Apcotex-An overview

8/13/2019 Apcotex-An overview

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Apcotex Industries Ltd. is one of the leading producers of Performance Emulsion Polymers in

India. Our product range includes VP latex, Carboxylated and on!Carboxylated "# latexes,Acrylic latexes, itrile latex and "ynthetic $ubber. Our range of Latexes is used, among

other applications, for %yre Cord &ipping, Paper'#oard Coating, Carpet #ac(ing,

Construction )Concrete *odification, +ater Proofing, etc. , Paints, %extile -inishing and

Automoti e Components. Apcotex/s 0igh "tyrene "ynthetic $ubber finds applications in

foot1ear, automoti e components, !belts, con eyer belts and hoses.

Apcotex belie es in implementing best practices across all departments of the company. +eadhere to high 2uality, safety and en ironmental standards. Apcotex is an I"O 34456 7448,

I"O 5944567449 and O0"A" 584456744: certified company. Apcotex 1as also a1arded the

%otal Producti e *aintenance )%P* Excellence A1ard Category A in 7457 by the ;apan

Institute of Plant *aintenance );IP* .

O er the past se eral years 1e ha e de eloped a strong $esearch < &e elopment base,

1hich has enabled us to de elop, manufacture and export products and compete effecti ely

against global players. %hrough our technical ser ice team and 1ell!e2uipped application

laboratory, 1e also pro ide alue added ser ices to enable customers to constantly impro e

the 2uality of their final product.

Our 1orld!class manufacturing plants are strategically located at %alo=a, =ust a fe1 (ilometers

from the port city and commercial capital *umbai on the 1est coast of India. %he

manufacturing facilities incorporate state!of!the!art emulsion polymeri>ation technology

controlled by sophisticated &C" control systems to ensure fine control o er operating

parameters.

Apcotex is a public limited company listed both in ational "toc( Exchange and the #ombay

"toc( Exchange.

Apcotex is constantly incorporating latest manufacturing'processing technologies and

introducing ne1 products to meet changing customer re2uirements. A range of sophisticated


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laboratory analytical instruments, 1ell!e2uipped pilot plant facilities and close interaction

1ith reno1ned institutions li(e %he ational chemical Laboratory )Pune , Indian $ubbermanufacturer/s research Association )*umbai and Central Pulp and Paper $esearch

Association )"aharanpur for ad anced analytical ser ices, helps the company achie e its

ob=ecti es.

Our $esearch and &e elopment laboratory is recogni>ed by the &epartment of "cientific and

Industrial research )&"I$ , *inistry of "cience < %echnology, ?o ernment of India.

History

Apcotex 1as established in the year 5384 as a di ision of Asian Paints )India Ltd., the

largest paint manufacturer in India. Apcotex spun!off as a separate company in 5335 and is

headed by *r. Atul Cho(sey, Chairman of Apcotex Industries Ltd. and former *anaging

&irector of Asian Paints. Apcotex pioneered the production of Vinyl Pyridine Latex in India,an important ra1 material for the tyre industry. "ubse2uently, products such as Carboxylated

"tyrene #utadiene Latexes, "ynthetic $ubbers and Acrylic Latexes 1ere de eloped in!house.

History

Today

Asian Paints becomes the 54th largest decorati e paint company in the 1orld

Asian Paints is more than t1ice the si>e of its nearest competitor

It is one of the most admired companies in India

Present in 77 countries 1ith 7: manufacturing locations, o er 7@44 " B s, Integrated

"AP ! E$P < i7 ! "C* solution

$ated #est Employer by #%!0e1itt sur ey, 7444 #luest of the blue chips by 0indu

#usiness LineD *ost admired company to 1or( for by E%!#% sur ey, 7444


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On the recommendations of #oo>, Allen and 0amilton, Asian Paints restructured

itself into ?ro1th, &ecorati e and International business units and adopted "C* and E$Ptechnology

Asian Paints aims to become the @th largest decorati e paint company in the 1orld

1967

Asian Paints emerges as India s leading paint company ahead of any international

competition.

1957 - 66

%he family!o1ned company ma(es the transition to a professionally managed

organisation.

#ritish company #almer La1rie re=ects the products of a giant #ritish paint company

in fa our of Asian Paints.

Asian Paints embar(s on an ambitious grassroots mar(eting campaign, partnering

1ith thousands of dealers in small to1ns all o er India.

1954

Asian Paints mascot, ?attu, the mischie ous (id, is born.

1945

Asian Paints touches a turno er of $s. ,@4,444, 1ith an inno ati e mar(eting

strategy Fto reach consumers in the remotest corners of the country 1ith small pac(s.F

1st February, 1942

Armed 1ith little (no1ledge and great determination, Champa(lal 0. Cho(sey,

Chimanlal . Cho(si, "urya(ant C. &ani and Ar ind $. Va(il get together to manufacture

paint in a garage on -oras $oad, #ombay. %hey name their company %he Asian Oil e and culture of the organisation recruitment may be underta(en in!house by managers, human resource generalists and ' or recruitment specialists. Alternati ely

parts of all of the process might be underta(en by either public sector employment agencies,or commercial recruitment agencies, or specialist search consultancies.

