Upload
mt-ra
View
232
Download
2
Embed Size (px)
Citation preview
COMPANY PROFILEIntroduction:
Bunge India Pvt. Ltd is an enterprise that started out as a modest single product company.
Foresight, planning, and sound business ethics are behind our company’s phenomenal
growth path. Today, we are a multi-product organization with business interests in
diverse geographies and an enviable market penetration. With a wide range Edible Oils
and Fats, distributed through more than 1200 dealers across 800 cities, and a turnover
approximating 900 Crores, we can safely say, ‘our market penetration is unparalleled in
the Industry’.
Bunge is a leading agribusiness and food company with integrated operations that circle
the globe, stretching from the farm field to the retail shelf.
originating oilseeds and grains from the world's primary growing regions and
transporting them to customers worldwide;
crushing oilseeds to make meal for the livestock industry and oil for the food
processing, food service and biofuel industries;
producing bottled oils, mayonnaise, margarines and other food products for
consumers;
crushing sugarcane to make sugar, ethanol and electricity;
milling wheat and corn for food processors, bakeries, brewers and other
commercial customers; and
selling fertilizer to farmers.
HISTORY
HISTORY
Bunge India Pvt Ltd was established in 1969. It all started with the production of
vanaspati (hydrogenated vegetable oils), when the vanaspati unit at Rajpura in Punjab
became operational. We had an initial capacity of 100MT per day, today it has grown to
450MT per day. We have also traveled a long way from the days when we were
manufacturing only vanaspati. Under the umbrella of ‘GINNI refined Oils’, we
manufacture Groundnut, Cottonseed, Rice Bran, Soyabean, Mustard, Sunflower Oil,
amongst others. These Oils were introduced to meet the varied demands of our
consumers. ‘GINNI’ has established itself as a very well known brand in this part of the
country. We have expanded the ‘GAGAN’ Brand too, by adding Kachi Ghani Mustard
Oil, Salt and Rice to it’
BUNGE INDIA LIMITED HISTORY
IN 23 June 2003, US-based agribusiness and food company Bunge has announced that it
has signed a memorandum of understanding with Hindustan Lever to acquire the Indian
consumer goods firm’s edible oils and fats businesses based in Bangalore, India.
In 22 Sep. 2003, US agribusiness giant Bunge has announced that its Indian subsidiary,
Gee Pee Ceval Proteins and Investment, has acquired the India-based assets of Prestige
Foods.
In 15 Oct. 2004, US agribusiness Bunge is to invest between US$100m and $200m in
India over the next five years, its Indian subsidiary has said.
In 21 Dec. 2011, US agribusiness giant Bunge is set to buy the edible oils and fats
business of India's Amrit Banaspati.
CORE VALUES
Bunge's five core values reflect who workers are and what they do.
They ensure the effectiveness of integrated and decentralized approach and help us
achieve purpose of improving the global agribusiness and food chain.
Integrity
Honesty and fairness guide every action.
Teamwork
value individual excellence and work as a team for the benefit of Bunge
and stakeholders.
Citizenshipcontribute to the development of individuals and the social and economic
fabric of communities, and act as stewards of the environment.
Entrepreneurship
prize individual initiative to meet opportunities and deliver results.
Openness and Trust
open to other ideas and opinions, and trust its colleagues.
STRATEGY
Company strategy capitalizes on the fundamentals that drive its industry. It is
strengthening its core businesses in key origin and destination markets, expanding into
adjacent growth businesses where it can leverage its strengths, and focusingon
operational excellence.
HEALTH & NUTRITION
BALANCED DIET
BODY MASS INDEX (BMI)
TYPES OF FATS
HEALTHY EATING TIPS
BALANCED DIET
A balanced diet contains carbohydrates, proteins, fat, vitamins, mineral salts and fibre in
the right proportions. A diet that lacks in one or the other of these ingredients creates
imbalances in the body. Sometimes these imbalances can create serious ailments.
Carbohydrates
Proteins
Fats
Vitamins
Minerals
Fibre
Clearly there’s good and bad. Therefore, it’s best to eat cautiously and strike a balance.
According to the National Institute of Nutrition, Hyderabad, the upper limit of fat in the
diet should not exceed 25-30% of your calories.
BODY MASS INDEX (BMI)
Body Mass Index (BMI) is a formula used to express body weight in relation to height.
BMI equals weight in kilograms divided by height in meters squared.
Calculate your BMI
Your Height (In Centimetres) = BMI
Your Weight (In Kilograms)
A body mass index of less than 25 is considered normal and one of over 30 implies
obesity.
Underweight = <18.5
Normal weight = 18.5-24.9
Overweight = 25-29.9
Obesity = BMI of 30 or greater
TYPES OF FATS
What do we understand by fat and what are the various types commonly known?
Fats & Oils Fats and oils belong to a group of substances called lipids, and have common
molecular structure with the same benefits or disadvantages. The only difference is that
fats are solid at room temperature and oils are liquid.
