project on organisational culture
TRANSCRIPT
A
Project Study Report
On
Training Undertaken at
BIRLA CEMENT WORKS, CHITTORGARH, RAJ.
Titled
“ ORGANIZATION CLIMATE”
Submitted in partial fulfillment for the
Award of degree of
Master of Business Administration
Submitted By: - Submitted To:-
Nikita Malviya SONAL JAIN (HOD)
MBA Part II
(2007-2009 )
Regional college of Education Research and Technology
Sitapura, Jaipur
1
DECLARATION
I NIKITA MALVIYA D/o Mr. PRADEEP MALVIYA declare that the project report titled
“ORGANIZATION CLIMATE” is based on my project study. This project report is my
original work and this has not been used for any purpose anywhere.
Student Name
NIKITA MALVIYA
MBA IVth Sem.
2
CERTIFICATE FROM COLLEGE
TO Whom So Ever It May Concern
This is to certify that MISS. NIKITA MALVIYA has prepared this project report title
“ORGANIZATION CLIMATE” based on this project study. This project report is his original
work and it is submitted for the fulfillment of the MBA Degree.
Wish him good success for his future career.
Satish Sharma
( Project Guide)
3
PREFACE
Cement industry is one of the core industries in India like iron and steel. It has its primary
role in almost all development plans of the country. Birla cement works is a well establish
unit in the market of cement industries.
HRD is an important function of every organization. Hence, undertook the project to analyze
various aspect of HRD with a detailed study of “organization climate” of Birla cement work..
NIKITA MALVIYA
4
ACKNOWLEDGEMENT
I express my sincere thanks to my project guide, Mr. S.K. JAIN, HR MANAGER(HRD) , for
guiding me right form the inception till the successful completion of the project. I sincerely
acknowledge him/her/them for extending their valuable guidance, support for literature,
critical reviews of project and the report and above all the moral support he/she/they had
provided to me with all stages of this project.
I would also like to thank the supporting staff _MUKESH SAXENA ASST. HR MANAGER,
for their help and cooperation throughout our project.
(Signature of Student)
NIKITA MALVIYA
5
EXECUTIVE SUMMARY
India’s cement industry, which rode on a building boom to become the world’s second largest cement manufacturer after China with an installed capacity of more than 200 million tones (mt), is all set to take big hits. India’s cement industry has 132 large plants and 365 small plants with a cumulative installed capacity of 204mt at the end of August.The main Indian manufacturers in terms of capacity are ACC Ltd, UltraTech Cement Ltd, Ambuja Cements Ltd, Grasim Industries Ltd, Binani Cement Ltd, India Cements Ltd and JK Cement Ltd. In addition, several international cement manufacturers such as France’s Lafarge, Switzerland’s Holcim Ltd, Italy’s Italcementi and Germany’s Heidelberg Cement.
Birla cement works is a well established unit in the market of cement industries. The
Cement Division of Birla Corporation Limited has seven plants, having an installed
capacity of 5.8 million tons. After the completion of the ongoing expansion projects,
the capacity will increase to 7 million tons.
This ongoing project was study of Organizational climate at Birla Cement Works; Chittorgarh was focused on enduring quality of the internal environment that is experienced by the members, which in turn influences their behavior. Data was collected with the help of a questionnaire. The questionnaire is of structured non-disguised type. The contact method used in the survey was personal interview method. The study helps to understand the Organizational climate at Birla Cement Works, Chittorgarh. .
6
TABLE OF CONTENTS
DECLARATION 2Certificate 3
Preface 4
Acknowledgement 5
Executive summery 6
1 Introduction to the Industry 8-43
2. Introduction to the Organization 44-79
3 Research Methodology 80-85
3.1 Title of the Study
3.2 Duration of the Project
3.3 Objective of Study
3.4 Type of Research
3.5 Sample Size and method of selecting
sample3.6 Scope of Study
3.7 Limitation of Study
4 Result And Finding 86-87
5 Analysis and Interpretation 88-101
6 SWOT 102-103
7 Conclusion 104-106
8 Recommendation and Suggestions 107-109
9 Questionnaire 110-112
10 Bibliography 114-115
7
8
INTRODUCTION TO CEMENT INDUSTRY
INDUSTRY PROFILE
1.1 INTRODUCTION
Definition of cement:
Cement is binding material. Cement is one of the cheapest readily available, strong and
long life materials. The weathering effect on cement is very low. For the manufacturing of
cement basis raw material is lime stone. The purest form of limestone is marble.
Manufacturing process:
Heating mixture of limestone & clay at 1350-1400 degree temperature which produces the
modules of clinker due to fusion occurred by the heating. This clinker is then mixed with
gypsum & finely ground to make cement.
1. Mining – the mining of lime stone is done in such way so as to get 78%to 82%pure
limestone.
2.Crushing- the limestone is then crushed to 16to 25mm size .this is done at mines it self
and their crushed limestone is send to factory through the conveyer belt.
3. Grinding- The limestone is then grinded with literate so as to extend it setting. After this
mixture is send to silos.
4. Blending- In the silos blending is done so as to maintain the uniform mixture from the
silos the mixture is sending to pre- heater.
5. Burning- The mixture is pre-heated then it goes to where burning take place. In
calcinations burning zone of kiln pulverized coal is used as fuel in the process.
6. Grinding- The grinding of clinker with gypsum is done in cement mill.
9
7. Packing- cement is send to packing plant. Where it is packed in the bags using the
electronic packing machine.
1.2 PRODUCTION PROCESS OF CEMENT :
10
PACKAGING
1.3 CURRENT SCENARIO OF INDIAN CEMENT INDUSTRY
Cement industry is a core sector and forms the back bone of infrastructure development of
the country. Cement manufacturing began in India in 1911.the first plant had capacity of
200 tones per day. The industry was uncontrolled in 1989. the investment cost per ton of
installed capacity in 2002 for a cement plant is 4500 per ton As compared to 650 per ton in
late 70 ‘s India is one of the best quality cement manufacture of the world .it stand in the
top five producing nations of the world.
India is the world’s second largest producer of cement after China with industry capacity of
over 200 million tones (MT). With the boost given by the government to various
infrastructure projects, road network and housing facilities, growth in the cement
consumption is anticipated in the coming years.
The Indian cement industry comprises of nearly 132 large plants and another 365 small
plants. While the Cement Corporation of India, a central public sector undertaking,
comprises 10 units; the various State governments own 10 large cement plants. Among the
leading domestic players in terms of cement manufacturing are: Ambuja Cement, Aditya
Birla Group (which owns UltraTech Cement), ACC Ltd., Binani Cement, India Cements and
J K Cement. They are not only the foremost producers of cement but also enjoy a high level
of equity in the market.
The cement industry in India has added a whopping 46 MT capacity in just a little over three
years, taking the total installed capacity to 204.29 MT as on August 31, 2008. This includes
India Cements Ltd’s new grinding unit at Vallur, Tamil Nadu with an installed capacity of
1.10 MT.
The industry added over 30 MT to its installed capacity in just one year during previous
fiscal (April 2007–March 2008).
Almost all players of the industry, small to medium to large, have added capacity ranging
between a minimum of 200,000 tones and a maximum of 3 MT in the last three years (April
2005 to March 2008), effecting a total addition of 45 MT to the installed capacity by setting
up Greenfield projects, and expanding and upgrading the existing plants.
11
Simultaneously, with almost total capacity utilization levels in the industry, cement
dispatches continued to maintain a 10 per cent growth rate. Total dispatches grew to 170
MT during 2007–08, as against 155 MT in 2006–07. Region-wise, western region grew
fastest with a growth rate of 15 per cent, followed by northern region (12 per cent) and
southern region (10 per cent).
Future Outlook
Considering an expected production and consumption growth of 9 to 10 per cent, the
demand-supply position of the cement industry is expected to improve from 2008-09
onwards, resulting in an expected price stabilization. The cement industry is poised to add
111 million tones of annual capacity by the end of 2009-10 (FY 10), riding on the back of an
estimated 141 outstanding cement projects.
Major Players
The major players in the cement sector are:
• Ultratech Cement
• Century Cements
• Madras Cements
• ACC
• Gujarat Ambuja Cement Limited
• Grasim Industries
• India Cements Limited
• Jaiprakash Associates and
• JK Cements.
• Holcim
• Lafarge
• Heidelberg Cemex
• Italcementi
12
Statistics
Cement
(million tonnes)
2006-07 2007-2008
(Apr-Mar)
(a) Production 155.66 168.31
(b)Despatches
(Including Export)155.26 167.67
(c) Export 3.65 5.89
(d) Cap. Uti.(%) 96 94
Source: Cement Manufacturers’ Association
1.4 Region wise Capacity
The Indian cement industry has to be viewed in terms of five regions:-
North (Punjab, Delhi, Haryana, Himachal Pradesh, Rajasthan, Chandigarh, J&K and
Uttranchal);
West (Maharashtra and Gujarat);
South (Tamil Nadu, Andhra Pradesh, Karnataka, Kerala, Pondicherry, Andaman & Nicobar
and Goa);
East (Bihar, Orissa, West Bengal, Assam, Meghalaya, Jharkhand and Chhattisgarh); and
Central (Uttar Pradesh and Madhya Pradesh).
Northern Region
13
TABLE 1.1
Punjab 2173.34
Delhi 500.00
Haryana 172.00
Himachal Pradesh 4060.00
Rajasthan 16299.34
J&K 200.00
TOTAL 23404.68
West
Maharashtra 8950.00
Gujarat 12937.00
TOTAL 21887.00
South
Tamil Nadu 12913.18
Andra Pradesh 19831.02
Karnataka 9744.00
Kerala 420.00
TOTAL 42908.20
East
Bihar 1000.00
Orissa 2761.00
West Bengal 2291.66
Assam Meghalaya 400.00
Jharkhand 3475.01
Chattisgarh 11287.33
TOTAL 21215.00
Central
U.P. 6297.00
M.P. 16185.00
TOTAL 20482.00
1 .5 Per Capita Cement Consumption
Per capita cement consumption in India is 82 kgs against a global average of 255 kgs and
Asian average of 200 kgs.
14
TABLE 1.2
Fast rising Government Expenditure on Infrastructure sector in India has resulted a higher demand of cement in the country. In the same direction, participation of larger companies in the sector has increased.
For raising efficiency in the sector, the Planning Commission of India in the 10th plan has formed a 'Working Group on Cement Industry'.
There is a total number of 125 large cement plants and more than 300 small cement plants operating in India presently.
15
• Jobs in Cement Industry
• L & T Cement Plants
• ACC Ltd. Cement Plants
• CCI Cement Plants
• Export of Indian Cement
• Types of Cement in India
• Gujarat Ambuja Plants in India
• Top 10 Companies
• Mangalam Cement
• J K Lakshmi Cement
• J K Cement
• Madras Cement
• India Cement
• Sanghi Industries
• Dalmia Cement
• ITD Cementation India
• Dalmia Cement Bharat
• Gujarat Ambuja Cements
16
CEMENT INDUSTRY
Introduction
Cement is a key infrastructure industry. It has been decontrolled from price and
distribution on 1st March, 1989 and delicensed on 25th July, 1991. However, the
performance of the industry and prices of cement are monitored regularly. The constraints
faced by the industry are reviewed in the Infrastructure Coordination Committee meetings
held in the Cabinet Secretariat under the Chairmanship of Secretary (Coordination). Its
performance is also reviewed by the Cabinet Committee on Infrastructure.
Capacity and ProductionThe cement industry comprises of 125 large cement plants with an installed capacity of
148.28 million tonnes and more than 300 mini cement plants with an estimated capacity
of 11.10 million tonnes per annum. The Cement Corporation of India, which is a
Central Public Sector Undertaking, has 10 units. There are 10 large cement plants
owned by various State Governments. The total installed capacity in the country as a
whole is 159.38 million tonnes. Actual cement production in 2002-03 was 116.35
million tonnes as against a production of 106.90 million tonnes in 2001-02, registering a
growth rate of 8.84%.
