONAL DEPARMENTS

4 SWOT ANALYSIS

5
FUNCTIONAL HIGHLIGHTS ACROSS KEY RESULT AREAS
6 FINDINGS, RECOMMENDATIONS AND CONCLUSIONS

REFERENCES / BIBLIOGRAPHY
 CHAPTER 1

INTRODUCTION TO
ORGANIZATION
HISTORY OF THE COMPANY
Cochin Shipyard Ltd (CSL) is one of the largest shipbuilding and maintenance facility in India.
It is one among a series of maritime-related facilities in the port city of Kochi, Kerala, India.
The shipyard's services include the construction of platform supply vessels and double-hulled
oil tankers. It is currently constructing the INS, the Indian Navy's first indigenous aircraft
carrier.

Cochin Shipyard was established as a government-owned corporation in 1972, with the first
phase of facilities opening in 1982. Miniratna status is held by the company. The yard, which
is the largest of its kind in India, has the capacity to build and repair boats weighing up to 1.1
lakh tons. The yard was designed and constructed under technical collaboration with M/s
Mitsubishi Heavy Industries, Japan.

Cochin Shipyard is also the country's leading ship repairer. The shipyard began ship repair
operations in 1982 and has since completed repairs on a wide range of vessels, including
upgrades for ships in the oil exploration business, as well as routine lay-up repairs and life
extensions for Navy, UTL, Coast Guard, Fisheries, and Port Trust ships. Approximately the
last 32 years, the Cochin Shipyard has repaired over 1800 ships of all types. CSL has an
exceptional record for delivering high-quality boats on time.

CSL is the only yard capable of performing underwater repairs on the Indian Navy's current
aircraft carrier, the INS Viraat. The mercantile fleet's marine engineers are also trained at the
shipyard. Since 2004, the Credit Rating Agency has continuously given CSL's Marine
Engineering Training Institute an "excellent" rating.

CSL has established relationships with chosen specialist enterprises from the near-east, far-
east, south-east, Europe, and the United States to transfer technology and material packages for
shipbuilding, ship repair, platforms, rigs, and yard facility upgrades.

VISION OF CSL
 Emerge as an internationally preferred shipyard capable of building world-class merchant
and naval ships, offshore vessels, and structures.
 To be India's market leader in ship repairs, including conversions and upgradation.
 To be admired for our achievements, respected for our ethics and trusted for our service
excellence by our valued customers.

MISSION OF CSL

 To deliver value-added quality engineering services when building and repairing ships and
offshore structures to worldwide standards.
 In a competitive climate, maintain business growth.
 To establish and implement practices that will help the company become a responsible
corporate citizen.

OBJECTIVES OF CSL

 To maintain and improve shipbuilding and ship repair operations by upgrading technology
and increasing capacity.
 To strive to diversify and extend the shipyard's activities, including the establishment of
new facilities.
 To conduct research and development in shipbuilding processes, both present and emerging
technology.
 To guarantee that customer-centric initiatives are successful.
 To achieve international benchmarking, benchmark with the best shipbuilding standards
followed in India.
 To encourage employees through improved specific training programs. Adopting best
practises in order to maintain a clean and safe environment. To maximize capacity, use
aggressive bidding and obtain orders during downtime.
 To develop a responsible corporate citizen image through CSR & sustainability projects
and compliance to corporate governance principles.
GOALS OF CSL

The company repairs a variety of ships, including those used in the oil exploration business, as
well as navy, UTL, coast guard, fisheries, and port trust ships, as well as commerce ships owned
by SCI and ONGC.

STRATERGIES OF CSL

 To expand our capabilities through proposed Dry Dock and International Ship Repair
Facility.
 Build a solid order book by aggressively bidding on projects that will be granted by Indian
PSUs and the defense sector as part of the ‘Make in India' initiative.
 Continue to improve the quality of our construction and delivery times, as well as our
pricing competitiveness, in order to expand our market share.
 Continually upgrade and add new vessel models to our products, as well as extend client
services, to maintain our industry leadership.
 To support our growth and increase our competitiveness, we will continue to leverage our
market position and relationships with customers, suppliers, and other business partners.

PROFILE OF THE PRODUCT AND SERVICE

 SHIP BUILDING

CSL, India's first Greenfield shipyard and now the most contemporary, has an exceptional
reputation for manufacturing high-quality ships. Cochin Shipyard, with its extensive
experience, is well positioned to provide a diverse range of products, including:

 Tankers

A tanker is a ship that is built to deliver liquid in large quantities. The oil tanker, chemical
tanker, and liquefied natural gas carrier are the three main types of tank ships. Tankers can
have capacities ranging from a few hundred tones to several hundred thousand tones,
depending on whether they're serving local harbors or coastal communities. In addition to ocean
or seagoing tankers, there are inland waterway tankers that operate on rivers and canals and
have cargo capacities of up to a thousand tones.

 Bulk Carriers

A bulk carrier, also known as a bulk freighter or bulker, is a merchant ship built to transport
bulk goods in its cargo holds, such as grains, coal, ore, and cement. Economic forces have
spurred the development of these ships since the first specialized bulk carrier was built in 1852,
causing them to grow in size and sophistication. Bulk carriers of today are built to maximize
capacity, safety, efficiency, and the ability to endure the demands of their jobs.

 Passenger vessels

A passenger ship is one whose primary purpose is to transport people. The category excludes
cargo vessels with little accommodation or passengers, such as the once-ubiquitous twelve-
passenger freighters, where passenger transport is secondary to freight carriage. However,
several classes of ships designed to transport a large number of passengers as well as freight
fall under this category.

 Platform supply vessel

A platform vessel is a ship that is specifically intended to support oil installations located
offshore. These ships range in length from 20 to 100 meters and perform a wide range of duties.
The majority of these vessels' principal purpose is to transfer cargo and personnel to and from
offshore oil platforms and other offshore facilities.

 High Bollard Pulls Tug

A tug is a vessel maneuvering boat that pushes or tows other boats. Tugs transport boats that
should not move on their own, such as ships in congested harbors or small canals, or those that
cannot move on their own, such as barges, damaged ships, or oil platforms. Tugboats are
powerful and well-built for their size, and some are capable of crossing the ocean. Tugboats
are used as icebreakers and salvage vessels.

 Ship of Air Defense

An aircraft carrier is a vessel designed to deploy and retrieve aircraft while also serving as a
seagoing airbase. Aircraft carriers enable a naval force to extend air power around the world
without relying on local facilities for aircraft staging. They've progressed from wooden vessels
used to launch balloons to nuclear-powered warships capable of transporting dozens of fixed
and rotary wing aircrafts.