Depending on the changing bonds they are categorised as –
Saturated Fats
Mono Unsaturated Fats
Unsaturated Fats
Trans Fats
Polyunsaturated Fats
HEALTHY EATING TIPS
AVOID EXCESSIVE REUSE OF OILS When oils are reused
again and again several times they become carcinogenic. This simply means bidding
farewell to those potato and banana chips which we generally pick up from the corner.
PRODUCTS
LIFESTYLE PRODUCTS
PREMIUM PRODUCTS
CONSUMER PRODUCTS
GINNI MERRILITE MERRIGOLD
NUTRI TABLE
DELIGHT MARGARINE
NUGGETS
REFINED KACHI REFINED GINNI REFINED
GROUNDNUT GHANI RICEBRAN GOLD COTTONSEED
OIL MUSTARD OIL REFINED OIL
OIL SUNFLOWER
OIL
REFINED GAGAN GAGAN
PALM VANASPATI GOLD
OIL VANASPATI
REFINED BANSARI GINNI
SOYABEAN PURE PLUS
OIL MUSTARD REFINED
OIL OIL
Business Overview
Bunge is a leading global agribusiness and food company with operations on six
continents and a diverse portfolio of products ranging from bottled vegetable oils to
electricity. Bunge operates in four business segments: agribusiness, sugar & bioenergy,
food & ingredients and fertilizer.
Agribusiness
In agribusiness, the world is Bunge's market - seven billion people and counting.
Bunge's agribusiness operations:
purchase grains and oilseeds from farmers
store, transport and sell raw commodities to end
customers in domestic and export markets
process oilseeds into protein meals and crude vegetable oil for sale to livestock
producers, feedmillers, food processors, the biofuels industry and other customers
provide financial services, risk management and logistics services to end customers
execute risk management strategies for Bunge
SUGAR & BIOENERGY
Bunge entered the global sugar market as a trader in 2006, and has since built a strong
position as a producer and marketer of sugar and ethanol.
The mills are located close to main domestic markets in Brazil
and have access to export logistics systems, positioning Bunge to capture increasing
demand for sugar and sugarcane ethanol in Brazil and beyond.
Bunge also produces oilseed-based biodiesel at joint venture facilities
in the Americas and Europe, and has investments in a small number of corn ethanol
plants in the United States.
FOOD & INGREDIENTS
Food & Ingredients is comprised of two businesses - edible oils and milling - with
operations in North and South America, Europe and Asia.
The edible oils business produces specialty oils and fats,
margarines, mayonnaise, shortenings and whipped toppings for sale in foodservice, food
processor and retail markets.
The milling business creates milled wheat, corn and rice
products for food processors, bakeries, brewers, snack food producers and other
customers.
Integration is very important to our food products business. By sourcing
oilseeds and grains from our agribusiness unit, and by utilizing the same
logistics systems, we improve efficiency.
FERTILIZER
Fertilizer is a strategic part of our business, with strong commercial and logistics linkages
to our agribusiness operations.
Bunge sells blended NPK (nitrogen, phosphate and potassium) fertilizer formulas, mixed
nutrients and liquid fertilizer products to farmers and distributors in North and South
America.
In Brazil, we operate blending and distribution facilities, as well
as a port terminal. In Argentina, we have phosphate and nitrogen production, as well as
blending and distribution operations. In the U.S., we are developing a wholesale business
that leverages our established agribusiness network and logistics expertise.
In Morocco, one of the world's largest suppliers of phosphates,
we participate in a joint venture that produces intermediate phosphate products for export
to South America.
LOCATIONS: REGIONS OVERVIEW
Bunge serves local markets in a host of different countries and facilitates international
trade by linking areas of agricultural production and consumption.
Through its hundreds of facilities and thousands of dedicated
employees, Bunge is an integral part of agribusiness and food markets on six continents.
LOCATIONS: NORTH AMERICA
North America- North America is a major agricultural exporter and a significant market
for agricultural commodities, food, fertilizer and biofuels products.
In North America, Bunge has agribusiness, food & ingredients and
fertilizer operations, as well as investments in bioenergy.
LOCATIONS: SOUTH AMERICA
South America- Due to its abundant land, rain and skilled agricultural sector, South
America is fast becoming the world's leading agricultural exporter.
In South America, Bunge operates the full spectrum of its businesses: agribusiness,
sugar & bioenergy, food & ingredients and fertilizer.
LOCATIONS: EUROPE
Europe- Europe is a major importer and consumer of oilseeds and related products. It
is also a large and growing market for commercial and consumer food products, as well
as biofuels. Eastern Europe is one of the world's most significant and fastest-growing
exporters of wheat and other grains.
Bunge has built a substantial business in Europe in the past decade. Today
our agribusiness and food & ingredients operations stretch from Portugal to Russia, and
Bulgaria to Finland.
LOCATIONS: ASIA PACIFIC
Asia Pacific- With growing economies and expanding per capita income, Asia is a driver
of global growth in demand for agricultural commodities and food products.
