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Transcript of Asian Paints
CHAPTER-1
CORPORATE PROFILE - ASIAN PAINTS
The company is having presently four paint manufacturing locations in India.
Ankaleshwar, Bhandup, Patancheru, Kasna. The company is setting up a new facility in
Sriperumbadur, Chennai where these new positions will be based. An Asian paint is the India’s
largest paint company and ranks among the top 10 decorative coating companies.
1
As we move towards becoming the one company and ranks among the top ten
decorative coatings companies in the world today, with a turnover of Rs 20.67 billion (USD 435
million) and an enviable reputation in the Indian corporate world for Professionalism, Fast Track
Growth, and Building Shareholder Equity.
The October’ 2002 issue of Forbes Global magazine USA ranked Asian Paints among
the 200th Best Small Companies in the World for 2002 and presented the ‘Best under a Billion’
award, to the company. One of the country’s leading business magazines “Business Today” in
1 From Google Images
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Feb 2001 ranked Asian Paints as the Ninth Best Employer in India. A survey carried out by
‘Economic Times’ in January 2000, ranked Asian Paints as the Fourth most admired company
across industries in India. Among its various other achievements, Asian Paints is the only
company in India to have won the prestigious Economic Times - Harvard Business School
Association of India award on two separate occasions, once in the category of “Mini-Giants” and
the other in “Private sector Giants”
The company has come a long way since its small beginnings in 1942. Four friends who
were willing to take on one of the worlds biggest,
Most famous paint companies operating in India at that time set it up as a partnership firm.
Over the course of 25 years Asian Paints became a corporate force and India’s leading
Paints Company. Driven by its strong consumer-focus and innovative spirit, the company has
been the market leader in paints since 1968. Today it is double the size of any other paint
company in India.
Asian Paints manufactures a wide range of paints for Decorative and Industrial use.
Vertical integration has seen it diversify into Specialty products such as Phthalic Anhydride and
Pentaerythritol. Not only does Asian Paints offer customers a wide range of Decorative and
Industrial paints, it even Custom-creates products to meet specific requirements.
To keep abreast of world technology and to protect its competitive edge, Asian Paints
has from time to time entered into technology alliances with world leaders in the paint industry. It
has a 50:50 joint venture with Pittsburgh Paints & Glass Industries (PPG) of USA, the world
leader in automotive coatings, to meet the increasing demand of the Indian automotive industry.
It has also drawn on the world’s latest technology for its manufacturing capabilities in
areas like powder coatings and high-tech resins - thus ensuring that its product quality lives up
to exacting international standards, even in the most sophisticated product categories.
The company places strong emphasis on its own in-house R&D, creating new
opportunities by effectively harnessing indigenous creativity. The Asian Paints Research &
Development Center in Mumbai has acquired the reputation of being one of the finest in South
Asia. With its team of over 125 qualified scientists, it has been responsible for pioneering a
~ 2 ~
number of new products and creating new categories of paints. The R&D team has developed
the entire decorative range of the company.
The company boasts of state-of-the-art manufacturing plants at Bhandup in the state of
Maharashtra; at Ankleshwar in the state of Gujarat; at Patancheru in the state of Andhra
Pradesh; and at Kasna in the state of Uttar Pradesh. All the company’s plants have been
certified for ISO 9001 - the quality accreditation. All the company’s plants have also received the
ISO 14001 certificate for Environment Management Standard. The Phthalic Anhydride plant has
been certified for ISO 9002 and ISO 14001 whereas the Penta plant has been certified for ISO
14001. The Penta plant will shortly receive its ISO 9002 certification.
In June 2002, Asian Paints plant in Patancheru was conferred “The Golden Peacock”
award by the World Environment Foundation and the award for ‘Excellence in Environment
Management’ by the Government of Andhra Pradesh.
Asian Paints was one of the first companies in India to extensively computerize its
operations. In addition to computerized manufacturing, computers are used widely in the areas
of distribution, inventory control and sophisticated MIS to derive benefits of faster market
analysis for better decision making. It is a continuously evolving company deriving its cutting
edge from the use of innovative IT solutions. All the locations of the company are integrated
through the ERP solution.
Highlights:
Net Sales and Operating Income of Asian Paint (India)Ltd. grew by 14.4% from
Rs.16,966 million in 2003-04 to Rs. 19,415 million in 2004-05.
Net Profit increased by 17.4% from Rs. 1,478 million in 2003-04 to Rs. 1735 million in
2004-05
The Board of Directors have recommended dividend of 95% for the year 2004-05 with a
payout ratio of 60%
State of the art emulsion paint manufacturing facility commissioned at Sriperumbudur
near Chennai.