Keeping in view the trend of growth of the industry in previous years, a production target
of 126 million tonnes has been fixed for the year 2003-04. During the period April-June
2003, a production (provisional) was 31.30 million tonnes. The industry has achieved a
growth rate of 4.86 per cent during this period.
Exports
Apart from meeting the entire domestic demand, the industry is also exporting cement
and clinker. The export of cement during 2001-02 and 2003-04 was 5.14 million
tonnes and 6.92 million tonnes respectively. Export during April-May, 2003 was 1.35
million tonnes. Major exporters were Gujarat Ambuja Cements Ltd. and L&T Ltd.
17
Recommendations on Cement Industry
For the development of the cement industry ‘Working Group on Cement Industry’
was constituted by the Planning Commission for the formulation of X Five Year Plan.
The Working Group has projected a growth rate of 10% for the cement industry during
the plan period and has projected creation of additional capacity of 40-62 million tonnes
mainly through expansion of existing plants. The Working Group has identified
following thrust areas for improving demand for cement;
(i) Further push to housing development programmes;
(ii) Promotion of concrete Highways and roads; and
(iii) Use of ready-mix concrete in large infrastructure projects.
Further, in order to improve global competitiveness of the Indian Cement Industry, the
Department of Industrial Policy & Promotion commissioned a study on the global
competitiveness of the Indian Industry through an organization of international repute,
viz. KPMG Consultancy Pvt. Ltd. The report submitted by the organization has made
several recommendations for making the Indian Cement Industry more competitive in
the international market. The recommendations are under consideration.
Technological change
Cement industry has made tremendous strides in technological upgradation and
assimilation of latest technology. At present ninety three per cent of the total capacity in
the industry is based on modern and environment-friendly dry process technology and
only seven per cent of the capacity is based on old wet and semi-dry process
technology. There is tremendous scope for waste heat recovery in cement plants and
thereby reduction in emission level. One project for co-generation of power utilizing
waste heat in an Indian cement plant is being implemented with Japanese assistance
18
under Green Aid Plan. The induction of advanced technology has helped the industry
immensely to conserve energy and fuel and to save materials substantially. India is
also producing different varieties of cement like Ordinary Portland Cement (OPC),
Portland Pozzolana Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil
Well Cement, Rapid Hardening Portland Cement, Sulphate Resisting Portland Cement,
White Cement etc. Production of these varieties of cement conform to the BIS
Specifications. It is worth mentioning that some cement plants have set up dedicated
jetties for promoting bulk transportation and export.
19
Total productionThe cement industry comprises of 125 large cement plants with an installed capacity of 148.28 million tonnes and more than 300 mini cement plants with an estimated capacity of 11.10 million tonnes per annum.
The Cement Corporation of India, which is a Central Public Sector Undertaking, has 10 units. There are 10 large cement plants owned by various State Governments. The total installed capacity in the country as a whole is 159.38 million tonnes. Actual cement production in 2002-03 was 116.35 million tonnes as against a production of 106.90 million tonnes in 2001-02, registering a growth rate of 8.84%. Major players in cement production are Ambuja cement, Aditya Cement, J K Cement and L & T cement.
Apart from meeting the entire domestic demand, the industry is also exporting cement and clinker. The export of cement during 2001-02 and 2003-04 was 5.14 million tonnes and 6.92 million tonnes respectively. Export during April-May, 2003 was 1.35 million tonnes. Major exporters were Gujarat Ambuja Cements Ltd. and L&T Ltd.
The Planning Commission for the formulation of X Five Year Plan constituted a 'Working Group on Cement Industry' for the development of cement industry. The Working Group has identified following thrust areas for improving demand for cement;
i. Further push to housing development programmes;
ii. Promotion of concrete Highways and roads; and
iii. Use of ready-mix concrete in large infrastructure projects.
Further, in order to improve global competitiveness of the Indian Cement Industry, the Department of Industrial Policy
KPMG Consultancy Pvt. Ltd. The report submitted by the organization has made several recommendations for making the Indian Cement Industry more competitive in the international market. The recommendations are under consideration.
Cement industry has been decontrolled from price and distribution on 1st March 1989 and de-licensed on 25th July 1991. However, the performance of the industry and prices of cement are monitored regularly. Being a key infrastructure industry, the constraints faced by the industry are reviewed in the Infrastructure Coordination Committee meetings held in the Cabinet Secretariat under the Chairmanship of Secretary (Coordination). The Committee on Infrastructure also reviews its performance.
Technological changeContinuous technological upgrading and assimilation of latest technology has been going on in the cement industry. Presently 93 per cent of the total capacity in the industry is based on modern and environment-friendly dry process technology and only 7 per cent of the capacity is based on old wet and semi-dry process technology. There is tremendous scope for waste heat recovery in cement plants and thereby reduction in emission level. One project for co-generation of power utilizing waste heat in an Indian cement plant is being implemented with Japanese assistance under Green Aid Plan. The induction of advanced technology has helped the industry immensely to conserve energy and fuel and to save materials substantially.
India is also producing different varieties of cement like Ordinary Portland Cement (OPC), Portland Pozzolana Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well Cement, Rapid Hardening Portland Cement, Sulphate Resisting Portland Cement, White Cement etc.
20
& Promotion commissioned a study on the global competitiveness of the Indian Industry through an organization of international repute, viz.
Production of these varieties of cement conform to the BIS Specifications. Also, some cement plants have set up dedicated jetties for promoting bulk transportation and export.
21
Cement Industry
Cement is one of the key infrastructure industries. Price and distribution controls were lifted
on 1st March 1989 and licensing was dispensed with since 25th July 1991. However, the
performance of the industry and prices of cement are monitored on a regular basis. The
industry is subject to quality control order issued on 17.2.2003 to ensure quality standards.
Capacity, Production and Exports The cement industry comprises 128 large cement plants with an installed capacity of 151.69 million tonnes and more than 300 mini cement plants with an estimated capacity of 11.10 million tonnes per annum resulting in total installed capacity of 163 million tonnes. Actual cement production in 2003-04 was 123.50 million tonnes as against a production of 116.35 million tonnes in 2002-03, which is an increase of 6.15% over 2002-03. Cement production during the year 2004-05 (April-January, 2004-05) was 108.06 million tonnes (provisional), registering a growth of 7.10%. The Cement Corporation of India, which is a central public sector undertaking, has 10 units. Besides, there are 10 large cement plants owned by various state governments. Keeping in view the past trends, a production target of 133 million tonnes has been set for the year 2004-05. During the Tenth Plan, the industry is expected to grow at the rate of 10% per annum and is expected to add capacity of 40-52 million tonnes, mainly through expansion of existing plants and use of more flyash in the production of cement. Apart from meeting the domestic demand, the cement industry also contributes towards exports. The export of cement and clinker during the last three years is as under: -
Table - 7.1
Export of Cement
(in million tonnes)Year Cement Clinker Total2001-02 3.38 1.76 5.142002-03 3.47 3.45 6.922003-04 3.36 5.64 9.002004-05(Apr-Jan)
3.31 4.82 8.13
22
Overview of the performance of the Cement Sector The Indian cement Industry not only ranks second in the production of cement in the world but also produces quality cement, which meets global standards. However, the industry faces a number of constraints in terms of high cost of power, high railway tariff; high incidence of state and central levies and duties; lack of private and public investment in infrastructure projects; poor quality coal and inadequate growth of related infrastructure like sea and rail transport, ports and bulk terminals. In order to utilize excess capacity available with the cement industry, the government has identified the following thrust areas for increasing demand for cement: (i) Housing development programmes; (ii) Promotion of concrete highways and roads;(iii) Use of ready-mix concrete in large infrastructure projects; and(iv) Construction of concrete roads in rural areas under Prime Ministers Gram Sadak Yojana. Technological advancements Indian cement industry is modern and uses latest technology. Only a small segment of industry is using old technology based on wet and semi-dry process. Efforts are being made to recover waste heat and success in this area has been significant. India is also producing different varieties of cement like Ordinary Portland Cement (OPC), Portland Pozzolana Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well Cement, Rapid Hardening Portland Cement, Sulphate Resisting Portland Cement, White Cement, etc. Production of these varieties of cement conforms to the BIS Specifications. It is worth mentioning that some cement plants have set up dedicated jetties for promoting bulk transportation and export.
23
CEMENT INDUSTRIES
A. PROCESS DESCRIPTION
Cement industries typically produce portland cement, although they also produce masonry
cement (which is also manufactured at portland cement plants). Portland cement is a fine,
typically gray powder comprised of dicalcium silicate, tricalcium silicate, tricalcium
aluminate,
and tetracalcium aluminoferrite, with the addition of forms of calcium sulfate. Different types
of
portland cements are created based on the use and chemical and physical properties
desired.
Portland cement types I - V are the most common. Portland cement plants can operate
continuously
for long time periods (i.e., 6 months) with minimal shut down time for maintenance.
The air pollution problems related to the production, handling, and transportation of portland
cement are caused by the very fine particles in the product.
Exhibit 1 illustrates the stages of cement production at a portland cement plant:
1. Procurement of raw materials
2. Raw Milling - preparation of raw materials for the pyroprocessing system
3. Pyroprocessing - pyroprocessing raw materials to form portland cement clinker
4. Cooling of portland cement clinker
5. Storage of portland cement clinker
6. Finish Milling
7. Packing and loading
1. Raw Material Acquisition
Most of the raw materials used are extracted from the earth through mining and quarrying
and
can be divided into the following groups: lime (calcareous), silica (siliceous), alumina
(argillaceous),
and iron (ferriferous). Since a form of calcium carbonate, usually limestone, is the
predominant raw material, most plants are situated near a limestone quarry or receive this
material from a source via inexpensive transportation. The plant must minimize the
transportation24
cost since one third of the limestone is converted to CO2 during the pyroprocessing and is
subsequently lost. Quarry operations consist of drilling, blasting, excavating, handling,
loading,
hauling, crushing, screening, stockpiling, and storing.
2. Raw Milling
Raw milling involves mixing the extracted raw materials to obtain the correct chemical
configuration,
and grinding them to achieve the proper particle-size to ensure optimal fuel efficiency in
the cement kiln and strength in the final concrete product. Three types of processes may be
used: the dry process, the wet process, or the semidry process. If the dry process is used,
the raw materials are dried using impact dryers, drum dryers, paddle-equipped
Exhibit 1
rapid dryers, air separators, or autogenous mills, before grinding, or in the grinding process
itself. In the wet process, water is added during grinding. In the semidry process the
materials
are formed into pellets with the addition of water in a pelletizing device.
3. Pyroprocessing
In pyroprocessing, the raw mix is heated to produce portland cement clinkers. Clinkers are
hard, gray, spherical nodules with diameters ranging from 0.32 - 5.0 cm (1/8 - 2") created
from
the chemical reactions between the raw materials. The pyroprocessing system involves
three
steps: drying or preheating, calcining (a heating process in which calcium oxide is formed),
and
burning (sintering). The pyroprocessing takes place in the burning/kiln department. The raw
mix is supplied to the system as a slurry (wet process), a powder (dry process), or as moist
pellets (semidry process). All systems use a rotary kiln and contain the burning stage and
all
or part of the calcining stage. For the wet and dry processes, all pyroprocessing operations
take place in the rotary kiln, while drying and preheating and some of the calcination are
performed
outside the kiln on moving grates supplied with hot kiln gases.
4. Clinker Cooling
The clinker cooling operation recovers up to 30% of kiln system heat, preserves the ideal
product qualities, and enables the cooled clinker to be maneuvered by conveyors. The most25
common types of clinker coolers are reciprocating grate, planetary, and rotary. Air sent
through
the clinker to cool it is directed to the rotary kiln where it nourishes fuel combustion. The
fairly
coarse dust collected from clinker coolers is comprised of cement minerals and is restored
to
the operation. Based on the cooling efficiency and desired cooled temperature, the amount
of
air used in this cooling process is approximately 1-2 kg/kg of clinker. The amount of gas to
be
cleaned following the cooling process is decreased when a portion of the gas is used for
other
processes such as coal drying.