Bunge is a major importer of commodities to Asia and trusted partner to
customers and communities on the ground. We are committed to being a productive part
of the dialogue on food security in the region and to providing solutions for customers.
LOCATIONS: AFRICA & MIDDLE EAST
Africa & Middle East- The Middle East and North Africa are two of the fastest
growing regions for grain imports in the world, and Sub-Saharan Africa presents unique
opportunities for growth in agricultural production, exports and domestic consumption.
Bunge has long been a leading supplier of grains, edible oils and other
products to the Middle East and North Africa. In 2011 we signed an agreement to form a
joint venture in South Africa, which will be our first entry into Sub-Saharan Africa's
grain and oilseed trade.
LOCATIONS: CARIBBEAN
Caribbean- The Caribbean is a small but growing market for agricultural
commodities.
Bunge Latin America serves the Caribbean from shipping points in North
and South America, offering customers access to commodities like vegetable oils, corn,
wheat, soybeans and soybean meal year-round.
PERFORMANCE GRAPH
Comparison of 5 Year Cumulative Total Return
Assumes Initial Investment of $100
December 2011
NEWS
Bunge India has announced the acquisition of the edible oils and fats business of
Amrit Banaspati.
The acquisition includes a manufacturing facility in the state of Punjab, rights to
onsumer brands and trademarks – including Amrit, Gagan and Ginni – and a strong
distribution network.
Amrit Banaspati employees engaged in the edible oils and fats business will
move to Bunge once the transaction is complete.
Bunge plans to build on the strong heritage of the brands it is acquiring, and
expand its distribution reach and manufacturing base in India.
VISION AND MISSION
The company aims at successfully meeting the varied needs of the Indian
consumers. The Company has continuously Endeavored to bring new products to the
Indian Consumer the Company stayed close to its roots nature and it has been a platform
for its success for several years.
Mission Statement
The mission statement of Bunge India Pvt Ltd. Rajpura is ‘’To produce and sell
goods and service to achieve the highest return on sales in the Industry to total
satisfaction of customers , employees and Share holders in that order.
Quality
Rajpura ,Branch of Bunge India Pvt Ltd ltd has a good Quality control system
together with Research and Development which is comparable to its best in the Industry.
It is to the Credit of its good Quality Control system and efficient R and D Department,
that Bunge India Pvt Ltd, Rajpura has been honoured and awarded .’’The American
International Quality Certificate And Gold Medal.’’
INTRODUCTION OF INDUSTRIAL RELATION
The relationship between Employer and employee or trade unions is called Industrial
Relation. Harmonious relationship is necessary for both employers and employees to
safeguard the interests of the both the parties of the production. In order to maintain good
relationship with the employees, the main functions of every organization should avoid
any dispute with them or settle it as early as possible so as to ensure industrial peace and
higher productivity. Personnel management is mainly concerned with the human relation
in industry because the main theme of personnel management is to get the work done by
the human power and it fails in its objectives if good industrial relation is maintained. In
other words good Industrial Relation means industrial peace which is necessary for better
and higher productions.
A man working in a healthy atmosphere can produce more. Within an industry there is a
hierarchy among the people. From the very beginning there is always a gap between have
and have-nots. In order to bring harmonious relation between the management, workers
and unions for the sake of industry as well as for the nation, positive relation within an
industry is expected. Therefore the term "INDUSTRIAL RELATION” came into
limelight.
Industrial Relation is a major force which influences the social, political and economic
development of a country .Managing industrial relations is a challenging task because it
deals with a highly complex, fast developing, ever changing and expanding field. There
are certain factors such as composition of working class, work environment, socio-
economic status of the workers and their attitude to work, management's ideology, role of
the state, thinking of the community etc which have a considerable bearing on the state of
relationship between labour and management. Different labour enactments and judicial
decisions playa major role in regulating the employer -employee relationship. It creates
an atmosphere in which the human system will operate harmoniously in a coordinated
way. Keeping in view the different aspects of industrial relations, an attempt has been
made in this project to provide a multi dimensional approach to the subject.
WHAT IS THE MEANING OF INDUSTRIAL RELATIONS?
Industrial relations is defined as the employer-employee relationships covered
specifically under collective bargaining and industrial relation laws. It also encompasses
other organisations such as governments, institutions and organizations that directly or
indirectly regulate the industrial relations system
Industrial relations refer to the relationship between employees and employers. It is often
known as employment relations and is divided in three; ethical, problem solving and
science building. A breach in industrial relations can result to an industrial dispute
whereby one party takes industrial action.
DEFINITION
According to TEAD and METCALFE:-
"Industrial Relation are the composite result of the attitudes approaches of employers and
employees towards each other with regard to planning, supervision, direction and
coordination of the activities of an organization with a minimum of human efforts and
frictions with an animating spirit of cooperation and with proper regard for the genuine
well being of all members of the organization.
According to DALE YODER:-
"Industrial Relation is a whole field of relationship that exists because of the necessary
collaboration of employees in the employment process of an industry."