 SHIP REPAIR

CSL began providing ship repair services in 1982 and has since upgraded and repaired a wide
range of ships, including those used in the oil exploration business.

Some major repair projects are:

 ONGC's Mobile Offshore Drilling Unit "Sagar Vijay" has been upgraded significantly. The
vessel's drilling capacity was raised from 300 to 900 meters after the upgrade.
 Maintenance and repairs of the Indian Navy's aircraft carrier "INS Viraat"
 The Shipping Corporation of India is responsible for the repair and maintenance of tankers
and bulk ships.

CSL's repair division is capable of completing the following tasks:

 Ships' repairs
 Ships used in the oil exploration sector are being upgraded.
 Layup repairs on a regular basis
 Naval ships, coast guard ships, fisheries ships, and port trust ships, as well as SCI and
ONGC merchant ships, will have their lives extended.
 MARINE ENGINEERING TRAINING INSTITUTE

The Graduate Mechanical Engineers (GME) Course was first offered by the Marine
Engineering Training Institute (METI) in 1993. This 12-month course is required to complete
before taking the Class IV Certificate of Competency exam (MEO Class-IV) to become an
Officer in Charge of an Engineering Watch in a manned engine room or a designated duty
engineer in a perishable engine room.

 OFFSHORE SERVICE

CSL has a dedicated offshore division that handles all types of offshore projects. CSL Offshore
has completed a number of offshore projects for ONGC since its establishment in 1996 and has
been crucial in significantly reducing ONGC's project costs. CSL could execute its first
offshore project for ONGC ahead of schedule and for one-third of the expected cost because to
superior project management abilities. This project entailed the installation of 12 ONGC Heera
fields clamp on structures. CSL successfully completed an offshore project at Bombay High
for spud can repairs on the Sagar Ratna by putting her on a self-propelled submersible barge,
which required a high level of Project Management efficiency to coordinate multiple activities
and logistical support. The ONGC Clamp-On project at the HB, HD, and HE Platforms in the
Heera Fields was another similar project.

 TESTING SERVICES

We are delighted to introduce ourselves as a prominent Material Testing Laboratory in Kerala,

specializing in chemical, mechanical, and nondestructive testing of metals, welds, alloys, and
other materials. The Laboratory was founded in 1972 on the premises of Cochin Shipyard
Limited, a wholly owned Government of India corporation. CSL is located in the heart of
Ernakulam city, next to the Port of Cochin on India's west coast.

The laboratory is an independent test house, with all sections constructed and equipped with
instruments to support Cochin Shipyard's Quality Assurance efforts, as well as to provide
similar services to nearby institutions, enterprises, and government organizations.
Over the years, we've built a reputation for quality, dependability, and promptness of service.
In our testing services, we work hard to maintain a high level of accuracy. NABL has accredited
certain of the laboratory's activities (National Accreditation Board for testing and calibration
Laboratories)

BOARD OF DIRECTORS

Mr. Madhu S Nair Chairman & Managing Director

Mr. V J Jose Director Finance & CFO

Mr. N V Suresh Babu Director Operations

Mr. Bejoy Bhasker Director Technical

Mr. K R Jyothilal Part Time Official (Nominee) Director

Mr. Sanjay Bandyopadhyay Part Time Official (Nominee) Director

KEY EXECUTIVES

Shri K Rajendran Chief Vigilance Officer

Shri Murugaiah M Chief General Manager (Tech)

Shri Sreejith K N Chief General Manager (Ship Repair)

Shri Neelakandhan A N Chief General Manager (PPM)

Shri Suresh Kumar A V General Manager (Training) Training Department

Shri Rajesh Gopalakrishnan General Manager (Strategy & NP)

Shri Harikrishnan S General Manager (Materials)

Shri Eldho John General Manager (Infra Projects)

Shri Subramaniya Pillai R General Manager (U&M)

Shri Sivakumar A General Manager (Ship Building)

Shri Sunil Kumar K R General Manager (IAC) IAC Project

Smt. Anjana K R General Manager (Design) Design Department

Shri Jayan K Thampi General Manager (Ship repair - Mumbai)

Shri Shiraz V P General Manager (IAC-PM)

Shri Sivaram N General Manager (BD-SB)

Shri A K Subash Chief General Manager (HR

Shri Shibu John DGM I/C (Finance) Finance & Accounts

Shri Syamkamal N Company Secretary Corporate Affairs

 CHAPTER 2

ORGANIZATIONAL STRUCTURE
 Cochin Shipyard Limited is a Government of India undertaking under the Administrative

control of the Ministry of Shipping. The Chairman and Managing Director (CMD) is guided

by a team of Board of Directors, appointed by the President of India. The normal strength of

the Directors of the Company, including the CMD is 6.

MCHAIRMAN AND MANAGING

DIRECTOR

DDIRECTORS GDIRECTORS FDDIRECTORS VIGILAN

(FINANCE) (OPERATION) (TECHNICAL) CE

IINFORMATION PROJECT FHR/

FFINANCE FSHIP MARKETI
S CIVIL IR&A
SYSTEMS REPAIR NG
U&M DMIN

CSHIP
IAC MMATERIAL
BUILDING

CCCORPORATE
MATTERS
It is a centralized organizational structure. All the decisions are taken by the Chairman and
Managing Director. Ship repair, projects civil U & M, Marketing, HR report to the director
(Technical). Director (Finance). Director (Operation), Director (Technical), Vigilance report
to the Chairman and Managing Director. Information systems and Finance matters are reported
directly to the Finance Director. IAC, Material, Ship repair matters are reported to the Directors
(Operation).

MERITS OF ORGANISATIONAL STRUCTURE

1. Because of central administrative supervision, uniformity in action is developed

throughout the company. The job is overseen by the same executives, and the same office
equipment is used, ensuring that all operations are carried out consistently.
2. Centralization allows the organization to be more flexible and adaptable to changing
conditions.
3. It is possible to define and fix authority and responsibilities.
4. Control must become successful because senior managers are accountable for the final
results.
5. Improved quality of work is possible because of standardized procedure, better supervision
and use of improved- machinery
6. Centralized structure of Cochin Shipyard led to efficient operations.
7. Operational and decision-making processes are closely monitored and supervised.
8. There is a clear chain of command and accountability.