5. Clinker Storage
Although clinker storage capacity is based on the state of the market, a plant can normally
store
5 - 25% of its annual clinker production capacity. Equipment such as conveyors and bucket
elevators is used to transfer the clinkers from coolers to storage areas and to the finish mill.
Gravity drops and transfer points typically are vented to dust collectors.
6. Finish Milling
During the final stage of portland cement production known as finish milling, the clinker is
ground with other materials (which impart special characteristics to the finished product)
into a
fine powder. Up to 5% gypsum and/or natural anhydrite is added to regulate the setting time
of
the cement. Other chemicals, such as those which regulate flowability or air entrainment,
may
also be added. Many plants use a roll crusher to achieve a preliminary size reduction of the
clinker and gypsum. These materials are then sent through ball or tube mills (rotating,
horizontal
steel cylinders containing steel alloy balls) which perform the remaining grinding. The
grinding process occurs in a closed system with an air separator that divides the cement
particles according to size. Material that has not been completely ground is sent through the
system again.
7. Packing and Loading26
Once the production of portland cement is complete, the finished product is transferred
using
bucket elevators and conveyors to large, storage silos in the shipping department. Most of
the
portland cement is transported in bulk by railway, truck, or barge, or in 43 kg (94 pound)
multiwalled paper bags. Bags are used primarily to package masonry cement. Once the
cement leaves the plant, distribution terminals are sometimes used as an intermediary
holding
location prior to customer distribution. The same types of conveyor systems used at the
plant
are used to load cement at distribution terminals.
B. SOURCES OF POLLUTION
Although portland cement plants generate the same final product using similar processes,
plant layouts vary according to fuels and raw materials used, location, climate, site
topography,
and the manufacturer of the equipment. The flow diagram in Exhibit 1 depicts the
manufacturing
process at a portland cement plant and indicates emission points throughout the process.
C. POLLUTANTS AND THEIR CONTROL
This section briefly discusses the nature of the pollutants generated from, and controls used
at,
several sources in the cement manufacturing process. Air pollutants are typically of greater
concern than solid or liquid wastes.
1. Air Pollutants
Air pollutants generated during the cement manufacturing process consist primarily of
particulates
from the raw and finished materials, and fuel combustion by-products. Exhibit 2 indicates
sources of air pollution, and differentiates between particulates and other air pollutants.
Controlling particulate emissions from sources other than the kiln usually entails capturing
the
dust using a hood or other partial enclosure and transporting it through a series of ducts to
the
collectors. The type of dust collector used is based on factors such as particle size, dust
loading, flow rate, moisture content, and gas temperature. The best disposal method for
collected27
dust is to send it through the kiln creating the clinker. However, if the alkali content
Exhibit 2: Air Pollution and Control at Cement Production FacilitiesEmission Point Pollutants Emission Rate
(gr/acf1) Control Device Percent
Efficiency
Quarries Particulates 5-40 Fabric Filter:
. Pulse Jet
. Reverse Air/Shaker 99.6
Raw Mill
Systems Particulates 5-20 Fabric Filter:
. Pulse Jet
. Reverse Air/Shaker
. Cartridge 99.6
Kiln System Particulates 4-18 Dust Collectors:
. Reverse Air
. Precipitator 99.5
Clinker Coolers Particulates 5-10 Fabric Filters:
. Pulsed Plenum/Pulse Jet
. Reverse Air
. Precipitator 99.6
Finish Mill
Systems Particulates
5-20 Fabric Filter:
. Reverse Air/Shaker 99.6
Finish Mill
Systems Particulates 5-100 Fabric Filters:
. Pulse Jet
. Pulsed Plenum 99.6
For use with
High-
Efficiency
Separators Particulates 150-300 Fabric Filters:
. Pulse Jet
. Pulsed Plenum 99.9
Packing and
28
Loading
Departments Particulates 5-40 Fabric Filters:
. Pulse Jet
. Reverse/Air Shaker
. Cartridge 99.6
1 gr/acf = grains/actual cubic foot
of the raw materials is too high, the dust must be discarded, or must be pretreated before
introduction into the kiln. The highest allowable alkali content is 0.6 percent (as sodium
oxide).
Exhibit 3 summarizes the general applicability of a number of collection systems for use by
the
cement industry.
Exhibit 3: Applicability of Emission Control Methods
Operation Mechanical
Collector Wet
Scrubber Fabric
Collector Electrostatic Gravel Bed
Filter
Primary
grinding Unsatisfactory
efficiency Not
applicable Successful Not
applicable None in use
Air
separators Not
applicable Not
applicable Successful A few
installations Questionable
application
Mills Not
applicable Not
applicable Successful A few
installations Questionable
application
Storage29
silos Not
applicable Not
applicable Successful Not
applicable Impractical
Feeders
and belt
conveyors Not
applicable Not
applicable Successful Not
applicable Impractical
Packing and
loading Not
applicable Not
applicable Successful Not
applicable Impractical
Coal
dryer Preliminary
cleaning only Practicable Successful Not
common Practicable
Kiln
gases Preliminary
cleaning only Impractical 12 x 30 Glass
Successful Successful Practicable
Clinker
cooler Preliminary
cleaning only Not
applicable Successful Not
common Successful
Additional air pollutants emitted include such materials as sulfur oxides and nitrogen oxides
generated from the kiln and drying processes. Sulfur dioxide is generated from the sulfur
compounds in the ores and the combusted fuel and varies in amount produced from plant
to
plant. The efficiency of particulate control devices is inconclusive as the result of variables
such as feed sulfur content, temperature, moisture, and feed chemical composition, in
addition30
to alkali and sulfur content of the raw materials and fuel. The combustion of fuel in rotary
cement kilns generates nitrogen oxides from the nitrogen in the fuel and incoming
combustion
air. The amount emitted depends on several factors including fuel type, nitrogen content,
and
combustion temperature. Both sulfur dioxide and some of the nitrogen oxide react with the
alkaline cement and are removed from the gas stream.
a. Raw Material Acquisition
During raw material acquisition the primary air pollutant emitted is particulate matter.
Particulate
matter is also emitted from the handling, loading, unloading, and transport of raw materials,
such as coal, purchased from another source. In certain areas, exhaust from portable
equipment
may also be a consideration.
The following methods are used to control particulate emissions generated from the quarry
and
handling of purchased raw materials:
. fabric filters (pulse-jet or reverse-air/shaker)
. equipment enclosures
. water sprays (with and without surfactants)
. enclosures
. silos (with and without exhaust venting to
. wind screens fabric filters)
. foams
. mechanical collectors
. bins
. chemical dust suppressants
. paving
. material storage buildings
Dust that is collected by these means is restored to the process. For quarry operations,
newer
plants typically use the pulse-jet fabric filters while older plants employ the reverse-air or
shaker-type fabric filters.
b. Raw Milling
31
Fugitive dust is emitted from raw material feeders, stackers, blenders, reclaimers, conveyor
belt
transfer points, and bucket elevators used for transferring materials to the mill department
from
storage. Particulate emissions from the dry raw mills and subsequent equipment occur
during
temporary failure or from improperly designed or maintained seals. The following devices
are
used to collect particulate matter in the raw mill and raw mix storage areas:
. mechanical cyclones (usually used in series with another control)
. fabric filters (pulse jet or reverse air/shaker)
. electrostatic precipitators (rarely used)
Newer plants typically use the pulse-jet fabric filters while older plants employ the reverse-
air or
shaker type fabric filters.
c. Pyroprocessing
The main pyroprocessing system emissions are nitrogen, carbon dioxide, water, oxygen,
nitrogen
oxides, sulfur oxides, carbon monoxide, and hydrocarbons. Cement kiln dust (CKD) is
also produced.
The cement kiln itself has been designated as best available control technology (BACT) for
the
control of SO2. The highly alkaline conditions of the kiln system enable it to capture up to
95%
of the possible SO2 emissions. However, if sulfide sulfur (pyrites) is present in the kiln feed,
this absorption rate can decline to as low as 50%. Therefore, sulfur emissions can be
decreased
through careful selection of raw materials.
No device to control cement kiln NOx emissions has been developed, but there are several
prospects:
. stable kiln operation (reduces long term NOx emissions);
. burner configurations for the rotary kiln (efficiency varies);
. staged combustion for precalciner kilns;
. recirculation of the flue gas (oxygen deficient air in the rotary kiln); and
. alternative/low-nitrogen fuels.32
Cement kiln dust (CKD) is the powder retrieved from the exiting gases and is either all or
partly
returned to the operation or removed entirely. The type of system, the chemical makeup of
the
raw materials and fuel, and the condition of the system operations all affect the chemical
configuration
of the CKD. Portland cement specifications usually limit the amounts of sodium and
potassium. Because bypass CKD contains a large quantity of these minerals, CKD is
usually
removed from the process. The CKD from a preheater tower is composed of the same
general
elements as the kiln feed and therefore is returned to the process. The handling, storage,
and
deposition of CKD can generate fugitive dust emissions.
The following methods are used to control particulate emissions from the kiln system:
. reverse-air fabric filters
. electrostatic precipitators (ESPs)
. acoustic horns (sometimes used in conjunction with the two devices above)
d. Clinker Cooling
Reciprocating grate clinker coolers most often employ fabric filters, but ESPs and gravel
bed
filters are also used with a mechanical cyclone or multiclone dust collector sometimes
placed in
front. Newer plants typically use pulse-jet or pulsed-plenum fabric filters and older plants
use
reverse-air type fabric filters which may simply be a smaller form of a kiln fabric filter. Gravel
bed filters, which are also used by the cement industry, contain quartz granules;
contaminated
gas passes through this filter and the dust settles to the bottom of the bed.
e. Clinker Storage
The devices used to control dust emissions from clinker storage areas are similar to those
used in the raw milling process. The particulate emissions generated by dropping clinkers
onto
storage piles can be reduced by using a rock ladder or variable-height, automatic, stacker
belt33
conveyor systems. Fugitive dust generated from open storage piles is tempered by rain and
snow, wind breaks, and pile covers. Clinker in open piles is moved using front-end loaders;
in
storage halls overhead bucket cranes are used. Fugitive clinker dust emitted from open
storage
piles is common and very difficult to control.
f. Finish Milling
Particulate matter is emitted from mill vents, air separator vents, and material-handling
system
vents. Newer plants usually use pulse-jet or pulsed-plenum fabric filters with high-efficiency
separators, while older plants use reverse-air/shaker fabric filters. The cement dust
collected
by the fabric filter is restored to the system. In cold weather, a plume may develop at the
baghouse vent; this may be mistaken for particulate matter, but actually is condensed water
vapor from the cooling system.
g. Packing and Loading
In the shipping department particulate matter is emitted from the silos and the handling and
loading operations. Active and passive fabric filters are used to collect this dust. During
loading
of the product, particulate emissions are controlled by a fabric filter connected to the
transport
vessel; collected dust is restored to the shipment. To ensure dust-free loading onto the
transport vessel, a flexible loading spout consisting of concentric tubes is used. The
outermost
tube seals the delivery spout to the transport vehicle. The product is then delivered
through the inner tube and displaced air drawn up the outer tube to a filter. At distribution
terminals, fabric filters are again used and the collected dust is returned to the product. New
plants typically use pulse-jet fabric filters while older plants use reverse-air or shaker-type
fabric
filters.
2. Liquid and Solid Wastes
The overflow from slurry concentrating equipment (i.e. thickeners) constitutes the main
water
pollution problem. For new plants that process slurry, closed-cycle water systems are used
to34
return the overflow water to the process. Another source of waste is the stripped
overburden,
which is used as a raw material or disposed of in a local landfill. An estimate of overburden
deposited in a landfill varies from 0 - 3 metric tons per metric ton of cement produced.