According to ALLAN FLANDER:-
"The subject of industrial relations deals with certain regulated or institutionalized
relationships in industry ."
According to Professor CLEGG:-
"Industrial Relations are the rules governing employment together with the ways in
which the rules are made and changed and their interpretation and administration."
2. ―Industrial relations is that part of management which is concerned with the man
power of the enterprise- whether machine operator, skilled worker or manager‖. - ethel,
From the above definitions we find Industrial Relations as:-
i) The term stood for manpower of the enterprise i.e. the employee – employer
relationship in an industry.
ii) Later on the relations get created at different levels of the organization by the
diverse, complex composite needs, aspirations, attitudes and approaches among
the participants.
iii) The parties actively associated with any industrial relation are the workers, the
management, the organizations of workers and managements, and the State.
iv) It denotes all types of inter - group and intra -group relations within industry, both
formal as well as informal.
COMPONENTS OF INDUSTRIAL SYSTEM:-
I) PARTICIPANTS: The participants in the industrial relations sphere are composed
of duly recognized representatives of the parties interacting in several roles within
the system. It includes -
a. Employee Relation - It includes the complex relationship among the
employees.
b. Labour Relation - It includes the relationship between management and
Trade Union.
c. Public Relation - It includes the relationship of industry with the entire
community as a whole.
2) ISSUES: The power interactions of the participants in a workplace create
industrial relation issues. These issues and the consequences of power interactions
find their expression in a web of rules governing the behaviour of the parties at a
workplace. :
3) STRUCTURE: The structure consists of all forms of institutionalized behaviour
in a system. The structure may include collective procedures, grievance settlement
practices etc. legal enactments relevant to power interactions may also be
considered to be a part of the structure.
4) BOUNDARIES: In systems analysis, it is possible to find an issue which one
participant is totally indifferent to resolving while, at the same time, the other
participant is highly concerned about resolution of the same. These issues may
serve to delimit systems boundaries.
FEATURES OF INDUSTRIAL RELATION
A few notable features pertaining to Industrial Relations are as under:
1. CAN NOT EMERGE IN VACUUM: - Industrial Relation do not emerge in
vacuum they are born of employment relationship in an industrial setting.
Without the existence of the two parties, i.e. labor and management, this
relationship cannot exist. It is the industry, which provides the environment
for industrial relations.
2. INCLUDE BOTH CONFLICT AND COOPERATION: - Industrial Relation
are characterized by both conflict and co-operations. This is the basis of adverse
relationship. So the focus of Industrial Relations in on the study of the attitudes,
relationships, practices and procedure developed by the contending parties to
resolve or at least minimize conflicts.
3. CAN NOT OPERATE IN ISOLATION: -As the labor and management do not
operate in isolations but are parts of large system, so the study of Industrial
Relation also includes vital environment issues like technology of the workplace,
country's socio-economic and political environment, nation's labor policy, attitude
of trade unions workers and employers.
4. COLLECTIVE BARGAINING: - Industrial Relation also involve the study of
conditions conductive to the labor, managements co-operations as well as the
practices and procedures required to elicit the desired co-operation from both the
parties.
5. BASED ON RULES & REGULATION: - Industrial Relations also study the
laws, rules regulations agreements, awards of courts, customs and traditions, as
well as policy framework laid down by the governments for eliciting co-
operations between labor and management. Besides this, it makes an in-depth
analysis of the interference patterns of the executive and judiciary in the
regulations of labor-managements relations.
INDUSTRIAL RELATION SYSTEMAn industrial relations system consists of the whole gamut of relationships between
employers and employees and employers which are managed by the means of conflict and
cooperation.
A sound industrial relations system is one in which relationships between
management and employees (and their representatives) on the one hand, and between
them and the State on the other, are more harmonious and cooperative than conflictual
and creates an environment conducive to economic efficiency and the motivation,
productivity and development of the employee and generates employee loyalty and
mutual trust.
Actors in the Industrial Relation system:
Three main parties are directly involved in industrial relations:
Employers: Employers possess certain rights vis-à-vis labors. They have the right to
hire and fire them. Management can also affect workers’ interests by exercising their
right to relocate, close or merge the factory or to introduce technological changes.
Employees: Workers seek to improve the terms and conditions of their employment.
They exchange views with management and voice their grievances. They also want to
share decision making powers of management. Workers generally unite to form
unions against the management and get support from these unions.
Government: The central and state government influences and regulates industrial
relations through laws, rules, agreements, awards of court and the like. It also includes
third parties and labor and tribunal courts.
FACTORS INFLUENCING INDUSTRIAL RELATION :
The concepts of Industrial Relations are very broad-based, drawing heavily from a
variety of discipline like social sciences, humanities, behavioral sciences, laws etc. In
fact, Industrial Relation encompasses all such factors that influence behavior of people at
work. A few such important factors are details below:
1. Work Climate
You can set up the most research-based HR policies in your firm, but employees will still
judge the company by how it feels to work there. Look at how your leadership style
affects employees and how your managers manage employees. If there are problems with
worker performance among many workers or other indicators such as high turnover or
absenteeism, you need to study what's causing those conditions. Start by introducing a
new HR goal, such as introducing flexibility and participation into your management
model; give managers and workers more authority to decide how to accomplish their
goals.