DEMERITS OF ORGANISATIONAL STRUCTURE

1. As records are sent to and from the main office, centralization causes delays in work.
Employees rely on information from the top, and delays in relaying records will result in a
loss of man-hours.
2. Employees undertake jobs that are conceptualized by senior executives, therefore there is
no initiative at work. Because of the rigidity of the task, it inhibits their inventiveness and
devotion to the firm.
3. The executives of the company are under a lot of pressure to make decisions for the
company, and they have no influence over the execution process. Executives' failure to
decentralize decision-making adds a lot more work to their desks.
4. Employees are merely the implementers of higher-level decisions. Even if employees have
trouble implementing some of the decisions, the executives will not comprehend because
they are only decision-makers, not decision-implementers. The result of such actions is a
decline in performance because the employees lack the motivation to implement decisions
taken by top-level managers without the input of lower-level employees.

POLICIES AND PROCEDURES

1. CSL is governed by a Board of Directors, which is comprised of Whole-time Directors,

Government of India nominees, Government of Kerala nominees, and Independent
Directors, and is governed by the Companies Act. The positions of independent directors
are currently vacant and are expected to be filled soon.
2. The Board of Directors is in charge of the Company's overall oversight and management.
The Board of Directors is the Company's highest decision-making body.
3. The Chairman and Managing Director oversee CSL's day-to-day operations, which are
guided by the Companies Act, the Memorandum and Articles of Association, and the
Board of Directors.
4. The job is being carried out in detail under the supervision of the in-charge of the relevant
departments.
5. The decisions are based on the permission of the relevant authority, as outlined in CSL's
Sub-Delegation of Powers, which has been approved by the Board of Directors. In the
case of initiatives with financial repercussions, financial consent is required. Decisions
that go beyond the Sub-Delegation of Powers of the CSL are presented to the Board of
Directors for approval.
6. Certain matters are subject to the approval of the Company's shareholders under the
requirements of the Companies Act of 2013. As a result, wherever necessary,
Shareholder approval is acquired.
7. In addition, as a Public Sector Company under the administrative jurisdiction of the
Ministry of Ports, Shipping and Waterways of the Government of India, CSL obtains
approval from the Ministry of Ports, Shipping and Waterways whenever necessary.
 CHAPTER 3

FUNCTIONAL DEPARMENTS
1.) FINANCE DEPARTMENT

In the modern concept Finance is not only a Life blood of business, it is the life of the business.
CSL's financial department plays a critical role in improving the organization's efficiency and
overall performance. It is the department in charge of overseeing the acquisition and allocation
of funds in the firm. The financial department at CSL serves as a hub for all of the company's
departments. The Finance Director is the department's leader.

FUNCTIONS

 Funds management, including working capital and transacting business with banks and
other financial institutions, as well as managing all foreign currency operations.
 Participation in negotiations with unions/associations to finalize recommendations for
wage, salary, and other benefits revisions.
 Evaluating investment ideas, project appraisals, and other similar items from a financial
standpoint, as well as examining all proposals for financial compatibility and making
recommendations to improve the economy.
 To submit all required information to the government and other regulatory bodies.
Working with the government to prepare an annual budget.
 Payment to suppliers, contractors, employees, and other agencies
 To bring to the attention of the CMD any issues that have a adverse impact on the
company's operation.
 Plan and carry out statutory, internal, income tax, and sales tax audits.
 Handle audit questions, evaluations, and other related issues.
 Participating in talks with Tender Committees.
 To keep proper books of accounts for the company as required by law and to follow all
regulatory rules relating to the Companies Act/accounting standards.
 To provide recommendations to the CMD/HOD on any topics with a financial component.
 Compliance with numerous taxation and other Acts in terms of provisions, processes, and
rules.
 Accounts are finalised and audited, and annual financial results are declared.
 Taking care of all of the company's tax issues.
 Dealing with challenges that arise as a result of shipbuilding and other contracts.
DIFFERENT SECTIONS

 ADS Finance
 Central Accounts
 Finance planning
 Bill section
 Ship repair finance
 Ship building sections
 Establishments
 Taxes and invoice
 Cash
 Internal audit

2.) BUSINESS DEVELOPMENT DEPARTEMENT (MARKETING)

The Cochin Shipyard Limited's business development section is unique in itself. When the
company is creating a new design or when a specific customer contacts the company, the BD
division's main function begins.
When the business creates a new design, the BD division works with shipbrokers to locate
prospective clients for the ship. The next step is when a customer approaches the company to
build a ship; this is the current pattern in shipyards, where a customer specifies all of their
wants or basic specifications, such as the ship's speed restrictions measured in knots, the ship's
facilities, and so on. Customers are given priority in determining what should be included or
deleted from the design in both areas, and they have complete discretion to finalize the design.
It is the responsibility of CSL's BD division to choose the company from which the essential
equipment will be procured. The selection is usually made looking the concept of:
 Technical specification
 Least cost
Forward planning is another important role of the BD decision. Forward planning, which
literally means "future planning," is carried out at the top management level and include the
design of strategies and policies.
FUNCTIONS

 Calculations and drawings for basic ship and small craft design
 Estimation of material costs for ships and small vessels
 Data bank and computer applications
 Creation of a computer software for ship design calculations, cost estimation, and other
purposes.
 Data collecting for technical, vessel data, material costs, and so forth.
 Keep a record of all shipbuilding rules and regulations, as well as any revisions to them.
 Keeping design capabilities up to date with current design trends.

PRODUCT MIX

 Bulk carrier
 Clamp on structures
 Oil tanker
 Aframax tanker
 A platform supply ship
 Passenger vessel
 Tugs
 Dredgers
 Luxury launching and patrol boats
 Aircraft carrier

MARKETING CHANNELS AND PRODUCT PROMOTIONS

 The ship brokers, who have 200-300 employees worldwide, are the main marketing channel
utilized by shipyards. They collect information on ship requirements from multinational
corporations. These MNCs trust them enough to select a shipbuilding yard that best meets
their needs.
 As a method of visibility, CSL advertises in journals such as "Offshore Support Journal."
3.) HUMAN RESOURCE DEPARTMENT

HR POLICY

HR policies are oriented towards the right mix of HR, their empowerment and enrichment so
as to meet organizational targets and results. CSL has very efficient recruitment policies.