The combustion processes of cement kilns and rotary kilns have been used to dispose of
hazardous waste material. For the cement kiln, waste material is burned with a primary fuel.
For a wet process kiln, the raw materials are introduced into the top of the kiln and exit at
the
bottom as cement clinker. The burner is located at the lower end of the kiln where the fuel
and
waste are ignited. The hot gases move up the kiln and heat the raw materials, exit the kiln,
and
are then cleaned in a baghouse prior to exiting through a stack. When waste is fired, any
ash
generated becomes a part of the cement product.
D. REFERENCES
1. Air and Waste Management Association. Air Pollution Engineering Manual. New York:
Van Nostrand Reinhold, 1992.
2. Hall, F.D. Evaluation of the Feasibility of Incinerating Hazardous Waste in High-
Temperature
Industrial Process, 1984.
3. Reding, J. T., P.E. Muehlberg, and B.P. Shepherd (Dow Chemical). Industrial Process
35
Cement Industry Expects to Grow Steadily in 2009May 15, 2009
cement industry is steadily growing and is set to add on 50 Million Tones additional
capacity during the current year as the demand still remains high.
The Indian cement industry will continue to show steady performance by increasing its
capacity another 50 Million Tones in 2009 despite the recession and slump in the country’s
housing industry, stated H M Bangur, President of Cement Manufacturers’ Association
(CMA) and reported by economictimes.
While the construction sector has got deeply affected by the global crisis, the cement sector
is improving day-by-day, recording a YOY growth of 9.4% in the fourth quarter of FY09. The
cement prices are also shooting up. The Association has predicted that the cement sector
will grow by 9-10%, provided the GDP of the country grows at the rate of 7%.
According to a new RNCOS report “Indian Cement Industry Forecast to 2012”, India ranks
second worldwide in the cement production after China. The Indian cement industry is
continuously expanding, with rising production capacity of major players in the past few
months. This indicates to no impact of recession on the industry.
Moreover, the cement production and consumption are expected to grow rapidly during
2009-2012. Housing industry makes up for over 50% of the cement consumption in India
and the same trend is expected to continue in coming years, says the report.
However the government took some infrastructure initiatives, but they proved inadequate.
The construction sector is severely hit by the increase in prices of cement, which were
driven by the rise in demand due to the infrastructure projects of the public sector.
Although the manufacturing sector registered slow year-on-year growth, some of the
sectors, such as the cement industry, displayed a fractional upturn during the later six
months of FY09 as compared to the first six months.
36
According to a Research Analyst at RNCOS, “The Indian cement industry is expected to
grow rapidly in coming years due to heavy demand from housing, retail and infrastructure
industry. Moreover, several players have decided to raise their production capacity during
2009-2012, which, in turn, boosts the production volume of the cement industry.
Total production
The cement industry comprises of 125 large cement plants with an installed capacity of
148.28 million tonnes and more than 300 mini cement plants with an estimated capacity of
11.10 million tonnes per annum.
The Cement Corporation of India, which is a Central Public Sector Undertaking, has 10
units. There are 10 large cement plants owned by various State Governments. The total
installed capacity in the country as a whole is 159.38 million tonnes. Actual cement
production in 2002-03 was 116.35 million tonnes as against a production of 106.90 million
tonnes in 2001-02, registering a growth rate of 8.84%. Major players in cement
production are Ambuja cement, Aditya Cement, J K Cement and L & T cement.
Apart from meeting the entire domestic demand, the industry is also exporting cement and
clinker. The export of cement during 2001-02 and 2003-04 was 5.14 million tonnes and
6.92 million tonnes respectively. Export during April-May, 2003 was 1.35 million tonnes.
Major exporters were Gujarat Ambuja Cements Ltd. and L&T Ltd.
The Planning Commission for the formulation of X Five Year Plan constituted a
'Working Group on Cement Industry' for the development of cement industry. The
Working Group has identified following thrust areas for improving demand for
cement;
i. Further push to housing development programmes;
ii. Promotion of concrete Highways and roads; and
iii. Use of ready-mix concrete in large infrastructure projects.
37
Further, in order to improve global competitiveness of the Indian Cement Industry, the
Department of Industrial Policy & Promotion commissioned a study on the global
competitiveness of the Indian Industry through an organization of international repute, viz.
KPMG Consultancy Pvt. Ltd. The report submitted by the organization has made several
recommendations for making the Indian Cement Industry more competitive in the
international market. The recommendations are under consideration.
Cement industry has been decontrolled from price and distribution on 1st March 1989
and de-licensed on 25th July 1991. However, the performance of the industry and prices of
cement are monitored regularly. Being a key infrastructure industry, the constraints faced
by the industry are reviewed in the Infrastructure Coordination Committee meetings held in
the Cabinet Secretariat under the Chairmanship of Secretary (Coordination). The
Committee on Infrastructure also reviews its performance.
Technological change
Continuous technological upgrading and assimilation of latest technology has been going
on in the cement industry. Presently 93 per cent of the total capacity in the industry is based
on modern and environment-friendly dry process technology and only 7 per cent of the
capacity is based on old wet and semi-dry process technology. There is tremendous scope
for waste heat recovery in cement plants and thereby reduction in emission level. One
project for co-generation of power utilizing waste heat in an Indian cement plant is being
implemented with Japanese assistance under Green Aid Plan. The induction of advanced
technology has helped the industry immensely to conserve energy and fuel and to save
materials substantially.
India is also producing different varieties of cement like Ordinary Portland Cement (OPC),
Portland Pozzolana Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well
Cement, Rapid Hardening Portland Cement, Sulphate Resisting Portland Cement, White
Cement etc. Production of these varieties of cement conform to the BIS Specifications.
Also, some cement plants have set up dedicated jetties for promoting bulk transportation
and export.
38
Cement Industry in IndiaCement Industry in India is on a roll at the moment. Driven by a booming real estate sector,
global demand and increased activity in infrastructure development such as state and
national highways, the cement industry has witnessed tremendous growth. Production
capacity has gone up and top cement companies of the world are vying to enter the Indian
market, thereby sparking off a spate of mergers and acquisitions. Indian cement industry is
currently ranked second in the world.
The origins of Indian cement industry can be traced back to 1914 when the first unit was
set-up at Porbandar with a capacity of 1000 tonnes. Today cement industry comprises of
125 large cement plants and more than 300 mini cement plants. The Cement Corporation
of India, which is a Central Public Sector Undertaking, has 10 units. There are 10 large
cement plants owned by various State Governments. Cement industry in India has also
made tremendous strides in technological upgradation and assimilation of latest
technology. Presently, 93 per cent of the total capacity in the industry is based on modern
and environment-friendly dry process technology. The induction of advanced technology
has helped the industry immensely to conserve energy and fuel and to save materials
substantially. Indian cement industry has also acquired technical capability to produce
different types of cement like Ordinary Portland Cement (OPC), Portland Pozzolana
Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well Cement, Rapid
Hardening Portland Cement, Sulphate Resisting Portland Cement, White Cement etc.
Some of the major clusters of cement industry in India are: Satna (Madhya Pradesh),
Chandrapur (Maharashtra), Gulbarga (Karnataka), Yerranguntla (Andhra Pradesh),
Nalgonda (Andhra Pradesh), Bilaspur (Chattisgarh), and Chandoria (Rajasthan).
Cement industry in India is currently going through a consolidation phase. Some examples
of consolidation in the Indian cement industry are: Gujarat Ambuja taking a stake of 14 per
cent in ACC, and taking over DLF Cements and Modi Cement; ACC taking over IDCOL;
India Cement taking over Raasi Cement and Sri Vishnu Cement; and Grasim's acquisition
of the cement business of L&T, Indian Rayon's cement division, and Sri Digvijay Cements.
Foreign cement companies are also picking up stakes in large Indian cement companies.
Swiss cement major Holcim has picked up 14.8 per cent of the promoters' stake in Gujarat
Ambuja Cements (GACL). Holcim's acquisition has led to the emergence of two major
groups in the Indian cement industry, the Holcim-ACC-Gujarat Ambuja Cements combine 39
and the Aditya Birla group through Grasim Industries and Ultratech Cement. Lafarge, the
French cement major has acquired the cement plants of Raymond and Tisco. Italy based
Italcementi has acquired a stake in the K.K. Birla promoted Zuari Industries' cement plant in
Andhra Pradesh, and German cement company Heidelberg Cement has entered into an
equal joint-venture agreement with S P Lohia Group controlled Indo-Rama Cement.
Issues concerning Cement Industry
• High Transportation Cost is affecting the competitiveness of the cement industry.
Freight accounts for 17% of the production cost. Road is the preferred mode for
transportation for distances less than 250km. However, industry is heavily dependant
on roads for longer distances too as the railway infrastructure is not adequate.
• Cement industry is highly capital intensive industry and nearly 55-60% of the inputs
are controlled by the government.
• There is regional imbalance in the distribution of cement industry. Limestone
availability in pockets has led to uneven capacity additions.
• Coal availability and quality is also affecting the production.
Outlook
Outlook for the cement industry looks quite bright. Given the sustained growth in the real
estate sector, the government's emphasis on infrastructure and increased global demand, it
looks as if the juggernaut of cement industry would continue to roll on the path of growth.
Slump in global cement industry momentary
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SAN JOSE: The need for housing and continued government investments in infrastructure
development in emerging economies will drive the global demand for cement.
40
The slump in global cement market is temporary and it is expected to reach 3.77 billion
tonnes by 2012, according to a report by Global Industry Analysts, Inc.
"Cement: A Global Strategic Business Report" from Global Industry Analysts, Inc. provides
a comprehensive review of market trends, drivers, product profile, players, competition,
recent developments, mergers, acquisitions, and other strategic industry activities.
Emerging markets in Asia-Pacific, Latin America and Middle East & Africa are driving global
demand for cement. China alone produces and consumes slightly less than half the cement
produced and consumed worldwide. China and India, the second largest producer and
consumer of cement, together account for more than 50% of the total cement produced and
consumed in the world. Developed markets including the US, Western Europe and Japan
are mature and currently facing declining demand due to the global economic crisis.
Though, at present, demand is growing, but at a decelerated pace, the phase is
momentary. Long-term projections indicate healthy demand growths, as world economy
stabilizes and construction activity picks up across global markets into the next decade.
China, followed by India, United States, Japan and Russia, represent the largest producers
and consumers of cement worldwide.
Other countries featuring prominently on the global cement space include Spain, South
Korea, Italy, Iran, Turkey, and Brazil. Significant capacity expansions in China, India, Saudi
Arabia, UAE, Turkey, Egypt, and Brazil are underway and planned for the next few years.
Portland cement is the most widely consumed cement variety worldwide. The largest
geographic market is Asia-Pacific, and the fastest growth is forecast to take pace in the
Middle East & Africa and Asia-Pacific markets. In fact, China alone consumes more than
half the global Portland cement.
Blended cement, the less environment polluting varieties, would see demand grow in the
next few years, as their favorable environmental profile and excellent performance wins
end-user interest. Again Asia-Pacific represents the largest geographic market, though
share of Europe also stands out. Fastest growth would take place in Asia-Pacific, as
demand is expected to increase over the forecast years. 41
In terms of market, China remains the largest regional market, where Construction
Contractors, followed by Concrete Products Producers represent the largest markets for
cement. The fastest growing market, however, would be Ready-mix Concrete Producers,
as they benefit from ban imposed by the Chinese government on mortar and concrete
mixing at construction sites.
Meanwhile, the second largest regional market, India, would see cement demand advance
the fastest for the Ready-mix Concrete Producers market. Though demand from
Consumers, the largest cement market, would continue to grow, it would lose share to
Ready-mix Concrete Producers and Concrete Products Producers markets.