2. Employee Attitudes
You can use an employee survey to study the sources of conflict or dissatisfaction in
employees. They will have a wide range of attitudes about working for you. It's important
to determine if they respect you as a leader and care about the company. These are signs
of good employee relations and will usually produce better performance. Employees who
love the company can often perform well even when faced with tough economic
conditions, which may give them a bigger workload and fewer pay increases.
3. Communication
Communication acts as a key factor in industrial relations. Two-way communication
between labor and capital allows workers to stay fully informed of workplace
expectations as well as changes that affect them. Management becomes aware of
problems as they arise, rather than learning about things after they have reached the point
of crisis. They can thus address issues in a timely fashion and keep rumor, innuendo and
misinformation to a minimum.
4. Unions
Unions can affect industrial relations in a number of complex ways. When a union comes
to a workplace, individuals no longer bargain on their own. Rather, they are represented
collectively by a third party. This can make employees feel like they have more of a
voice. It can also provide a means to collectively arbitrate labor disputes. Employees also
have a means to register discontent with parts of their job through the grievance
procedure. Unions can also complicate matters by bringing the concerns of a third party--
i.e. the union--into the negotiation process
5. Wages and Benefits
Wages and benefits are perhaps the most obvious factor affecting industrial relations.
While wages and benefits don't make industrial relations run smoother all by themselves,
they can help employees to feel more appreciated. Few things are more frustrating than
working for less than what you feel you are worth.
6. Institution
It includes government, employers, trade unions, unions federations or associations,
government bodies, labor courts, tribunals and other organizations which have direct or
indirect impact on the industrial relations systems.
7. Methods
Focus on collective bargaining, workers' participation in the Industrial Relation schemes,
discipline procedure, grievance re-dressal machinery, dispute settlements machinery
working of closed shops, union reorganization, organizations of protests through methods
like revisions of existing rules, regulations, policies, procedures, hearing of labor courts,
tribunals etc.
8. Contents
Includes matter pertaining to employment conditions like pay, hours of works, leave
with wages, health, and safety disciplinary actions, lay-off, dismissals retirements etc.,
laws relating to such activities, regulations governing labor welfare, social security,
industrial relations, issues concerning with workers' participation in management,
collective bargaining, etc.
9. Economic satisfaction of workers
Psychologists recognize that human needs have a certain priority. Need number one is the
basic survival need. Much of men conducted are dominated by this need. Man works
because he wants to survive. This is all the more for underdeveloped countries where
workers are still living under subsistence conditions. Hence economic satisfaction of
workers is another important prerequisite for good industrial relations.
10. Social and Psychological satisfaction
Identifying the social and psychological urges of workers is a very important steps in the
direction of building good industrial relations. A man does not live by bread alone. He
has several other needs besides his physical needs which should also be given due
attention by the employer. An organization is a joint venture involving a climate of
human and social relationships wherein each participant feels that he is fulfilling his
needs and contributing to the needs of other. This supportive climate requires economic
rewards as well as social and psychological rewards such as workers' participation in
management, job enrichment, suggestion schemes, re-dressal of grievances etc.
11. Nature of industry
In those industries where the costs constitute a major proportion of the total cast,
lowering down the labor costs become important when the product is not a necessity and
therefore, there is a little possibility to pass additional costs on to consumer. Such
periods, level of employment and wages rise in decline in employment and wages. This
makes workers unhappy and destroys good industrial relations.
1.
Importance Of Industrial Relation
The healthy industrial relations are key to the progress and success. Their significance
may be discussed as under –
2. Uninterrupted production
The most important benefit of industrial relations is that this ensures continuity of
production. This means, continuous employment for all from manager to workers.
The resources are fully utilized, resulting in the maximum possible production. There
is uninterrupted flow of income for all. Smooth running of an industry is of vital
importance for several other industries; to other industries if the products are
intermediaries or inputs; to exporters if these are export goods; to consumers and
workers, if these are goods of mass consumption.
3. Reduction in Industrial Disputes
Good industrial relations reduce the industrial disputes. Disputes are reflections of the
failure of basic human urges or motivations to secure adequate satisfaction or
expression which are fully cured by good industrial relations. Strikes, lockouts, go-
slow tactics, gherao and grievances are some of the reflections of industrial unrest
which do not spring up in an atmosphere of industrial peace. It helps promoting co-
operation and increasing production.
4. High morale
Good industrial relations improve the morale of the employees. Employees work with
great zeal with the feeling in mind that the interest of employer and employees is one and
the same, i.e. to increase production. Every worker feels that he is a co-owner of the gains
of industry. The employer in his turn must realize that the gains of industry are not for
him along but they should be shared equally and generously with his workers. In other
words, complete unity of thought and action is the main achievement of industrial peace.