HR SYSTEMS

 Recruitment, induction, and manpower planning

 Policies for carrier development that span all strategies
 Performance appraisal systems
 HR development and training
 Participation of employees
 Relationships between employers and employees
 Scheme for rewards and suggestions
 Keeping track of attendance and paying employees
 Obligation owed to contract workers under the law
 Social responsibilities and welfare

PLAN OF ACTION

 Short-term and long-term business goals

 Examine strategies for HR requirements that are in line with present and future business
needs.
 Identify core and non-core areas pf work
 Finding the correct balance of outsourcing work in both core and non-core area
 Continuous progress in terms of ability and knowledge
 Cost-cutting strategies that are deliberate
 Integrate the timekeeping and payroll systems.
 Offline services are being expanded
 Electronic attendance and access control as a whole solution
 Finalization of productivity linked variable payment scheme
 Sundry and supplementary work
 Human Resources as a Profit Center

4.) SHIP BUILDING DEPARTMENT

The Cochin Shipyard began construction in 1978. Cochin Shipyard is India's only shipyard
capable of building vessels up to 110000 DWT, and it has built a variety of vessels such as
tankers, bulk carriers, port craft, passenger vessels, and more. The yard is currently working
on platform supply vessels for export and an aircraft carrier for the Indian navy.

SHIP BUILDING DIVISIONS

Steel stockyard
Steel is the primary raw material used in shipbuilding. After a steel grade inspection, the steel
is stored in the steel stock yard and compared to the supplier's certificates of characteristics.
Steel is then transported to the hull shop for fabrication.

Hull shop
The hull department is in charge of building the ship's hull construction. The hull is constructed
in blocks and assembled at the construction dock.

Hull erection and grand assembly

The hull erection and block assembly are completed in this segment. The blocks are first
constructed, then assembled in the assembly shop. Cranes are used to assemble the parts.
Following construction, the blocks are linked in the ship's hull, a process known as hull
erection.

Outfit department
This department is in charge of the ship's entire outfitting process. This comprises pipe,
electrical, equipment, lodging, and painting projects. The outfitting of the ship begins when the
hull is completed.
Pipe shop
The pipe shop is equipped with all of the required tools for bending, cutting, and welding pipes.

Inspection and quality control

The IQC department is in charge of all inspection activities in the shipbuilding industry. This
includes the following:
A. Raw material inspection
B. Inspection of hull manufacturing at various stages
C. Inspection of all outfitting equipment

SHIP BUILDING - DESIGN DEPARTMENT

The design department is responsible for the ship's design.
• Hull outfit design is a division of the design department.
• Design of an electrical outfit
• Design of the lodging outfit

SHIP BUILDING -PLANNING DEPARTMENT

The mastermind of the industrial process, in this case, ship construction, is the planning
department. Work is planned and progress is assessed to ensure that costs are kept to a
minimum and productivity is maximized.

5.) SHIP DESIGN DEPARTMENT

The Ship Design Department is in charge of the ship's design. It means it understands the
owner's expectations for his ship. CSL's Desir and Business Development Departments are
responsible for ship design pr 19/31: the procedure is divided into two categories. Detailing
and primary design The BD Department is in charge of the primary design, while the SD
Department is in charge of the detailed design. Every Ship is designed under the rules and
regulations of The International Ship Building Committee. Every ship is built in accordance
with the International Ship Building Committee's norms and regulations. A ship's ownership
cannot be changed under the laws. As a result, each ship has its own set of specs. The owner
submits a quote that includes Security Systems, Basic Requirements, Additional Requirements,
and any other additional specifications. The SD Department will create indents for purchased
materials as well as fabricated items obtained from outside sources.

6.) SHIP REPAIR DEPARTMENT

The ship repair section works on oil rigs and navy, coast guard, and merchant navy ships,
performing intricate and sophisticated repairs.
CSL's repair division is capable of completing the following tasks:
 Ships' repairs
 Ships used in the oil exploration sector are being upgraded.
 Layup repairs on a regular basis
 Naval ships, coast guard ships, fisheries ships, and port trust ships, as well as SCI and
ONGC merchant ships, will have their lives extended.

SHIP REPAIR FACILITIES IN CSL

The repair dock at Cochin Shipyards is (270*45*12 m) in size and can accommodate ships up
to 1,25,000 DWT. It has three quays:
• 280 m in length with a carriage that plays 15 tones
• 208 m in length, 10 tones, and
• 5 tone carriage with a length of 469 meters and a 20-tone carriage with a length of 469 meters

OTHER FACILITIES

 Blasting and painting of conventional, epoxy, and SPC systems

 Hauling carriage for safe docking and undocking of ships
 High-pressure water jet for hull cleaning
 Re-tubing facility for boilers
 Tank-coating facility
 Electric shop for motor overhaul and testing
 50 Hz and 60 Hz electric currents
 Compressed air, oxygen, and acetylene are delivered by pipeline.
7.) INFORMATIONS SYSTEMS DEPARTMENT(ISD)
ISD department comes under by the department of finance. They are doing email creations,
intranet networking and website update. ISD in CSL previously known as enterprise resource
planning department (ERP) provides a basic for integration of organizational information
processing. Information system in CSL satisfies the diverse needs of different departments
through a variety of systems such as query systems, analysis systems band decision support
systems. Cochin Shipyard limited is fully changing to SAP, Information systems department
doing all those procedures of that. There are 14 permanent employees working in this
department. Executive trainees will become permanent after fulfilling one year training period.

FUNCTION

 Handling large amounts of data

 Validation of data and transactions
 Complex data processing and multidimensional analysis
 Quick search and retrieval
 Large-scale storage
 Timely communication of information systems to users
 Meeting the information's ever-changing requirements

MAJOR FUNCTIONAL SUBSYSTEMS

 Accounts payable
 Accounts receivable
 Fixed asset
 General ledger
 Finance management
 Management accounting

8.) MATERIALS DEPARTMENT

Material department deals with the procurement and storage activities. Materials are procured
on request arising from different departments. The materials are purchased at right quantity,
right time and right place and from right suppliers.
 FUNCTION

 Ensure that the necessary supplies, equipment, machinery, and services are in place. To
support production, plant and maintain, and other requirements, of presented specifications
from reputable suppliers in the needed quantities at a competitive price and on time.
 All departments involved in the procurement process should take the same approach.
 Purchases are conducted in accordance with fair and transparent procedures in order to
ensure that participating suppliers and contractors in tender situations have equal
possibilities.
 Find total procurement system lead time
 Ensure that the company's legal and commercial interests are protected at all times.