Recruitment approaches

%here are a ariety of recruitment approaches and most organisations 1ill utilise a

combination of t1o or more of these as part of a recruitment exercise or to deli er theiro erall recruitment strategy. In summary fi e basic models more commonly found are6!

An in!house personnel or human resources function may in some case still conduct allstages of the recruitment process. In the smallest organisations recruitment may beleft to indi idual managers. *ore fre2uently 1hilst managing the o erall recruitmentexercise and the decision!ma(ing at the final stages of the selection process externalser ice pro iders may underta(e the more specialised aspects of the recruitment

process.

Outsourcing of recruitment to an external pro ider may be the solution for some small businesses and at the other extreme ery large organisations

Employment agencies are established as both publicly!funded ser ices and ascommercial pri ate sector operations. "er ices may support permanent, temporary, orcasual 1or(er recruitment. %hey may be generic agencies that deal 1ith pro idinguns(illed 1or(ers through to highly!s(illed managerial or technical staff or so!calledniche agencies that speciali>e in a particular industrial sector or professional group.

Executi e search firms for executi e and professional positions. %hese firms operateacross a range of models such as contingency or retained approaches and also hybrid
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models 1here ad ertising is also used to ensure a flo1 of candidates alongside relyingon net1or(ing as their main source of candidates.

Internet recruitment ser ices including recruitment 1ebsites and =ob search enginesused to gather as many candidates as possible by ad ertising a position o er a 1idegeographic area. In addition social net1or( sourced recruitment has emerged as ama=or method of sourcing candidates.

Induction

This concept involves officially endorsed business processes; it does not include unofficialand frequently clandestine initiation practices such as hazing .

An induction programme is the process used 1ithin many businesses to 1elcome ne1employees to the company and prepare them for their ne1 role.

Induction training should, according to %PI!theory , include de elopment of theoretical and practical s(ills, but also meet interaction needs that exist among the ne1 employees G5H.

An Induction Programme can also include the safety training deli ered to contractors beforethey are permitted to enter a site or begin their 1or(. It is usually focused on the particularsafety issues of an organisation but 1ill often include much of the general companyinformation deli ered to employees.

ene!its o! an induction programme

An induction programme is an important process for bringing staff into an organisation. It pro ides an introduction to the 1or(ing en ironment and the set!up of the employee 1ithinthe organisation. %he process 1ill co er the employer and employee rights and the terms andconditions of employment. As a priority the induction programme must co er any legal andcompliance re2uirements for 1or(ing at the company and pay attention to the health andsafety of the ne1 employee.

An induction programme is part of an organisations (no1ledge management process and isintended to enable the ne1 starter to become a useful, integrated member of the team, ratherthan being Fthro1n in at the deep endF 1ithout understanding ho1 to do their =ob, or ho1their role fits in 1ith the rest of the company.
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?ood induction programmes can increase producti ity and reduce short!term turno er ofstaff . %hese programs can also play a critical role under the sociali>ation to the organi>ationin terms of performance, attitudes and organi>ational commitment G7H.

Referaal Policy

A referral (referred to as a referral policy in previous releases) controls the delegation of

both policy creation and evaluation. It consists of one or more rules and one or more

referrals . Using a referral policy allows an administrator to delegate the administration of a

realm's policy definitions and decisions to a sub or peer realm. Alternatively policy decisions

for a resource can be delegated to other policy products.

!he referral defines the realm to which policy definition and evaluation is being referred. !he

referral can delegate to a peer realm (on the same level) or a sub realm (on a subordinate

level). !he realm to which policy definition or evaluation is referred can define and evaluateaccess only for those protected resources (or sub"resources) that have been referred to it.

(!his restriction does not apply to the top"level realm.)

Performance Appraisal

A per!ormance appraisa" )PA or per!ormance e#a"uation G5H is a systematic and periodic process that assesses an indi idual employee/s =ob performance and producti ity in relationto certain pre!established criteria and organi>ational ob=ecti es. G7HGH Other aspects ofindi idual employees are considered as 1ell, such as organi>ational citi>enship beha ior ,G9H accomplishments, potential for future impro ement, strengths and 1ea(nesses, etc. G7HG@H %ocollect PA data, there are three main methods6 ob=ecti e production, personnel, and