It increases the place of workers in the society and their ego is satisfied. It naturally
affects production because mighty co-operative efforts alone can produce great results.
5. Mental Revolution
The main object of industrial relation is a complete mental revolution of workers and
employees. The industrial peace lies ultimately in a transformed outlook on the part of
both. It is the business of leadership in the ranks of workers, employees and Government
to work out a new relationship in consonance with a spirit of true democracy. Both
should think themselves as partners of the industry and the role of workers in such a
partnership should be recognized. On the other hand, workers must recognize employer’s
authority. It will naturally have impact on production because they recognize the interest
of each other.
6. Reduced Wastage
Good industrial relations are maintained on the basis of cooperation and recognition of
each other. It will help increase production. Wastages of man, material and machines are
reduced to the minimum and thus national interest is protected.
7. New Programmes
New programmes for workers development are introduced in an atmosphere of peace
such as training facilities, labor welfare facilities etc. It increases the efficiency of
workers resulting in higher and better production at lower costs.
Thus, it is evident that good industrial relation is the basis of higher production with
minimum cost and higher profits.
OBJECTIVES OF INDUSTRIAL RELATIONS:
The main objectives of industrial relations system are:-
1. To safeguard the interest of labor and management
To safeguard the interest of labor and management by securing the highest level
of mutual understanding and good-will among all those sections in the industry
which participate in the process of production.
2. To avoid industrial conflict or strike
To avoid industrial conflict or strike and develop harmonious relations, which are
an essential factor in the productivity of workers and the industrial progress of a
country.
3. To raise productivity
To raise productivity to a higher level in an era of full employment by lessening
the tendency to high turnover and frequency absenteeism.
4. To Maintain Good Relations
A key objective of industrial relations is to avoid and manage disputes. Disputes
between labor and management cause damage to both business and workers, so
industrial relations practitioners aim to develop practices to reduce friction and
resolve workplace issues. Practices include developing guidelines on
communication, consultation, collective bargaining and clear grievance
procedures. They can also include government involvement in union negotiations
and in developing national policies on handling disputes.
5. Increased Productivity
Increased productivity not only helps business but it can also lead to a growing
economy, which benefits labor and, ultimately, the entire population. Poor
industrial relations can lead to strikes and walkouts, which lead in turn to low
productivity and high costs to employer, employee and consumers.
6. Social Objectives
Industrial relations practitioners aim to improve working conditions and to
improve aspects of social protection such as better wages, safer working
conditions, elimination of child labor and improvements to employee health and
social security. By improving working conditions, frictions between labor and
management lessen and society as a whole benefits. On the governmental level,
industrial relations workers aim to shape the ways that businesses respond to
challenges such as technological advances and economic changes.
7. To establish and promote the growth
To establish and promote the growth of an industrial democracy based on labor
partnership in the sharing of profits and of managerial decisions, so that ban
individuals personality may grow its full stature for the benefit of the industry and
of the country as well.
8. To eliminate or minimize the number of strikes,
To eliminate or minimize the number of strikes lockouts and gheraos by providing
reasonable wages, improved living and working conditions, said fringe benefits.
9. To improve the economic conditions of workers in the existing state of
industrial managements and political government.
10. Collective Bargaining
Collective bargaining is the negotiating process to reach a labor union contract, or
a collective bargaining agreement. Aside from a union organizing campaign,
contract negotiations often are contentious. Labor union representatives and
management representatives engage in a two-way exchange of proposals and
concessions to reach an agreement. While it's not a requirement of law to reach a
mutually agreed upon labor union contract, it doesn't serve either party's interest
to purposely stall negotiations or refuse to bargain in good faith. Respect for the
collective bargaining process is fundamental to achieving an agreement that
satisfies the union, the employer and the employees.
11. Grievance Handling
Employers must have HR staff with the expertise to handle employee grievances
and interact with on-site union stewards and labor representatives. For matters
that are unresolved through the typical three-step grievance process, employers
generally hire legal counsel to handle arbitration. Lawyers with expertise in labor
law and who are genuine advocates for alternative dispute resolution can
effectively represent employers. They also can lend their expertise to HR staff by
teaching them how to resolve future workplace issues within the three-step
process.
An ultimate objective of good industrial relations is therefore to provide efficient
production of goods and services. Efficiency requires meeting the needs of
both employer and employee. Industrial relations practitioners can achieve this
objective by setting terms and conditions of employment in such a way that both
employer and employee benefit. They can negotiate disputes before they erupt
into strikes.
EFFECTS OF POOR INDUSTRIAL RELATIONS
Poor Industrial Relation produces highly disquieting effects on the economic life of the
country. We may enumerate the ill-effects of poor Industrial Relations as under:
1. Multiplier effects:
Modern industry and for that matter modern economy are interdependent. Hence
although the direct loss caused due to industrial conflict in any one plant may not be very
great, the total loss caused due to its multipliers effect on the total economy is always
very great.