PROCEDURES

 Identifying the need

 Creating a vendor base
 Increasing the level of demand
 Tendering
 Acceptance of bids
 Evaluation of bids
 Orders are placed
 Place a follow-up order
 Payment
 Material collection, storage, and distribution
 Disposal of items
 Inventory management

9.) SAFETY AND FIRE DEPARTMENT

In CSL, the Safety and Fire Service Department provides safety services. They take care of all
of the safety standards in the yard and on board. The Indian Factories Act of 1948 governs this
department. They are always keeping an eye on the Ship Building area. They supply the Ship
Building and Yard with essential safety equipment such as lights, ventilators, switchboards,
and tools, among other things. The Department of Safety and Fire Service is divided into two
sections/wings.
 Section on Safety
 Centre for Fire and Rescue.

10.) UTILITY AND MAINTENANCE DEPARTMENT

CSL has a very efficient and professional maintenance department that oversees all machinery
asset upkeep. The U&M Department assists the Technical Department. They provide tools and
equipment such as cranes and maintenance tools, as well as infrastructural and maintenance
facilities. U & M has four sub-departments, which are listed below:

1. Department of Mechanical Maintenance

2. Department of Electrical Maintenance
3. Department of Civil Maintenance
4. Department of Electronics Maintenance

Duties or Functions of Maintenance Department:

(A) Inspection:
 Inspection refers to the process of inspecting industrial facilities on a regular basis to
assess their condition and determine whether or not repairs are required.
 Inspections guarantee that equipment and machinery are operating safely and efficiently.
 The frequency of inspections is determined by how frequently the equipment is used.
 The inspection section ensures that all working equipment is properly maintained.

(B) Engineering:
 Engineering entails making changes and enhancements to current equipment to reduce
breakdowns.
 The maintenance department also supervises and engineers construction projects that will
eventually become part of the plant.
 The maintenance department is also responsible for providing engineering and consulting
services to production supervisors.

(C) Maintenance (including Preventive Maintenance):

 Upkeep of current plant machinery.

 Upkeep of existing plant structures and other service facilities such as yards, central stores,
highways, and sewers, among others.
 Engineering and implementation of planned maintenance, minor equipment installs,
construction, and replacements.
(D) Repair:

 Corrective repairs are made by the maintenance department to address poor conditions
discovered during preventative maintenance inspections.
 This type of repair is unscheduled and typically emergency work that is required to address
malfunctions and involves trouble calls.

(E) Overhaul:

 Overhaul is the reconditioning of plant facilities, such as machinery, on a regular basis.

 Overhauling entails parts replacement, reconditioning, and reassembly, among other
things.

(F) Construction:

 Some companies give equipment and employees to the maintenance department, which
also does construction work.
 The maintenance department is in charge of building wood, brick, and steel constructions,
as well as cement and asphalt pavement, and electrical installations.

(G) Salvage:

 Scrap or surplus materials may be disposed of by the maintenance department.

This function involves:
i. Segregation, reclamation and disposition of production scrap, and
ii. The collection and disposition of surplus equipment, materials and supplies.

Maintenance Policy in CSL

 Preventive Maintenance
 Breakdown Maintenance
 Predictive Maintenance

11.) MARINE ENGINEERING TRAINING INSTITUTE (METI)

CSL also offers a cutting-edge METI program as well as basic advanced firefighting courses.
More than 1000 trainees have graduated from the institution since its start. For the past six
years, independent rating organizations have consistently given the institute an excellent grade
More than 1000 officers have been converted from Mechanical Engineering/Naval
Architecture to Marine Engineering using the 3600 techniques on various ship types.
Apprenticeship program are run in accordance with the law (Apprenticeship Act), and trainees
are tested by the NTAC (National Trade Apprenticeship Council).

APPRENTICESHIP TRAINING

CSL provides apprenticeship training in accordance with the 1961 Act and its revisions in 1973
and 1976. According to the Act, CSL chooses students for apprenticeship training who have a
National Trade Certificate granted by the Government of India. The following are the various
trades in which they receive training:
 Office Trainee
 Electrician
 Mechanist
 Fitter
 Painter
 Instrument Mechanic
  Draftsman Mechanical
 Pipe Fitter
 Ship Wright Wood

The trainees receive two years of training in the above trades. At the conclusion of the training
session, all trainees must take an all-India examination, with certificates handed to those who
pass. CSL may accept the students as advanced trainees. Depending on the nature of the trade
and the requirements, it is normally for a term of one to three years. Apprenticeship training is
provided to degree and certificate holders in accordance with the Apprenticeship Act of 1973.
It is a one-year programme with certificates awarded upon successful completion. Trainees are
assigned to various departments within CSL to get exposure in accordance with their
qualifications and branch on a rotational basis for a minimum of three months.

12.) INSPECTION AND QUALITY CONTROL DEPARTMENT

The Inspection & Quality Control department coordinates the activities of the Organization's
many functional groups in order to achieve the most cost-effective production while
maintaining product quality and customer satisfaction.

Quality Assurance Process: When a quotation for components is accepted, the information is
forwarded by planning to I& C. 1, and QC inspects the quality of the samples provided by the
supplier before issuing the accept/reject order of quotation. When the supplier delivers the
items to the stores, the stores fill out a Goods Receipt Inspection Report (GRIR) and transmit
it to 1&QC. I & QC inspect the quality of the components before approving or rejecting the
proposal. The inspection report is forwarded to both planning and the affected manufacturing
floor If I&QC rejects the component, the Material Department receives a Non-Confirmation
Report. The supplier performs any necessary part servicing or replacement. However, if the
components must be accepted notwithstanding 1 & QC's rejection, due to production urgency
or the concerned part will not impair the assembly or the extraordinary delay in new delivery,
The planning department produces a deviation concession letter, which is approved by I&QC,
and the component is then used in production.

13). VIGILANCE DEPARTMENT

Vigilance department is headed by vigilance officer who is directly reporting to CMD. The
vigilance department is continuing its efforts to raise awareness about vigilance and improve
the system on a regular basis. Every month, at least one vigilance sensitization programme is
conducted. A monthly conference of field vigilance officers was also organized to discuss
vigilance issues at the vigilance officer level.