The global marketplace is characterized by participants such as Lafarge (France), Holcim
(Switzerland), Cemex (Mexico), HeidelbergCement (Germany) and Italcementi (Italy), which
represent the five leading manufacturers of cement. Other international cement makers
include Buzzi Unicem (Italy), Cimpor (Portugal), CRH (Ireland), Votorantim Cimentos
(Brazil), Sumitomo Osaka Cement (Japan), Taiheiyo Cement (Japan), and Anhui Conch
(China). Other leading regional market leaders include: Anhui Conch, China Shanshui,
China National Building Material, and Tangshan Jidong in China; and ACC, Ambuja
Cement, Grasim, UltraTech, and India Cements in India.
42
43
INTRODUCTION TO THE ORGANIZATION
COMPANY PROFILE
Birla Corporation Ltd., a well known name in the business world was established by Late
Shri Ghanshyam Das Birla in the year 1919. He set up first Indian jute mill near Calcutta
(now Kolkata) and named it Birla Jute Manufacturing Company Ltd. The name of the
company was changed to Birla Jute & Industries Ltd. in 1983 and finally to Birla Corporation
Limited in 1998.
From Late Shri Ghanshyam Das Birla the unit passed on to his nephew Late Shri M.P.
Birla, who expanded it into an industrial empire with manifold diversification in various
areas.
The company has following diversification:
• Cement
• Jute
• Carbide & gases
• Synthetics
• Linoleum & Vinyl Flooring
• Auto Trim
44
45
CEMENT DIVISION:
LOCATION OF PLANTS IN INDIA:
The Cement Division of Birla Corporation Limited has seven plants, having an installed
capacity of 5.8 million tons. After the completion of the ongoing expansion projects, the
capacity will increase to 7 million tons.
46
UNITS
BIRLA CEMENT WORKS
CHANDERIA CEMENT WORKS CHANDERIA (RAJASTAN)
SATNA CEMENT WORKS
BIRLA VIKAS CEMENT SATNA (MADHYA PRADESH)
RAEBARELI GRINDING UNIT RAEBARELI (UTTAR
PRADESH)
DURGAPUR CEMENT WORKS
DURGA HITECH CEMENT DURGAPUR (WEST
BENGAL)
This plant manufacture varieties of cement, including Ordinary Portland Cement (OPC), 43
& 53 grades, fly ash–based Portland Pozzolana Cement (PPC), Portland Slag Cement
(PSC) and low- alkali Portland Cement. Recently, the Company has started producing
Sulphate Resistant Cement (SRC) and it has been well accepted in the market.
OPC is marketed under the name of Birla Cement Khajuraho and Birla Cement Chetak,
while PPc is marketed under the brand name of Birla Cement Samrat. PPC is marketed
under the barand name of Birla Cement.
The Birla Cement SAMRAT brand is ideal for mass concrete, RCC / pre-stressed / precast
structures (for reduced thermal crack), increased water tightness of concrete, increased
resistance to sulphate content in soil, aggressive water and alkali aggregate reaction,
besides corrosion resistant properties.
The brands have significant presence in the northern, western and eastern parts of the
country as well as central India. The company has a large network of dedicated distributors
and stockiest in all its marketing regions.
Durgapur Cement Works and the two cement units at Satna have received the ISO 9002
quality certification, covering production and marketing. The Satna units have also received
the IS/ISO: 14001 certificate for "implementation of the Environmental Management
47
System". The two Chanderia units have received the ISO 9001: 2000 certification for
Quality Management System, as well as the IS/ISO: 14001 certification.
The quality control laboratories of both Birla Cement Works and Chanderia Cement Works
have been accredited by National Accreditation Board for Testing & Calibration
Laboratories, Department of Science & Technology, and Government of India.
The cement units have been receiving, since the past decade, prestigious awards for
productivity, pollution control, energy performance and worker's education.
48
The Product and Brand names are as follows:-
Units Products Brand Name
Birla Cement Works
Chanderia Cement Works
OPC – 43G, 53G, PPC
PPC
Birla Cement Chetak
Birla Cement Samrat
Satna Cement Works
Birla Vikas Cement
PPC & OPC (43 Gr.) Birla Cement Samrat
Birla Cement Khajuraho
Raebareli Grinding Unit Portland Pozzolana
Cement (PPC)
Birla Cement Samrat
Durgapur Cement Works Portland Slag Cement
(PSC)
Birla Cement
Birla Premium Cement
Durga Hitech Cement Portland Pozzolana
Cement (PPC)
Birla Cement Samrat
Special Cements
• Sulphate Resistant Cement
• Low-alkali Cement
• Railway Sleeper Grade Cement IRS T-40
• Low Heat Cement
49
TABLE 2.1
CAPACITY: 5.78 Mill. Ts.
STATE TOWN UNITS CAPACITY MILL. TS
M.P. SATNA 1.55
RAJASTHAN CHITTORGARH 2.00
WEST BENGAL DURGAPUR 1.60
UTTAR PRADESH RAEBARELI 0.63
DISCIPLINE OF QUALITY ASSURANCE
• ISO 9002 Certification by M/s RWTUV Germany.
• ISO 14001 Certification for Environment management system by B/S New Delhi.
50
TABLE 2.2
APPLICATIONS
Birla Cement Khajuraho/Chetak - 43 grade Ordinary Portland Cement-
• Brick and stone masonry.
• Plastering and flooring.
• Plain and reinforced cement concrete.
• Pre-cast and pre-stressed concrete.
Birla Cement Khajuraho/Chetak-53 Grade Ordinary Portland Cement-
• Railway sleepers
• Pre-stressed girders and electric poles.
• M25 & above concrete.
• Roads, runways, industrial buildings, RCC bridges & lofty buildings.
• Pre-cast concrete elements
Birla Samrat - Portland Pozzolana Cement-
• Brick and stone masonry
• Plastering and flooring.
• Plain and reinforced cement concrete.
• Ordinary Pre-cast concrete work.
Birla Cement Khajuraho - Sulphate Resisting Portland Cement-
• Building near sea coast.
• Below ground, where concrete or mortar is used in foundation, aqua ducts, canals &
culverts.
• Desert conditions.
• In swampy areas for footing, plinth beams, piles etc.
• Industrial effluent treatment plant, cooling towers, chimneys, sewerage treatment
plant.
• Marine structures
51
Birla Cement Khajuraho - Low Alkali Cement -
• Bridges
• Dams
• Reservoirs
Birla Cement Khajuraho - IRS-T40 Cement -
• Railway sleepers.
52
CONTINUOUS RECOGNITION FOR CONSISTENT QUALITY:
CAPEXIL awards every year, since 1990
ISO 9002 certification for Satna Cement Works, Birla Vikas Cement and Durgapur Cement Works.
ISO 9001 - 2000 (QMS) certification for Birla Cement Works, Chanderia Cement Works from BVQI, UK.
IS/ISO 14001 certification in 1999-2000 for Satna Cement Works and Birla Vikas Cement, in 2002-2003 for Birla Cement Works & Chanderia Cement Works for environment management systems.
"Best Productivity Performance" award from NPC for Birla Vikas Cement in 1987-88. Also recognised by NCB as.
"Best in Energy Performance" in 1986-87.
"Best in Energy Performance" for Satna Cement Works in 1993-94, 1994-95, 1995-96, 1997-98.
"Best Productivity Performance" award from NPC for Chanderia Cement Works in 1998-90 and again in 1993-94.
2nd "Best Productivity Performance" award for Chanderia Cement Works in 1991-92 &
"Certificate of Merit" in 1998-99
"Best improvement in Thermal Energy Performance" recognition from NCB for Birla Cement Works in 1992-93 and Chanderia Cement Works in 1993-94.
"Best improvement in Energy Performance" recognition for Birla Cement Works in 1992-93.
"Bhama Shah Samman" from the Rajasthan Government for Educational Activities for Birla Cement Works in 1996-97.
VEC-IIT, Madras recognised Chanderia Cement Works and Birla Cement Works For "Excellence in Improving Machinery Health Condition" in 1997.
"Workers Education Trophy" awarded by Central Board of Workers Education, Udaipur Ministry of Labour, Government of India, for Birla Cement Works & Chanderia Cement Works in 1998-99 and again in 2001-02.
"Lal Bahadur Shastri Memorial National Award" for Excellent Pollution Control Implementation by Chanderia Cement Works in 2002-03.
53
CAPEXIL 'Special Export Award'
BIRLA CEMENT AND CHANDERIA CEMENTWORKS,
CHITTORGARH, RAJASTHAN
In Chittorgarh Birla Corporation Ltd. Has two plants namely B.C.W. & C.C.W. B.C.W. was
set up in 1967, the first dry process plant with two stage suspension pre heating technology
in the country. Its initial capacity of 2 lacks tones was increased to 4 lacks tones in 1992. In
modernization drive, the two stage pre heater is converted into five stage pre heater, and a
modern computerized system is installed.
C.C.W. Was set up in 1986, with new technologies and environment friendly atmosphere.
This plant is equipped with state of art equipment like 5 stage heater and in built clinker.
With sophisticated quality control system and central computerized control system with x-
ray analyzer provides to ensure best quality cement production. This unit was also
modernized and its production capacity is increased from 5 lacks tones per annum to 8
lacks tones per annum.
The company carried out various modified de-bottle necking in these plants, as a result of
which the installed capacity of the cement division has been increased to 24 lacks tones
from 14 lacks tones.
B.C.W. & C.C.W. has received the quality certification ISO 9001-2000 for quality
management system and ISO-14001 for environment management system.
B.C.W. & C.C.W. has also received many Excellency awards.
54
Quality policy
Birla Corporation limited Chanderia is committed to comply with the requirements of
customers to their satisfaction and continually improve the effectiveness of quality
management system by
Enhancing customer satisfaction by supplying consisted quality cement.
Regular up gradation of technology: optimum utilization of resources and upkeep of
equipment for reducing the cost.
Training and involvement of employee to develop quality culture in the units.
55
MAJOR DEPARTMENTS
Birla cement work and Chanderia cement work
• Mines
• Production
• Engineering
• Electrical power plant
• Thermal power plant
• Diesel power plant
• Enviourment safety
• Store and raw material
• Building
• Purchase
• Accounts
• information system
• Personal and welfare
• Gernal administration
• HRD
• Legal
• Sales and marketing
• Security
56
HRD-AN OVERVIEW
BIRLA CEMENT WORKS
Chanderia, Chittorgarh (Rajasthan)
( Unit of M/s. BIRLA CORPORATION LIMITED )
Unit Profile
BIRLA CEMENT WORKS (BCW) is a unit of Birla Corporation Limited, which is a major
producer of cement in India, particularly in the States of Rajasthan, MP, UP & WB. It is a
part of Rs. 5000 crores Birla Corporation Limited (BCL), which manufactures Jute products,
Synthetic Yarn, Linoleum, Carbide, Steel Castings, Auto Trims etc. in addition of cement
having registered office at Kolkata. BCL is having six manufacturing units – two in the State
of Rajasthan located at Chanderia, two in Madhya Pradesh located at Satna, one in Uttar
Pradesh located at Raebareli and one in West Bengal located at Durgapur. BCW is
producing different types of cement like 43 grade OPC & PPC, which represents the best
quality, easy workability, high strength & durability alongwith operational stability and
economy.
Birla Cement Works has a well established market in Rajasthan, Gujarat, Haryana, and
Punjab & Delhi. It’s cement brand – SAMRAT (Portland Pozzolana Cement) was launched
in 1997 and is widely accepted by both urban and rural customers.
The company is awarded with ISO 9001-2000 and ISO 14001 certificates. In the year 2005,
the company has also been awarded with NABL certification.
In the changed scenario of globalization, Birla Corporation Limited has been able to
maintain its position in the market because of better customer care and energy
optimization. An Energy Cell has been working under the guidance of the Management.