=udgmental e aluation. ;udgmental e aluations are the most commonly used 1ith a largeariety of e aluation methods. G5H A PA is typically conducted annually. G H %he inter ie1 couldfunction as Jpro iding feedbac( to employees, counseling and de eloping employees, andcon eying and discussing compensation, =ob status, or disciplinary decisionsK. G H PA is oftenincluded in performance management systems. Performance management systems areemployed Jto manage and alignF all of an organi>ation s resources in order to achie e highest

possible performance. G5H J0o1 performance is managed in an organi>ation determines to a
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large extent the success or failure of the organi>ation. %herefore, impro ing PA for e eryoneshould be among the highest priorities of contemporaryK organi>ations. G:H

"ome applications of PA are performance impro ement, promotions, termination, testalidation, and more. G8H +hile there are many potential benefits of PA, there are also some

potential dra1bac(s. -or example, PA can help facilitate management!employeecommunicationD ho1e er, PA may result in legal issues if not executed appropriately G3HG5H asmany employees tend to be unsatisfied 1ith the PA process .G54H PAs created in and determinedas useful in the Bnited "tates are not necessarily able to be transferable cross!culturally. G55H

Potential Benefits of Performance Appraisals%here are a number of potential benefits of organi>ational performance management

conducting formal performance appraisals )PAs . %here has been a general consensus in the belief that PAs lead to positi e implications of organi>ations. G5 H -urthermore, PAs can benefitan organi>ation/s effecti eness .G57H One 1ay is PAs can often lead to gi ing indi idual1or(ers feedbac( about their =ob performance .G3H -rom this may spa1n se eral potential

benefits such as the indi idual 1or(ers becoming more producti e. G59H

Other potential benefits include6 #acilitation of communication$ communication in organi%ations is considered an

essential function of wor&er motivation. It has been proposed that feedbac& fromPAs aid in minimi%ing employees* perceptions of uncertainty. +, #undamentallyfeedbac& and management"employee communication can serve as a guide in -obperformance.

nhancement of employee focus through promoting trust$ behaviors thoughtsand/or issues may distract employees from their wor& and trust issues may beamong these distracting factors. +0 1uch factors that consume psychological energy can lower -ob performance and cause wor&ers to lose sight of organi%ational goals. Properly constructed and utili%ed PAs have the ability to lower distracting factors andencourage trust within the organi%ation. +2

3oal setting and desired performance reinforcement$ organi%ations find it efficient tomatch individual wor&er*s goals and performance with organi%ational goals. PAsprovide room for discussion in the collaboration of these individual and organi%ationalgoals. +4 5ollaboration can also be advantageous by resulting in employeeacceptance and satisfaction of appraisal results. +6

Performance improvement$ well constructed PAs can be valuable tools forcommunication with employees as pertaining to how their -ob performance stands

with organi%ational e7pectations. +, 8At the organi%ational level numerous studieshave reported positive relationships between human resource management (9R:)practices; and performance improvement at both the individual and organi%ationallevels.


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development in problem areas as determined by the appraisal must be offered. ,> PAs can especially be instrumental for identifying training needs of new employees. 0

#inally PAs can help in the establishment and supervision of employees* careergoals. +,

An increment is an increase of some amount, either fixed or ariable. -or example one ssalary may ha e a fixed annual increment or one based on a percentage of its current alue. Adecrease is called a decrement .

Increment or incremental may also refer to6

?radual change, as opposed to massi e, instant change Incrementalism , a theory

Incremental inno ation

Incremental health ris( , in en ironmental remediation

Incremental dating

Incremental reading

Incremental sheet forming

A promotion is the ad ancement of an employee s ran( or position in an organi>ationalhierarchy system. Promotion may be an employee s re1ard for good performance, i.e.,

positi e appraisal. #efore a company promotes an employee to a particular position itensures that the person is able to handle the added responsibilities by screening theemployee 1ith inter ie1s and tests and gi ing them training or on!the!=ob experience. A

promotion can in ol e ad ancement in terms of designation, salary and benefits, and insome organi>ations the type of =ob acti ities may change a great deal. %he opposite of a

promotion is a demotion .

In the field of human resource management , training and de#e"opment is the field 1hich isconcerned 1ith organi>ational acti ity aimed at bettering the performance of indi iduals andgroups in organi>ational settings. It has been (no1n by se eral names, including humanresource de#e"opment , and "earning and de#e"opment .G5H

0arrison obser es that the name 1as endlessly debated by the Chartered Institute ofPersonnel and &e elopment during its re ie1 of professional standards in 5333'7444.

FEmployee &e elopmentF 1as seen as too e ocati e of the master!sla e relationship bet1een
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employer and employee for those 1ho refer to their employees as FpartnersF or FassociatesFto be comfortable 1ith. F0uman $esource &e elopmentF 1as re=ected by academics, 1hoob=ected to the idea that people 1ere FresourcesF an idea that they felt to be demeaning tothe indi idual. E entually, the CIP& settled upon FLearning and &e elopmentF, although that1as itself not free from problems, FlearningF being an o ergeneral and ambiguous name.*oreo er, the field is still 1idely (no1n by the other names. G
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Apcotex-An overview