14). PROJECT DEPARTMENT

The project department is primarily responsible for CSL's overall infrastructure development.
DGM Projects is in charge of the project section. This section investigates the viability of the
company's development and improvement. This department is in charge of the entire future
development planning process. Currently, the project department is focusing on the small
division project

15) . IAC (INDIGENEOUS AIRCRAFT CARRIER) DEPARTMENT

On June 10, 2015, the largest and first indigenously-built 40,000-tonne aircraft carrier (IAC),
INS Vikrant, was undocked at the Cochin Shipyard Limited in a quiet ceremony. The
prestigious Air Craft carrier, which is Cochin Shipyard Limited's dream project, is making
good progress in the yard. Under the direction of Director Operations, a distinct wing is in
charge of all materials, planning, and controlling the building of the IAC. The activities are
identical to those involved in shipbuilding planning. The construction process is proceeding as
planned, with a strict security system in place. The Air Craft carrier will have the following
features.

Length -260 Meters

Breath-60 Meters

Draft - 8.4 Meters

Depth -25.6 Meters

Displacement - 37500 Tonnes

The ship will move at max speed of 28Knots and carry about 30 Air Crafts. 17 of these Air
Craft can be accommodated in the hanger. The hull consists of around 900 blocks of varied
tonnage.
16.) PLANNING AND PRODUCTION MANAGEMENT (PPM)
DEPARTMENT

The planning department prepares various charts, manuals production budgets etc., on the basis
of information received from management. By bringing numerous elements under production
management, these plans and charts, or production budgets, are given actual shape.

FUNCTIONS

 Planning ship building activities

 Preparing schedules
 Monitoring progress
 Reporting progress to top management
 Identifying internal and external risk associated with processes
 Formulating mitigation plans
 Reviewing the status of mitigation plans.
 CHAPTER 4

SWOT ANALYSIS
SWOT ANALYSIS

SWOT analysis is an effective management technique to evaluate the business environment of

an organization both internal and external to analyze the present status and future prospectus
of the firm. The strength and weakness of the organization, which are internal to the firm are
identified. The opportunities and threat offered by business environment, which are external to
the organization are also analyzed. Then suitable strategy can be formulated by taking both
internal and external factors of the business unit. SWOT analysis for CSL is a step in arriving
at the strategy decision for the organization.

STRENGTH

1. India's only profit-making shipyard.

2. A rules system that is both transparent and rigid.
3. Updating advanced technologies and innovation
4. Flexibility in accepting and adapting to change
5. Workforce that is lean
6. Collaboration between departments
7. Reasonable position in the supply chain, including subcontractors.
8. Expanding the number of customers
9. A third party is still unaware of security techniques
10. Subsidies from the government are available.
11. The number of trainees has increased.

WEAKNESS

1. Low capacity of cranes comparing other international shipyards.

2. Decisions on trade union issues take a long time to be made.
3. Outdated technical process
4. Inadequate government support
5. When compared to other competitors, the growth rate for yard development is smaller.
 6. Costs of production and equipment are rising.
7. State government interference
8. No new strategy for enhancing good business.
9. No new innovative decisions from ministry of shipping

OPPORTUNITIES

1. Developing positive customer relationships

2. Global market expansion
3. Market shift to low-cost countries is a possibility.
4. Increased demand from the navy, coast guard, and island jurisdictions is likely to
emerge as a powerful and captive domestic market.
5. Employee attraction is enhanced by effective training and development.
6. The quantity of ship repairs has increased.
7. Process rigidity in the government has been reduced.
8. Awards and accomplishments have a beneficial impact on new contract opportunities.
9. When compared to the previous decade, CSL has the highest growth rate.

THREATS

1. Subsidy scheme is being phased down.

2. Manpower and material costs are rising.
3. Increased competition
4. Labor legislation that are over 100 years old
5. Increasing tax structure complexity, introduction of new taxes, and instances of tax
administration
6. CSL has very low-capacity equipment when compared to other worldwide shipyards.
7. The number of political trade unions should be increased
8. Material waste hic
9. Globally, the number of ship customers is decreasing.
SIGNIFICANT FACTORS FOR SUCCESS

 For numerous years, a profit-making and dividend-paying Category I Miniratna firm with
a ‘Excellent' rating under the MOU with the Government of India.
 In the last decade, we've sold 40 ships to discerning clients in Europe and the United States.
 Capacity to build and repair ships with a displacement of up to 1,10,000 DWT.
 Currently constructing the Indian Navy's most prestigious and largest warship, the
Indigenous Aircraft Carrier. India is only the fifth country in the world to construct such a
large aircraft carrier.
 First shipyard in India to install an Integrated Management System, which includes a
Quality Management System (ISO 9001:2008), an Environmental Management System
(ISO 14001:2004), and an Occupational Health and Safety Management System (ISO
14001:2004). (OHSAS 18001:2007).
 The Cochin Shipyard has a well-deserved reputation for producing high-quality vessels.
Two of India's largest double-hull Aframax tankers, each with a displacement of 93,000
DWT, were built at the shipyard.
 Cochin Shipyard is capable of building a wide range of ships for the merchant navy, ports,
island territories, and commercial ships for national and international clients.
 Approximately the last 32 years, the Cochin Shipyard has repaired over 1800 ships of all
types.
 The Company's industrial relations situation remained friendly and tranquil. For the past
29 years, CSL has maintained its tradition of not losing a single man day due to labor
disturbance among its regular employees. Through their representative bodies, such as trade
unions and officers, effective and purposeful contacts with various kinds of regular
employees are held.
 The company has worked hard to keep its workforce minimal, and it uses a pool of
subcontractors for a range of projects. CSL has a highly skilled and experienced workforce
that is committed to attaining excellence in their work. An HR programme was launched
to extend skill development, motivation, leadership, and personality development training
to all levels of the organization.
 CHAPTER 5