PROCESS FLOW CHART:
Crushingg
Limestone stock Pile
Limestone transportation
Mining
Pyro processing
Cement Storage
Cement grinding
Raw grinding
Fuel Grinding
Cement Packing 57
Contd....P/2
58
Page….2 Energy Consumption
Energy conservation measures have been undertaken to reduce electrical energy
consumption. However, the increase in specific power in 2004-05 due to more production of
43 grades OPC & less production of PPC as compared to 2003-04.
DESCRIPTIO
N
UNIT 2005-06 2006-07 2007-08
Cement
Production
LTPA 7.82 8.31 8.49
Total electrical
energy
consumption
Lakh kWh 736.28 755.59 796.21
Specific
energy
consumption
Units / T
Cement
85.90 84.49 84.42
Total Thermal
consumption /
annum
M.KCals 542144 565035 588146
Specific
Thermal
energy
consumption
Kcal / Kg.
Cement
679 685 660
59
HUMAN RESOURCE
Human resource is a term with which many organizations describe the combination of
traditionally administrative personnel functions with performance, Employee Relations and
resource planning. The field draws upon concepts developed in Industrial/Organizational
Psychology. Human resource has at least two related interpretations depending on context.
The original usage derives from political economy and economics, where it was traditionally
called labor, one of four factors of production. The more common usage within corporations
and businesses refers to the individuals within the firm, and to the portion of the firm's
organization that deals with hiring, firing, training, and other personnel issues. This article
addresses both definitions.
The objective of Human Resources is to maximize the return on investment from the
organization's human capital and minimize financial risk. It is the responsibility of human
resource managers to conduct these activities in an effective, legal, fair, and consistent
manner.
Human resource management serves these key functions:
1. Selection
2. Training and Development
3. Performance Evaluation and Management
4. Promotions
5. Redundancy
6. Industrial and Employee Relations
7. Record keeping of all personal data.
8. Compensation, pensions, bonuses etc in liaison with Payroll
9. Confidential advice to internal 'customers' in relation to problems at work &
10.Career development
60
HRD An overview
It is a common fact that without development of employee’s competencies no organization
can survive today. To be effective every manufacturing organization need main component
people in all areas whether they be cost reduction, delays increase customer satisfaction,
better quality, prompt service, improved earning, improved market image and so on.
HRD definition:
HRD is a continuous process to ensure the development of employee competencies,
dynamism, motivation, and effectiveness in a systematic and planned way
T.N Rao
HRD is system of developing in a continuous and planned way the competence of
individual employees, dyadic group, team and total organization to achieve goal.
Keith Davis
• A set of systematic and planned activities designed by an organization to provide its
members with the necessary skills to meet current and future job demands.
Werner & DeSimone
(2006)
61
Evolution of HRD
• Early apprenticeship programs
• Early vocational education programs
• Early factory schools
• Early training for unskilled/semiskilled
• Human relations movement
• Establishment of training profession
• Emergence of HRD
1. Early Apprenticeship Programs
• Artisans in 1700s
• Artisans had to train their own workers
• Guild schools
• Yeomanries (early worker unions)
2. Early Vocational Education Programs
• 1809 – DeWitt Clinton’s manual school
• 1863 – President Lincoln signs the Land-Grant Act promoting A&M colleges
• 1917 – Smith-Hughes Act provides funding for vocational education at the state level
3. Early Factory Schools
• Industrial Revolution increases need for trained workers to design, build, and repair
machines used by unskilled workers
• Companies started machinist and mechanical schools in-house
• Shorter and more narrowly-focused than apprenticeship programs
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4. Early Training for Unskilled/Semiskilled Workers
• Mass production (Model T)
o Semiskilled and unskilled workers
o Production line – one task = one worker
• World War I
o Retool & retrain
o “ Show, Tell, Do, Check” (OJT)
5. Human Relations Movement
• Factory system often abused workers
• “ Human relations” movement promoted better working conditions
• Start of business & management education
• Tied to Maslow’s hierarchy of needs
6. Establishment of the Training Profession
• Outbreak of WWII increased the need for trained workers
• Federal government started the Training Within Industry (TWI) program
• 1942 – American Society for Training Directors (ASTD) formed
7. Emergence of HRD
• Employee needs extend beyond the training classroom
• Includes coaching, group work, and problem solving
• Need for basic employee development.
• Need for structured career development.
• ASTD changes its name to the American Society for Training and development.
63
Relationship between HRM and HRD
Human resource management (HRM) encompasses many functions Human resource
development (HRD) is just one of the functions within HRM.
Primary Functions of HRM
• Human resource planning
• Equal employment opportunity
• Staffing (recruitment and selection)
• Compensation and benefits
• Employee and labor relations
• Health, safety, and security
• Human resource development
Secondary HRM Functions
Organization and job design
Performance management
Performance appraisal systems
Research and information systems
64
Goals of HRD
Develop the skill of individual.
Develop the individual abilities to perform his present job better.
Develop the abilities to handle future likely role.
Strength superior, subordinate relationship.
Strength team sprit among different teams.
Promote inter team collaboration.
Need of HRD
HRD is needed to develop competencies.
To bring about system wide change.
To develop a proper climate in the organization.
HRD activity in BCW
Publication of hello monthly basis.
Communication through publication.
Organize Friday forum.
Induction to newly recruit.
65
Birthday greeting to employee
Training and development activities
Identify training needs-individual and organizational.
Determining the competence level of workmen and wage board staff.
Annual training plan/monthly training plan.
Training record.
participated feedback on programmed
Measuring effectiveness through different tool.
Publication of “APNI BAAT”quaterly.
Vocational training for B.E/M.B.A/M.C.A students.
Organizational development exercise /conduct survey.
Library /procurement of books/ journals/ new subscription/ circulate magazine etc.
5 S” activities.
Quality circle.
Organization /coordinate industrial visit.
Counseling of employee.
66
ORGANIZATION
Organization is a collective entity of people who consciously engaged in some activity on
sustained basis for achieving an object or set of objective.
DEFINATION
Organization is a system of conscious coordinate activities of two or more person.
Organization is a planned unit deliberately structure for the purpose of attuning specific
goals.
Every organization runs with a particular aims has a structure of
Organization to purpose and infrastructure of management to its primary need to achieve
those aims and objective for which it came in to being BCW has following aims and goals.
To helps country in attuning self- sufficiency.
To generate employment for local people
In addition to these follwining factor are also consider
To work within framework of the laws of the land.
To look after the well being and welfare of its employee
To meets certain obligation of society of which it is an indispensable part
67
HRD Climate –
Introduction :- If we need to find a way to develop employees in order to
become effective contributors to the goals of an organization, we need to
have a clear view of what an effective contribution would look like. The use
of personal capacities can be very helpful in describing the way in which an
effective employee should operate and behave, but there can be no general
prescription of an effective employee. Effectiveness will differ with
organizational context, and on whose perspective we are adopting. The
matter of what, finally, makes an effective employee is a combination of
personality, natural capabilities, developed skills, experience and learning.
The process of enhancing an employee’s present and future effectiveness is
called development.
Meaning of HR+D+Climate
HR means employees in organisation, who work to increase the profit for
organisation.
Development, it is acquisition of capabilities that are needed to do the
present job, or the future expected job.
After analyzing Human Resource and Development we can simply stated
that, HRD is the process of helping people to acquire competencies.
Climate, this is an overall feeling that is conveyed by the physical layout, the
way employees interact and the way members of the organisation conduct
themselves with outsiders. (It is provided by an organisation.)
“Organisational climate is a set of characteristics of an organisation which
are referred in the descriptions employees make of the policies, practices
and conditions which exist in the working environment”.
68
Abraham
An organisation became dynamic and growth oriented if their people are
dynamic and pro-active. Through proper selection of people and by
nurturing their dynamism and other competencies an organisation can
make their people dynamic and pro-active. To survive it is very essential for
an organisation to adopt the change in the environment and also
continuously prepare their employees to meet the challenges; this will have
a positive impact on the organisation.
What is needed to Develop Organisational Climate in Organisation
Top to Bottom effort : - Organisation is considered to be complete
organisation after including top authority to bottom line of workers. And
whenever we talk about development at organisational level effort is needed
from top level to bottom level. Top authority should not have thinking in
their mind that their task is to only take decisions but they should also
emphasized on proper implementation of decision by adopting various
controlling technique. Bottom level workers should have loyal mind-set
towards their organisation. Bottom level workers have to work with
dedication. They should have realisation that organisation is their
organisation.
Motivator role of Manager and Supervisor : - To prepare Human Resource
Development Climate, Manager and Supervisor’s responsibilities are more
or we can say that they are the key players. Manager and Supervisors have
to help the employees to develop the competencies in the employees. To
help the employees at lower level they need to updated properly and they
need to share their expertise and experience with employees.
Faith upon employees : - In the process of developing HRD Climate
employer should have faith on its employees capabilities. Means whatever
amount is invested that should be based on development of employees. Top
69
management should trust the employees that after making huge effort to
develop employees, employees will work for the well being of organisation
and for human being also.
Free expression of Feelings : - Whatever Top management feels about
employees they have to express to employees and whatever employees
think about top management it must be express in other words we can say
that there should not be anything hidden while communication process.
Clear communication process will help to establish the HRD Climate.
Feedback : - Feedback should be taken regularly to know the drawbacks in
system. This will help to gain confidence in employees mind. Employee will
trust on management and he can express his opinion freely which is very
good for HRD Climate. Feedback will help to remove the weakness.
Helpful nature of employees : - Whenever we talk about 100% effort then we
have to talk about employees effort too. Nature of employees should be
helping for management and for its colleagues. They should be always read
to help to customers too.
Supportive personnel management: - Personnel policies of organisation
should motivate employees to contribute more from their part. Top
management’s philosophy should be clear towards Human Resource and its
well being to encourage the employees.
Encouraging and risk taking experimentation : - Employees should be motivated by
giving them authority to take decision. This concept is risky but gradually it
will bring expertise in employees to handle similar situation in future. It will
help to develop confidence in employees mind. Organisation can utilize and
develop employees more by assigning risky task.
70
Discouraging stereotypes and favouritism : - Management need to avoid
those practices which lead to favouritism. Management and Managers need
to give equal importance. Those people who are performing good they need
to appreciated and those who are not performing good they need to be
guided. Any kind of partial behaviour should be avoided.
Team Spirit : - There must be feeling of belongingness among the
employees, and also willingness to work as a team.
Components of HRD Climate
The organizational climate consists of:-
ϖ Organisational Structure-
An organization’s structure is actually a ‘snapshot’ of a work process, frozen in time
so that it can be viewed. The structure enables the people’s energy to be
focused towards process achievement and goal achievement. Employee
must have a clear definition of not only the work structure but also the role
used to organize the work. If the structure and the role is not clear, people
will not know what the work process is, who is responsible for what, whom
to go for help and decision, and who can Assist in solving problems that
may arise.
Organisationalϖ Culture-
Organisational culture is the pattern of beliefs, knowledge, attitudes, and customs
that exists within an organisation. Organizational culture may result in part
from senior management beliefs or from the beliefs of employees.
Organizational culture can be supportive or unsupportive, positive or
negative. It can affect the ability or willingness of employees to adapt or
perform well within the organisation.
71
The most effective work culture is one that supports the organizations HR
strategies by aligning behaviors, processes and methods with the desired
results. It is not just achieving results but the methods through which they
are achieved that are critical to long-term success.
Before any HR strategy is designed there must be a clear understanding of
the organisation, its current values, its structure, its people as well as its
goals and vision for the future.
HRϖ Processes-
The HR system of an organisation should be comprehensive enough to take care of
employees from the time they join till the time they leave HR. Their demands
must not be ignored, but a feeling of belongingness be created. Process
should be very clear and impartial, so that employee’s faith in organisation.
From recruitment to retirement whole process should be according to
employees expectation and ability of employer.
Importance of looking at the organisation climate are:
Looking at the organizational climate, which means taking a closer look at
what is happening in and around in the HR scenario of the various
organization. It is essential to work on because directly or indirectly this
environment affects the organization and the employee.
Importances are:
• Environmental factors of HR are prime influencing elements of change in HR
strategy.