2. Fall in normal tempo
Poor Industrial Relations adversely effect the normal tempo of work so that work far
below the optimum level. Costs build up. Absenteeism and labor turnover increase.
Plants discipline breaks down and both the quality and quality of production suffer.
3. Resistance of change
Dynamic industrial situation calls for change more or less continuously. Methods have to
be improved. Economics have to be introduced. New products have to be designed,
produced and put in the market. Each of these tasks involves a whole chain of changes
and this is resisted bitterly if these are industrial conflict.
4. Frustration and social cost
Every man comes to the work place not only to earn a living. He wants to satisfy his
social and egoistic needs also. When he finds difficulty in satisfying these needs he feels
frustrated. Poor Industrial Relations take a heavy toll in terms of human frustration.
SUGGESTIONS IMPROVE INDUSTRIAL RELATION
A) Both management and unions should develop constructive attitudes towards each
other
B) All basic policies and procedures relating to Industrial Relation should be clear to
everybody in the organization and to the union leader. The personnel manager
must make certain that line people will understand and agree with these policies.
C) The personnel manager should remove any distrust by convincing the union of
the company’s integrity and his own sincerity and honesty. Suspicious, rumors
and doubts should all be put to rest.
D) The personnel manager should not vie with the union to gain workers‘loyal to
both the organization. Several research studies also confirm the idea of dual
allegiance. There is strong evidence to discard the belief that one can owe
allegiance to one group only.
E) Management should encourage right kind of union leadership. While it is not for
the management to interfere with union activities, or choose the union leadership,
its action and attitude will go a long way towards developing the right kind of
union leadership. “Management gets the union it deserves” is not just an empty
phrase.
OBJECTIVES OF THE STUDY
To observe the industrial relation operation and satisfaction level of the
employees in the Bunge India Pvt Ltd
To observe the working conditions inside the Bunge India Pvt Ltd
To observe the different welfare schemes provided by the Bunge India Pvt. Ltd
To observe the grievance handling procedure inside the Bunge India Pvt. Ltd
RESEARCH METHODOLOGY1. Focus and Objectives of project
Focus of my study is to highlight the significance of human Resource with
following objectives:-
(a) Human beings are complex in nature with potential to grow This resource is
creative and has the ability to contribute in further in the cause of human lives.
(b) The organization require to demonstrate due concern to Recruit & select required
talent for the organizational progress.
Research DesignThe Research design is the blue print for the fulfillment of objectives and
answering questions. It is frame-work which determines the course of action towards the
collection and analysis of required data. It is a master plan specifying the method and
procedures for collecting and analyzing the method information. Descriptive Research is
used in this study, as the main aim is to describe characteristics of the phenomenon or a
situation
Data Collection The Sources of data includes :-
1. Primary Data Sources.
2. Secondary Data Sources.
Primary Data Sources: - Primary Data has been Collect directly from sample
respondents through questionnaires with the help of interview.
Secondary Data Sources:- Secondary data sources are those which has already been
used and kept as records like website of company, manuals reports etc.
Sample Design:- Sample design is definite plan determines before any data is actually
obtained for a sample from a given population.
Target Population : Employers
Sample Unit : Individual
Sampling Technique : Convenient sampling
Sample size : 50 respondent
LIMITATIONS OF THE STUDY
Various limitations of the study are:-
(A) Various Parameters used in the project may not be 100% realistic.
(B) The sample size taken over a limited period may have a margin of error.
(C) Time constraint in the project.
(D) The sample collected is very small compared to the population of the company. Thus
it may not bring out the exact analysis.
(E) Some of the respondents do not react favorably to the questionnaires.
(F) It is possible that respondents might have tried to maintain consistency in terms of
their responses.
(G) Time of 4-6 weeks are also very less for the study.
DATA ANALYSIS AND INTERPERTATION
TOTAL NO OF RESPONDENTS =40
1) Are you satisfied with the Working Condition in Bunge India Pvt Ltd?
I. R. Rating Total Respondents % of Respondents
SATISFIED 15 37.5
DISSATISFIED 25 62.5
2) Are you aware of all the Welfare schemes provided by Bunge India Pvt Ltd.?
I. R. Rating Total Respondents % of Respondents
YES 35 87.5
NO 5 12.5
3) Are you satisfied with the wages and incentives provided by Bunge India Pvt Ltd.?
I. R. Rating Total Respondents % of Respondents
SATISFIED 30 75
DISSATISFIED 10 25
4) Are you satisfied with the provision of canteen at your workplace provided by Bunge
India Pvt Ltd.?
I. R. Rating Total Respondents % of Respondents
SATISFIED 25 62.5
DISSATISFIED 15 37.5
5) Are you satisfied the Drinking Water facility in Bunge India Pvt Ltd?
I. R. Rating Total Respondents % of Respondents
SATISFIED 32 80
DISSATISFIED 8 20
6) Are you satisfied with compensation provided by Bunge India Pvt Ltd.?