FUNCTIONAL HIGHLIGHTS
ACROSS KEY RESULT AREAS
FINANCIAL HIGHLIGHTS

BALANCE SHEET

Particulars Mar'21 Mar'20 Mar'19 Mar'18 Mar'17

Liabilities 12 Months 12 Months 12 Months 12 Months 12 Months

Share Capital 131.54 131.54 131.54 135.94 113.28

Reserves & Surplus 3846.03 3600.25 3200.54 3119.93 1915.30

Net Worth 3977.57 3731.80 3332.08 3255.87 2028.58

Secured Loan 123.00 123.00 123.00 123.00 123.00

Unsecured Loan .00 .00 .00 .00 .00

TOTAL LIABILITIES 4100.57 3854.80 3455.08 3378.87 2151.58

Assets

Gross Block 1817.54 913.48 488.29 434.31 425.48

(-) Acc. Depreciation .00 157.29 113.66 85.33 54.87

Net Block 1817.54 756.19 374.64 348.98 370.61

Capital Work in Progress .00 768.21 341.08 114.84 53.92

Investments 214.45 65.45 60.37 16.37 .09

Inventories 432.21 313.41 283.37 314.56 186.47

Sundry Debtors 353.30 288.23 392.34 580.13 306.99

Cash and Bank 2146.38 2175.92 2522.85 3490.34 1991.29

Loans and Advances 2435.65 2037.22 1268.92 612.85 407.15

Total Current Assets 5367.56 4814.78 4467.48 4997.87 2891.90

Current Liabilities 2772.51 2139.73 1394.87 1797.40 932.61

Provisions 526.46 410.09 393.61 301.81 232.34

Total Current Liabilities 3298.97 2549.83 1788.48 2099.21 1164.95

NET CURRENT ASSETS 2068.58 2264.95 2678.99 2898.67 1726.96

Misc. Expenses .00 .00 .00 .00 .00

TOTAL ASSETS 4100.57 3854.80 3455.08 3378.87 2151.58

Rs (in Crores)
PROFIT AND LOSS (P&L) ACCOUNT

Mar'21 Mar'20 Mar'19 Mar'18 Mar'17

12Months 12Months 12Months 12Months 12Months

INCOME:

Sales Turnover 2818.90 3422.49 2962.16 2355.12 2058.87

Excise Duty .00 .00 .00 .00 .00

NET SALES 2818.90 3422.49 2962.16 2355.12 2058.87

Other Income 193.8607 247.5003 228.1146 189.1583 158.6326

TOTAL INCOME 3012.76 3669.99 3190.27 2544.28 2217.50

EXPENDITURE:

Manufacturing Expenses .00 397.27 410.82 262.17 347.86

Material Consumed 1219.82 1817.35 1520.01 1205.85 1012.91

Personal Expenses 291.58 305.67 277.56 271.40 217.27

Selling Expenses .00 4.77 6.37 5.26 3.16

Administrative Expenses 587.24 188.18 175.68 145.83 93.86

Expenses Capitalised .00 .00 .00 .00 .00

Provisions Made .00 .00 .00 .00 .00

TOTAL EXPENDITURE 2098.63 2713.24 2390.44 1890.50 1675.06

Operating Profit 720.26 709.25 571.72 464.62 383.81

EBITDA 914.12 956.75 799.83 653.78 542.45

Depreciation 53.07 48.73 34.16 37.51 38.51

Other Write-offs .00 .00 .00 .00 .00

EBIT 861.05 908.02 765.68 616.27 503.94

Interest 50.47 44.59 14.30 11.41 10.54

EBT 810.59 863.43 751.38 604.86 493.40

Taxes 200.48 225.74 270.20 208.11 171.85

Profit and Loss for the Year 610.10 637.69 481.18 396.75 321.55

Non-Recurring Items .00 -5.97 -1.95 -1.34 -1.07

Other Non-Cash Adjustments .00 .00 .00 .00 .00

Other Adjustments .00 5.97 1.95 1.34 1.07

REPORTED PAT 610.10 637.69 481.18 396.75 321.55

KEY ITEMS

Preference Dividend .00 .00 .00 .00 .00

Equity Dividend .00 152.89 145.67 122.30 104.30

Equity Dividend (%) .00 116.23 110.74 89.97 92.07

Shares in Issue (Lakhs) 1315.40 1315.40 1315.40 1359.36 1132.80

EPS - Annualised (Rs) 46.38 48.48 36.58 29.19 28.3

KEY RESULT AREAS OF THE ORGANIZATION

The general measurements or parameters that the organisation has set for a certain position are
referred to as key result areas, or KRAs.The employee's work profile is broadly defined by key
result areas (KRAs), which allows them to have a clearer understanding of their function.
KRAs should be well-defined, quantitative, and straightforward to track. It also aids employees
in aligning their roles with those of the company.

KRA OF FINANCE DEPARTMENT

 Fund management
 Capital expenditure
 Management information
 Budgeting
 Financial analysis
 Financial records
 Security
 Auditing
 Costing

KRA OF HR DEPARTMENT

 Manpower planning, recruitment and induction

 Carrier development policies
 Performance appraisal systems
 HR training and development
 Industrial relations
 Reward management
 Safety and healthy workplace
 Attendance recording and wage administration
 Statutory obligation towards contract workmen
 Welfare and social commitments.

KRA OF PLANNING AND PRODUCTION DEPARTMENT

 Planning
 Preparing schedules
 Monitoring progress
 Reporting progress
 Identifying risk
 Reviewing status
 Product development
 Resource utilization
 Record keeping
 Customer satisfaction
 Stock control

KRA OF SHIP BUILDING DEPARTMENT

 Building of ships
 Quality maintenance
 Implementation of plans
 Resource utilization
 Execution of design
 Timely completion
 Ship repairs
 Maintenance service

KRA OF INSPECTION AND QUALITY CONTROL DEPARTMENT

 Inspection
 Quality control
 Monitor product operations
 Examining materials
 Identifying product defects
 Recording and reporting issues
 Support improvements
 Necessary repairs

KRA OF STORE DEPARTMENT

 Material storing
 Receipt of incoming goods
 Inspection of receipts
 Storage and preservation
 Identification of materials
 Materials handling
 Packaging
 Issue and despatch
 Maintenance of stock records

TRAINING PROGRAMS

Cochin Shipyard has a well-organized training programme. CSL conducts training in

accordance with the organization's policies. It offers training to all levels of employees in order
to assure the availability of skilled labor and to find the ideal individual for the job. To improve
the abilities and efficiency of its personnel, the organization arranges a variety of internal and
external training programmes. Officers of all levels participate in the training programme. In
addition to on-the-job training, the company spends around 31 lakhs on various seminars and
training programmes.
Under the Apprentices Act, the Company trained 205 ITI trade apprentices, 71 engineering
graduates, 71 diploma holders, and 03 vocational trainees during a year. Specialized training,
especially in technical streams, was expanded to 600 Trainees under the Company model.
During ta year, the company also hired 5 executive trainees for a year of training. During th
year, the Director General of Shipping, Government of India, sanctioned the Marine
Engineering Training Institute, which trained 130 engineering cadets to qualify for marine
engineering jobs on board boats.

Company policies, technical skills, and problem resolution are some of the areas where training
is provided. The primary goal of training is to increase productivity, improve skills and
knowledge, and improve accuracy. The training programme is assessed using a questionnaire,
a personal interview, or feedback. On-the-job, off-the-job, seminars, practical, projects,
lectures are some of the approaches used.