72
• It gives HR professionals time to anticipate opportunities in HR area and
time to plan optional responses to these opportunities.
• It helps HR professionals to develop an early warning system to prevent
threats emerging out from HR scenario, or to develop strategies, which can
turn a threat.
• It forms a basis of aligning the organisation strengths to the changes in
the environment.
• It enables the entry of the latest national/international HR developments.
Measuring HRD Climate Economic condition –
An organisation’s economic condition influences its culture in several ways.
The more prosperous an organisation is the more it can afford to spend on
research and the more it can afford to risk and be adventurous.
Leadership Style : -
An organisation leadership style plays a profound role in determining several
aspects of its culture. An authoritarian style may make the organisation’s
culture characterized by high position structure, low individual autonomy,
low reward orientation, low warmth and support and so on, or it may be
opposite, like goal directed leadership.
Managerial assumption about human nature : -
Every act on the part of the management that involves human beings is predicated
upon assumptions, generalizations and hypotheses relating to human
73
behaviour. There are two theories of behaviour (Theory X and Theory Y).
Managerial values and ethos : -
The feeling of managers about norms and values what is good and what is poor as
management practice. There are few dimensions on which it can be
checked. They are – self-awareness, risk-taking, participation, bureaucracy,
equity, employee’s security and growth.
Organisation size : -
An small organizations there are few levels of management, these are generally more
amenable to democratic and participative functioning than big
organisations. More open communication system in small organisations.
Hence these organisations have a different type of climate than what are in
big organizations.
74
ORGANIZATIONAL CLIMATE
Every organization has some characteristics which are common with any other
organization. At the same time, each organization has its unique set of characteristics
and properties. This psychological structure of organization and their subunits is usually
referred to as organization culture.
Culture can be defined as the cumulative beliefs, values & assumptions, underlying
transaction with nature and an important phenomenon.
Organization climate represents a common perception held by the organizations
members.
• An organizations culture does not pop out of their air. Once established, it really
fades away. An organizations current customs, traditions and general way of
doing things are largely due to what it had done before and the degree of
success it has had with those endeavors. This leads to the ultimate source of an
organizations culture.
Definition of organization climate:-
A) Organizational climate is relatively enduring quality of the internal environment that is
experienced by the members, influences their behaviour, and can be described in terms
of values of a particular set of characteristics of the organization.
Renato Tangiuri
75
B) Organizational climate is the set of characteristics that describe an organization &that-
• Distinguish one organization from other organizations.
• Are relatively enduring overtime, and
• Influence the behaviour of the people in the organization.
Forehand & Gilmer
Organization climate is the perceived aspect of an organization internal environment, but
within the same organization, there may be very different climates. This might happen
because people with different length of experience or at different levels of organization
hierarchy, may perceive internal environment of an organization differently. Personal
characteristics such as values, needs, attitudes and expectations determine the manner in
which an individual is likely to perceive to various aspects of the internal working
environment of the organization.
DIMENSION OF ORGANISATION CLIMATE
Interpersonal relationship
Communication
Decision making and delegation
Trust & coordination
Performance appraisal reward system
Innovation and change
Training and development
Welfare and benefit
Satisfaction level
Working condition
76
1. INTERPERSONAL RELETIONSHIP
This refer to extent of stimulation and support received by an individual from other
organization member .in other words ,if there is a sense of team spirit among the member
of an organization climate is likely to be perceived as consideration ,warm and supportive.
2. COMMUNICATION
Communication means the transference and understanding of meaning .it is concerned with
the flow of information .its concerned with flow of information .its mode(formal or
informal)and its type(instruction or feedback on the state affairs)
Good communication among the employee in an organization is must. It helps in
transparent working of the organization.
3. SUPERVISION
77
Supervision practice contributes significantly to climate and atmosphere. If supervisory
focus on helping their subordinates to improve personal skills and chance of
advancement .if supervisors are more concerned with maintaining good relation with their
juniors characterized by the affiliation motive may result.
4. DECISION MAKING AND DELEGATION
Decision is the choice made from among two or more alternatives .decision making occurs
as a reaction to a problem .top managers determine their organization goal, what products
or service to offer ,how best to finance operation ,or where to locate a new manufacturing
plant .middle and lower level managers determine production schedules ,select new
employee and decide how pay raise s are to be allocated .non managerial employee also
make decision that affect their jobs and organization for which they work.
An organization approach to decision making can be focused on maintaining good
relations or achieving results. In addition, the issue of who makes the decision is important:
it could be people high in the hierarchy, experts, those involved in the matters about which
decision are made. These elements of decision making are relevant to the establishment of
the particular climate or atmosphere.
5. TRUST
Trust is a positive expectation that another will not act opportunistically .people in
organization need to have positive expectation that other will not take advantage of them.
The important of trust increased under condition of change and instability. When rules,
policies, norms and traditional practices are flux or absent, people turn to personal
relationships for guidance .and the quality of these relationships is largely determined by
level of trust.
Trust dimensions
Integrity
Competence
Consistency
Loyalty
78
Openness
The degree of trust or its absences among various members and groups in the
organization affect the climate.
6. RECOGNISATION AND REWARD SYSTEM
This refers to the degree to which an organization rewards an individual for hard work
and achievements .an organization which orient people to perform better and reward
them for doing so that organization climate characterized by high reward orientation.
Primary uses of performance evaluation
Compensation
Performance feedback
Training
Promotion
Human resource planning
Retention/discharge
research
A fair and just reward system helps in establishing a healthy organization climate.
7. INNOVATION AND CHANGE
Innovation is a new idea applied or improving a product, process or service. Change refers
to making things different .innovation is a more specialized kind of change. Successful
organization must foster innovation and master the art of change or they will become
candidate of extinction. Victory goes to those organization that maintain their flexibility,
79
continually improve their quality ,and beat their competition to the market place with a
constant stream of innovation product and services.
An organization employee can be impetus for innovation and
change or they can be major stumbling block. the major challenge for managers is to
stimulate employee creativity and tolerance for change.
8. TRAINING AND DEVELOPMENT
Employee training and development is not only an activity that is desirable but also an
activity that an organization must commit resources to if it is to maintain a viable and
knowledgeable workforce.
Training and development of employee is one of the
fundamental operative functions of HUMAN RESOURCES MANAGEMENT.
9. WELFARE AND BENEFITS
All the facilities and benefits may be monetary or fringe provided to the employee and
their families has a positive effect on the organization climate.
If the employee is satisfied with it then he works with more
enthusiasm and hence show healthy climate.
10. SATISFACTION LEVEL
Satisfaction of employee is extremely impotent in deciding the climate of the
organization .if the employee like the kind of work he do and he is satisfied with all the
facilities ,opportunity etc provided in the organization then he helps in establishing health
80
81
RESEARCH METHODOLOGY
Research methodology
3.1 Title of the study:
The title of research is “study of organization climate”. I studied and analyzed
various dimensions of the organization climate (inter personnel relationship,
communication, trust reorganization supervision, welfare benefits, decision making and
delegation, innovation, change etc.) I also studied that how experience affect
employee’s view towards reorganization and reward system.
3.2 Duration of the project:
The duration of my project was “45 days”.
3.3 Objective of the study:
TO study the climate of the organization.
To study the type of organization culture prevailing.
To recommended way or means to improve organization al climate based on the detailed analysis of data gathered.
To complete this project as required for the partial fulfillment of the MASTER DEGREE IN BUSINESS ADMINISTRATION.
3.4 Type of research:
The type of research used is” field study”. Field study is a method which involves direct
study of field situation. It is a thorough account of processes under investigation. In field
study method subjects are observed under their usual environmental conditions of life
rather than under laboratory conditions.
82
3.5 Sample size and method of selecting sample:
“Random sampling method” was used. The respondent was identified from almost
each department of the organization.
The study included General Manager, DGM, Sr manager, Asstt. Manager, Sr. officers,
officers, asstt. Officers, and clerk. I took a sample of” 60 employees”.
3.6 Scope of the study:
The scope of the study was to collect information from the employee of different
departments of the organization, in order to make the study as representative as
possible .the researchers distributed 60 questionnaires and collected back 51
questionnaire.
83
The sample of different departments comprised of the following.
S.NO DEPARTMENT PARTICIPANT1. Production 62. Engineering 73. Electrical instrument 74. Purchase 55. Sales &marketing 56. Accounts 37. General administration 38. Tax,Excies ,&insurance 29. Legal 310. Security 111. Packing 312. Raw material 213. Stores 114. Personnel &welfare 315. HRD -16. Information system -
84
TABLE 3.1
85
EXECUTION OF THE PROJECT
a). PRESENTING AND ADMINISTRATION OF THE QUESITIONNARIE:
To determine the strength and weakness of the questionnaire it was prêt tested and
based on the result of the presenting some of the question were dropped, modified and
some other were included .the questionnaire were administered to respondent
personally. The entire respondent was assured that then information supplied by them
would be kept strictly confidential.
b). PROCDURE OF DATA COLLECTION:
In order to get full response following steps were followed:
• The respondent were so identified that people of all levels in a department are
given the questionnaire.
• The questionnaire was given personally to all the respondent and the
questionnaires were collected back by the same process.
• I spent three weeks in collecting the secondary data from different department.
Some information about the company and climate obtained from primary data.
c). ANALYSIS OF THE DATA COLLECTED:-
I complied and analyzed the collected data graphically and established trends like
experience wise trend, percentage contribution etc. and discovered the relations
between different data. And draw out inferences based on the analysis.
86
3.7 Limitations of the study:
As I took the project which had a broad scope identification of organization climate
can never be perfect or absolute not it can entirely objective as it would always entail
closest examination of whatever evidence is available by way of the impact of behavior of
the employees. The study is based on the views or the opinions as expressed by the
employees. Therefore result may vary as the opinions can be biased or not expressed
intentionally. Also due to time constraint, a detailed study of all the dimensions was not
possible. However I tried to cover as much I could in the desired time.
The major hurdles that I came across were –
1] The organisation was very big, so I could not cover every part of it.
2] A major constraint was the time duration as it was just 6 weeks, therefore I was not able
to do a in depth study of the topic.
87
CONCLUSION
88
FACTS AND FINDINGS
FINDINGS
The main findings of study are:
The responses from the selected samples suggest that climate of the organization is
considerate, warm, and supportive. Most of the employee’s feel that their suggestion is not
only welcomed but accepted and implemented by management, the employees are also
provided with adequate information relating to their task. The organization climate is such
that it encourages employees to develop new working techniques and skills. The reward
system of the organization is fair and unbiased.
The company also provides adequate welfare facilities to employees and their families and
gives future assurance by providing adequate retirement benefits in the form of
superannuation fund or employment to other family members of the decreased ones.
The work culture is also very good as most of the respondents say that supervisors take
active interest in their juniors and provide periodic feedback.
89
90
DATA ANALYSIS & INTERPRETATIONS
DATA ANALYSIS AND INTERPRETATION
SA=strongly agree A=Agree U=Uncertain
D=Disagree SD=Strongly disagree
1) The employees have a high concern to one another and tend to help one
another when such help is needed?
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN
%A) SA 17 33B) A 32 63C) U 1 1.96D) D 0 0E) SD 1 1.96
51 100
91
33%
63%
2%
0%
2%
SA A U D SD
TABLE 5.1
The analysis of table-1 shows that the overall perception of the employees is highly
positive.
Out of 51 employees 32(62.75%) employees agree that they have concern for each &
tend to help one another when such help is needed.
33.33% strongly agree with this view,1.96% respondent e uncertain about it and 1.96%
are strongly disagree by this statement & no one disagree.
92
2) The employee’s suggestion is welcomed accepted and implemented by management?
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN %
A) SA 15 29.41B) A 28 54.9C) U 4 7.84D) D 3 5.88E) SD 1 1.96TOTAL 51 100
15, 29%
28, 55%
4, 8%
3, 6%
1, 2%
SA
A
U
D
SD
Employees suggestions are accepted and implemented statement
agreed by 28(29.41%),15(29.41%) are strongly agree &1(1.96%) is strongly disagree.