I. R. Rating Total Respondents % of Respondents
SATISFIED 17 42.5
DISSATISFIED 23 57.5
7) Are you satisfied with the medical benefits provided by Bunge India Pvt Ltd.?
I. R. Rating Total Respondents % of Respondents
SATISFIED 18 45
DISSATISFIED 22 55
8) Are you satisfied retirement benefits provided by Bunge India Pvt Ltd.?
I. R. Rating Total Respondents % of Respondents
SATISFIED 8 20
DISSATISFIED 32 80
9) Are you satisfied with the recreation facilities?
I. R. Rating Total Respondents % of Respondents
SATISFIED 5 12.5
DISSATISFIED 35 87.5
10) Are you satisfied with the transport facilities provided in Bunge India Pvt Ltd.?
I. R. Rating Total Respondents % of Respondents
SATISFIED 24 60
DISSATISFIED 16 40
11) Is there any kind of grievance handling procedure in Bunge India Pvt Ltd.?
I. R. Rating Total Respondents % of Respondents
YES 40 100%
NO 0 0%
12) Are you satisfied with the grievance handling process of the company?
I. R. Rating Total Respondents % of Respondents
SATISFIED 24 60
DISSATISFIED 16 40
FINDINGS
1) 37.5% Employees are satisfied, and 62.5% dissatisfied with the working condition
provided by the Bunge India Pvt Ltd.
2) Majority of Employees are aware about the welfare schemes provided by the
Bunge India Pvt Ltd
3) Majority of Employees are satisfied with the salary and incentives provided by
the Bunge India Pvt Ltd.
4) 62.5% Employees are satisfied, with the rest room facility provided by the Bunge
India Pvt Ltd
5) Majority of Employees are satisfied with the drinking water facility provided by
the Bunge India Pvt Ltd.
6) Majority of Employees are satisfied with their job profile.
7) 42.5% of Employees are satisfied, 57.5% are dissatisfied with the compensation
provided by the Bunge India Pvt Ltd.
8) Majority of Employees are dissatisfied with the medical benefits provided by the
Bunge India Pvt Ltd.
9) Majority of employees are dissatisfied with the retirement benefits provided by
the Bunge India Pvt Ltd.
10) Majority of employees are dissatisfied with the recreation facilities provided by the
Bunge India Pvt Ltd.
CONCLUSION
Bunge India Pvt Ltd is growing at a very good place .As from graphs it is clear
that the industrial relation operation in Bunge India Pvt Ltd. is effective one. There are
different kind of welfare schemes like weekly rest ,medical allowance, death relief fund
are provided by the company to the employees to maintain the industrial relation better
one . Instead of all that there is also a effective grievance handling machinery for
maintaning it.
SUGGESTIONS
If the employees are in good condition then it drives their capability to give maximum
output to the company. Bunge India Pvt Ltd. had successfully accomplished their target
to uplift the standards of the people but somewhere they lag behind to give proper insight
into the true benefits availed to the people. In this context I want to suggest some points
that are more or less based on my findings.
1)Implementation of the Code of Discipline.
2) I also found that there is no medical Officer. This is needed to provide quick action in
case of any accident.
3)there should be need of improvement in recreation facilities provided by the Bunge
India Pvt Ltd.
4)there should need to increase the retirement benefits provided by the Bunge India Pvt
Ltd.
BIBLIOGRAPHY
Manual and books:
Personnel Manual by Bunge India Pvt Ltd..
Industrial Relations & Labour laws (fourth edition) by S C Srivastava
Personnel Management by S.K. Gupta
Human Resource Management (second edition) by V.S.P. Rao
Search Engine:
http://www.google.com
http://www.ask.com
ANNEXURE
Employee Name: _______________ Designation: ___________
1) Are you satisfied with the Working Condition in Bunge India Pvt Ltd?
a)Yes b)No
2) Are you aware of all the Welfare Activities in Bunge India Pvt Ltd??
a)Yes b)No
3) Are you satisfied with the wages and incentives provided by Bunge India Pvt Ltd.?
a)Yes b) No
4) Are you satisfied with the provision of toilets at your workplace?
a)Yes b)No
5) Are you satisfied the Drinking Water facility in Bunge India Pvt Ltd?
a)Yes b) No
6) Are you satisfied with the compensation provided by Bunge India Pvt Ltd?
a)Yes b)No
7) Are you satisfied with the medical benefits provided by Bunge India Pvt Ltd?
a)Yes b)No
8) Are you satisfied retirement benefits provided by Bunge India Pvt Ltd?
a)Yes b)No
9) Are you satisfied with the recreation facilities provided by the company?
a)Yes b)No
10)Are you satisfied with the transport facility provided to you by the Bunge India Pvt
Ltd?
a)yes b)No
11)Is there any kind of grievance handling procedure provided to you by the Bunge India
Pvt Ltd?
a)yes b)No
12)Are you satisfied with the grievance handling procedure provided to you by the
company?
a)yes c)No