VARIOUS TRAINING PROGRAMMES IN CSL

a) Officer - English as a medium of instruction

 Personnel in charge of safety and fire protection training
 Shipbuilding/Ship-Repair Manager Training
 Welfare and Health Personnel Training
 b) Supervisor - English / Malayalam as a medium of instruction
 Scaffold Supervisor Training
 Lifting Supervisor Training
 Confined Space Assessor Training

c.) Workmen - Malayalam & Hindi as a medium of instruction

 Hot Work Tradesman Training
 Painter / Respirator User Training
 Crane Operators' Training
 Forklift Operator Training
 Scaffold Erectors Training
 Self-Propelled Platform Operators Training
 Riggers and Signalers Training
 Fire Watchman Training
 Training for Users of High-Pressure Equipment

AWARDS AND RECOGNITIONS

 Cochin Shipyard Limited Wins NIPM Best Corporate Citizen Award – 2019 in appreciation
of their CSR initiatives in the healthcare sector.

 Cochin Shipyard Limited Wins Rotary International "CSR EXCELLENCE AWARDS

2019" in sanitation and healthcare and education

 KMA CSR Excellence Award 2019 in the ‘Health & Hygiene' segment for their CSR
activity.

 KMA CSR Award June 2018 in enhancing health and hygiene and education.

 KMA Award 17 June 2016 Award for Best CSR Activities went to Cochin Shipyard

 CSL receives two prestigious CSR awards 2016 for rural development.

 Cochin Shipyard bagged the prestigious BT-CSR Excellence Award 2016 for Rural
Development and Best Performing PSE.
 Kerala State Productivity Council's MKK Nair Memorial Award for Second Best
Productivity Performance.
 In the category of 'Large Scale Energy Consumers,' Kerala State Energy Conservation
Award 2017 was given.
 The Public Relations Council of India has awarded the Corporate Citizen of the Year 2018
Award for outstanding contributions to the profession, business, and society.
 For the Shipbuilding & Repair Yard of the Year, India Sea trade Award 2017 was given.
 The Kerala State Renewable Energy Award 2017 was granted by the Department of Power,
Government of Kerala, through ANERT, in recognition of remarkable achievements in the
use of renewable energy in the category of "Industrial Units in the State of Kerala during
the year 2016-17."
 On October 7, CSL received the Greenco rating certificate at the CII GreenCo Rating
Award Ceremony at GreenCo Summit 2020.
 CHAPTER 6

FINDINGS, RECOMMENDATIONS
AND CONCLUSIONS
CONCLUSION

Cochin Shipyard is one of India's most prestigious shipbuilding and repair yards, with an
infrastructure that combines economy, scale, and flexibility, as well as ISO 9001 certification.
Cochin shipyard limited is consistently profit making and dividend paying Category I
Miniratna company with ‘Excellent’ rating for the last several years.

CSL also has a designated region for offshore building and expansion. CSL has been
recognized excellent by the Government of India for achieving the yard's aims under the MOU
system four times in a row, making it one among India's top ten public sector organizations.
CSL is presently building the most prestigious and largest warship the Indigenous Aircraft
Carrier for the Indian Navy.

CSL has consistently unveiled new levels of excellence in shipbuilding and ship repair thanks
to its specialized industry knowledge and outstanding resources. CSL has embraced the
Japanese Integrated Hull Outfitting and Painting method for its new build as a technology
leader in India, giving the company a distinct advantage in the manufacture and commissioning
of lodging modules and topside modifications.

The company has worked hard to keep its workforce minimal, and it uses a pool of
subcontractors for a range of projects. CSL has a highly skilled and experienced workforce that
is committed to attaining excellence in their work.CSL has always valued continual and long-
term infrastructure improvement as a key element of the quality and timely completion of the
final goods and services offered.

Cochin shipyard also runs a state of the art METI and basic advanced firefighting courses
.Cochin shipyard achieve success of securing export orders through consistent improvement in
productivity and also aggressive marketing . The company follows strict policies to safeguard
the safety of its employees, and it provides them with a variety of amenities such as clean
drinking water, adequate ventilation, and lighting.
 FINDINGS

 Cochin shipyard limited is consistently profit making and dividend paying Category I
Miniratna company with ‘Excellent’ rating for the last several years.
 CSL have a very good quality workforce.
 State government is very much corporative to CSL programs.
 Efficient recruitment policies.
 Efficient and effective METI training.
 Efficient security precautions.
 Comparing with other international shipyards, CSL didn’t have a high-capacity cranes.
 The Company's industrial relations situation remained cordial and peaceful.
 Number of trade unions are decreased.
 The company has the ability to build and repair ships with a capacity of 1,10,000 DWT
and 1,25,000 DW respectively.
 Currently constructing the Indian Navy's most prestigious and largest warship, the
Indigenous Aircraft Carrier.

 The first shipyard in India to deploy an Integrated Management System that included
Quality Management, Environmental Management, and Occupational Health and
Safety Management system.

 Through their representative entities, such as trade unions, Officers and Supervisors
Associations, effective and purposeful contacts with various kinds of regular employees
are held.

 CSL employs a highly skilled and experienced workforce that is committed to attaining
excellence in their work.
 The company complies with all of the rules linked with Covid 19 and takes numerous
measures to avoid the transmission of viruses within the company.
 The company provides a variety of amenities, such as clean drinking water, a place to
rest, adequate ventilation, and lighting.
 The company ensures employee safety by providing helmets and shoes in the
workplace.
 Employees are given break times and the company follows a flexible work schedule.
 The company maintains a medical centre to safeguard the safety of its personnel in the
event of an emergency.

RECOMMENDATIONS

 Implement new technology to modernize security services.

 Provide transportation facilities to the guest and visitors within the CSL.
 Employees should be given with a variety of growth and motivational programmes.
 They should find new stratergy for technology updation.
 Training programs should be given to the employees.
 Feedback should be collected from the employee to ensure their satisfaction.
 They should take additional precautions to protect staff safety when on the company's
premise.
 Locations of various departments should be depicted on boards in the main area of the
organization.
 The department name and the names of key executives should be displayed at the
entrance to each building.
REFERENCES/BIBLIOGRAPHY
(APAformat)
 References

 Kumar P N (2018) “Coshya Digest”. A publication of cochin shipyard limited

 Gupta A (2012) “Cochin Shipyard certified by CII for GreenCo Silver rating”

 Annual report – welcome to cochin shipyard limited

 Kumar RB (2017) IPO report. Cochin shipyard limited