4(7.84%) are uncertain with the statement &3(5.88%) are disagree with their view.
93
TABLE 5.2
3) The employees have adequate information relating to their task?
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN %
A) SA 10 19.61B) A 30 58.82C) U 8 15.69D) D 3 5.88E) SD 0 0TOTAL 51 100
20%
58%
16%6% 0%
SA A U D SD
Regular information relating to their task is available to the employees agreed by
30(58.82%) and disagreed by 3(5.88%) employees.
10(19.61%) employees strongly agree & 8(15.69%) are uncertain with he statement.
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TABLE 5.3
4) The employees are encouraged to develop new working techniques/skills?
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN
%A) SA 15 29.41B) A 29 56.86C) U 5 9.8D) D 0 0E) SD 2 3.92TOTAL 51 100
29%
57%
10%0%4%
SA A U D SD
“Employees are encouraged to develop new skills” this statement agreed by 29(57%),
15(29%) are strongly agree & 5(10%) are uncertain only, 2(4%) are strongly disagree.
There are no one disagree employees so there are good development programme.
95
TABLE 5.4
5) The employees have sense of co-operation and trust among them?
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN %
A) SA 15 29.41B) A 31 60.78C) U 3 5.88D) D 1 1.96E) SD 1 1.96TOTAL 51 100
29%
61%
6% 2%2%
SA A U D SD
31(61%) of employees have a sense of co-operation and trust among each other,
15(29%) are strongly agree with it &3(6%) are uncertain, only 1(2%) are disagree. So
there is good co-ordination among employees.
96
TABLE 5.5
6) The reward system of the organization is fair and just not influenced by favoritism?
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN %
A) SA 10 20B) A 26 50C) U 11 22D) D 2 4E) SD 2 4TOTAL 51 100
20%
50%
22%
4% 4%
SA A U D SD
26(50%) employees think that reward system is fair and just not influenced by
favoritism, 10(20%) are strongly agree, 11(22%) are uncertain and 2(4%) are strongly
disagree and disagree.
97
TABLE 5.6
7) The company provides adequate welfare facilities to employees and their families?
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN %
A) SA 12 24B) A 26 51C) U 9 17D) D 3 6E) SD 1 2TOTAL 51 100
24%
50%
18%6% 2%
SA A U D SD
26(50%) of employees agree with the statement that adequate welfare facilities are
provided to them and their family members 12(24%) are strongly agree, 9(18%) are
uncertain & 3(6%) are disagree with the statement.
98
TABLE 5.7
8) The loyalty is rewarded more than anything else?
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN %
A) SA 11 21B) A 29 57C) U 8 16D) D 3 6E) SD 0 0TOTAL 51 100
21%
57%
16%
6% 0%
SA A U D SD
29(56%) employees are agree with this statement & 11(22%) are strongly agree, 8(16%)
are uncertain about this & only 3(6%) are disagree with the statement. Overall there are
loyalty is rewarded more than anything else.
99
TABLE 5.8
9) The company provides adequate retirement benefits in the form of superannuation fund
or employment to other family members of the decreased ones?
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN %
A) SA 19 37B) A 22 43C) U 7 14D) D 3 6E) SD 0 0TOTAL 51 100
37%
43%
14%6% 0%
SA A U D SD
22(43%) respondents are agree that retirement benefits are given to them & 19(37%) are
strongly agree, 7(14%) are uncertain with the statement. Only 3(6%) are disagree with the
statement.
100
TABLE 5.9
10) The managers with reactive ideas are always appreciated in this company?
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN %
A) SA 8 16B) A 27 53C) U 10 19D) D 3 6E) SD 3 6TOTAL 51 100
16%
52%
20%
6% 6%
SA A U D SD
27(57%) of respondents believe that manager with reactive ideas are always appreciated in
this company & 8(16%) respondents are strongly agree, 10(20%) are uncertain about it &
3(6%) are strongly disagree, disagree
.
11) The supervisors take active interest in their junior and provide periodic feedback to
them about key performance?
101
TABLE 5.10
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN %
A) SA 12 24B) A 29 56C) U 9 18D) D 1 2E) SD 0 0TOTAL 51 100
24%
56%
18%
2% 0%
SA A U D SD
29((56%) of the respondents agree with the statement that superiors take active interest in
them and provide periodic feedback about their key performance. 12(24%) are strongly
agree 9(18%) are uncertain about it. And only 1(12%) are disagree with it.
102
TABLE 5.11
12) “Are you proud to be associated with BCW”?
S.NO. OPTIONS RESPONSE IN
NO.
RESPONSE IN %
A) SA 27 53B) A 21 41C) U 2 4D) D 1 2E) SD 0 0TOTAL 51 100
53%41%
4%
2%
0%
SA A U D SD
Majority of employees are proud to be associated with BCW. 27(53%) are strongly agree
with it & 21(41%) are agree with this statement, 2(4%) are uncertain about it & only one
respondent is disagree with this statement.
103
TABLE 5.12
104
SWOT ANALYSIS
STRENGTHS
Strong Tie Up
Brand Equity
Strong Network
Huge Customer Database
Strong Financial Base
WEAKNESS
Low Customer Awareness
Less Promotion
Untouched Rural Population
OPPURTUNITIES
Network Building
Targeting the Rural Segment
THREATS
Competitors.
Faster Turnover of Employees
105
106
CONCLUSION
CONCLUSION
Analysis of data revels that climate of the organization is considerate, warm, and
supportive.
63% of the respondents agree that they help one another and have concern for each
other.
59% of the employees agree that adequate information is providing to them relating
to their task which reflects the effective communication. A very few no. of students
are uncertain regarding the effectiveness of communication & pointed out towards
the communication gap existing in the organization.
90% of the respondents have co-operation and trust among them. This shows that
the majority of the employees expectation that others will not act opportunistically
and take advantage of them.
Employee is allowed to experiment with new ideas an management response is also
positive.
About 78% of the respondents feel that loyalty is rewarded more than anything else.
This shows that loyalty is present in the organization.
74%employess is satisfied with the welfare facilities and benefit provided to them
and their families as well.
82%of the respondent are satisfied with working condition provided to the employee
are safe, health and pleasant.
107
Respondents having experience of 10-15 years are not much satisfied with the
reward system provides a clear understanding to employees. The efforts of
management to identify potential of employees are not sufficient.
Majority of the respondent like the kind of work do and all are proud to be associated
with BCW
108
109
RECOMMENDATIONS & SUGGESTIONS
RECOMMENDATIONS AND SUGGESTIONS
Superior should focus in helping their subordinate to improve personnel skills and
chance of advancement .they should try to maintain good relationship with their
subordinate.
To induce delegation following steps should be taken by top management.
• Indicate that the development of subordinates is an important task which will
be canted in managerial performance.
• Creating an atmosphere of tolerance towards errors if they result through
delegation and contribute to subordinate development.
• Inducing a sense of security for individual managers by periodic counseling
and evaluating managerial performance.
Their should be an interdepartmental meet once in a month to build trust among the
employees.
A staff meet should be organized either once in a month or once in two month. It
creates an environment of openness and built trust among the employee and the top
management.
Communication is very important in function and survival of the organization .face-
lifting a two way communication downward and upward supplemented with feedback
can work out wonders.
Management expectation from the workers should be communicated to the workers
so that they can they can identify with organization mission. The faculty of
communication ideas, opinions, suggestion and grievance to the supervisor should
be provided to the workers so that they feel free in expressing themselves .this also
incites a feeling of belongings among them.
Their frank opinion and individual views shall be kept secret and will be used only to
derive result to survey and for and personnel grudges.
110
Finally, I would like to recommended the top management that before conducting
any survey they should give their assurance to all the employees that they will not
suffer for giving their frank
opinion and their individual views shall be kept secret and will used only to derive result
of the survey and not for any personnel grudges.
111
112
APPENDIX
APPENDIX
9.1 QUESTIONNARIE:
BIRLA CEMENT WORKS
A STUDY OF ORGANIZATION CLIMATE
NAME:
AGE:
EDUCATION:
DESIGATION:
WORK EXPERIENCE:
PREVIOUS EXPERIENCE:
Please tick ( ) the following statement appropriately
SA=strongly agree A=Agree U=Uncertain
D=Disagree SD=Strongly disagree
1. The employees have a high concern for one another and tend to help one another when
such help is needed
(a) SA (b) A (c) U (d) D (e) SD
2. The employees receive adequate information.
(a) SA (b) A (c) U (d) D (e) SD
3. The employee’s suggestions are welcomed accepted and implemented by management.
(a) SA (b) A (c) U (d) D (e) SD
4. The employees have adequate information relating to their task.
(a) SA (b) A (c) U (d) D (e) SD
5. The employees do not hesitate to discuss their personal problems with their superiors,
colleagues & subordinates.
(a) SA (b) A (c) U (d) D (e) SD113
6. The supervisors give more emphasis on duties and performance.
(a) SA (b) A (c) U (d) D (e) SD
7. The employees are encouraged to develop new working techniques/skills.
(a) SA (b) A (c) U (d) D (e) SD
8. The employees have sense of co-operation and trust among them.
(a) SA (b) A (c) U (d) D (e) SD
9. The reward system of the organization fair and just not influenced by favoritism.
(a) SA (b) A (c) U (d) D (e) SD
10.The company provides adequate welfare facilities to its employees and their families.
(a) SA (b) A (c) U (d) D (e) SD
11.The loyalty is rewarded more than anything else.
(a) SA (b) A (c) U (d) D (e) SD
12. The working conditions provided to the employees are safe, healthy & pleasant.
(a) SA (b) A (c) U (d) D (e) SD
13. The company provides adequate retirement benefits in the form of super nation fund or
employment to other family members of the decreased ones.
(a) SA (b) A (c) U (d) D (e) SD
14. The company appoints manager /officers strictly on basis of merit.
(a) SA (b) A (c) U (d) D (e) SD
15.The manager with reactive ideas are always appreciated in this company.
(a) SA (b) A (c) U (d) D (e) SD
16. The supervisors take active interest in their junior and provide periodic feedback to
them about their key performance.
(a) SA (b) A (c) U (d) D (e) SD
17. “Are you proud to be associated with BCW”?
(a) SA (b) A (c) U (d) D (e) SD
18. Give your suggestion on organizational climate of BCW.
……………………………………………………………………….
……………………………………………………………………………….
………………………………………………………………………………..
………………………………………………………………………………..
………………………………………………………………………………..
114
9.2 LIST OF TABLES
TABLE NO.TITLE OF THE TABLE
PAGE NO.
1.1CEMENT STASTICTICS
1.2REGIONWISE CAPACITY
2.1 PRODUCTS & BRANDS OF
BCW
2.2 REGION WISE CAPACITY OF
BCW
3.1SAMPLES OF DIFFERENT
DEPARTMENTS
5.1DATA ANALYSIS TABLE 1
5.2DATA ANALYSIS TABLE 2
5.3DATA ANALYSIS TABLE 3
5.4DATA ANALYSIS TABLE 4
5.5DATA ANALYSIS TABLE 5
5.6DATA ANALYSIS TABLE 6
5.7DATA ANALYSIS TABLE 7
5.8DATA ANALYSIS TABLE 8
5.9DATA ANALYSIS TABLE 9
5.10DATA ANALYSIS TABLE 10
5.11DATA ANALYSIS TABLE 11
5.12DATA ANALYSIS TABLE 12
115
116
BIBLIOGRAPHY
BIBLIOGRAPHY
SERIAL NUMBER NAME OF THE BOOK AUTHORS
1. HRD Missionary T.V RAO
2. Organization behavior Robbins
3. Human Relations at Work Keith Davis
4. Human Resources
Management
Ashwathhapa
5. Research Methodology Ram Ahuja
117