~ 3 ~
BOARD OF DIRECTORS:
Ashwin C Choksi Non-Executive Chairman
Ashwin S Dani Non-Executive Vice Chairman
Murthy P M Managing Director & CEO
Abhay Vakil Director
Mahendra Choksi Director
Amar A Vakil Director
Ina Dani Director
Tarjani Vakil Chairperson of Audit Committee
Dipankar Basu Director
Deepak M Satwalekar Director
Rajendra Shah Director
Dr. S Sivaram Director
Mahendra M Shah Director
Ramadorai S Director
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ORGANIZATION CHART
~ 5 ~
Mr. Ashwin Choksi Chairman
Mr. Ashwin Choksi VC & Managing Director
Director Corporate CenterMr. Abhay Vakil
Managing Director DBU
Mr. Jalaj Dani President IBU
Mr. Manish Choksi Chief Corporate strategy and CIO
Dr. Mosongo Moukwa VP -Technology
Mr. Vivek Subramanian VP –
Growth BU
Mr. vivek S. Patwardhan VP HR Mr. Jayesh Merchant CFO
& Company Secretary
Mr. I.K Jaiswal Regional VP Mr. Warren
McDonald Regional MD
Mr. KBS Anand President DBU
Mr. S.S. Kini VP Supply chain
Mr. Amit Syngle VP Sales & Marketing
CORPORATE SOCIAL RESPONSIBILITY
Asian Paints approaches Corporate Social Responsibility (CSR) from the perspective of
being a responsible corporate citizen. There has been a continued effort to take up initiatives in
various quarters and ensure sufficient resources for the sustenance and continuity of the same.
The Company has identified projects across all its manufacturing locations in the country
primarily in the areas of education, health care, and rain water harvesting.
In the area of education, the Company has been involved in supporting various schools
around its plants including the setting up of the “Gattu” school at Ankleshwar which provides
eduction to around 2,500 students from various strata of society. In the area of health care, the
Company continued operating Mobile Medicare Units (MMU) around Patancheru (Andhra
Pradesh) and Kasna(UP) plants collaborating with HelpAge India, an NGO. The Company also
took the initiative of treating people with cataract and successfully got around 460 patients
operated at recognized eye- hospitals.
RESEARCH AND DEVELOPMENT
Research and Development (R&D) plays an important role in developing new products
and reducing cost by re-engineering formulations. R&D operates in tandem with the Company’s
long term strategy and demands of the market place. In the last few years, the R&D efforts have
been focused on developing new exterior finishes, economy emulsions, distempers and wood
finishes.
INTERNATIONAL OPERATIONS:
Asian Paints operates in 23 countries across the world. It has manufacturing facilities in
each of these countries and is the largest paint company in nine overseas markets. It is also
India’s largest exporter of paints, exporting to over 15 markets in the Asia-Pacific region, the
Middle East and Africa. In 12 markets, it operates through its subsidiary, Berger International
Limited and in Egypt through SCIB Chemical SAE.
~ 6 ~
CORPORAT VISION:
“Asian Paints aims to become one of the top five Decorative coatings companies world-
wide by leveraging its expertise in the higher growth emerging markets. Simultaneously, the
company intends to build long term value in the Industrial coatings business through alliances
with established global partners.”
“Finishes that give you great looking interiors, with the choice of every shade of the
spectrum”
HISTORY
1942
During the Second World War, it was hardly a promising time to set up a new company
in India, but that is exactly what four young men did in Bombay.
The name “Asian Paints” was picked randomly from the telephone directory.
And the four young men started manufacturing paint in a garage rented for Rs. 75 a
month, equipped with little more than a traditional Gujarati rhyme that reminded them that you
can make any colour by mixing the right proportions of red, blue and yellow.
1945
The company had touched a modest turnover of Rs. 350,000, way beyond the wildest
dreams of the partners. Up against the giant international paint companies, Asian Paints hit on
the innovative marketing strategy of “going where the consumer is”, reaching out to the remotest
corners of the country to give consumers products the way he wanted them-in conveniently-
sized packs. It was also around this time that the company created its mascot, Gattu, which has
grown into one of India’s most recognizable advertising symbols and representative of Asian
Paints’ strong Indian identity.
1957
It was the beginning of a decade of dramatic growth. The company’s R&D department
figured out a way to produce international quality Phenolic and Maleic resins on its simple coal-
fumace, with a hand-stirring process. This led Balmer Lawrie to reject the products offered by a
~ 7 ~
leading giant UK-owned paint company, despite the latter is perceived technological advantage
and switch to Asian Paints products. Simultaneously the company embarked on an ambitious
marketing campaign, forming close bonds with thousands of dealers in small towns all over
India. These bonds in true Asian Paints style were so close that it developed a very strong link
between the organization and dealers these efforts paid off handsomely as the story of the
subsequent years’ shows.
1968
By 1968 the company surprised its big-name multinational competitors by emerging as
India’s No. 1 paint company. Ever since 1968, the company has been a leader in this industry.
The company presently has 27 % market share of the total paint market Even though being a
leader in this industry, it has realized that it can further consolidate its position.
1998
In 1998, the company embarked on a major restructuring strategy under the guidance of
management consultants, Booz Allen & Hamilton. The restructuring was done to bring greater
focus to its business, improve efficiencies, control cost and strengthen its leadership position.
After the completion of the restructuring, the vision for the company was stated. The company is
committed to realizing its vision and has chartered a complete plan of action for realizing its
vision.
Today
Asian Paints becomes the 10th largest decorative paint company in the world
Asian Paints is more than twice the size of its nearest competitor
It is one of the most admired companies in India
Present in 22 countries with 27 manufacturing locations, over 2500 SKU's, Integrated SAP -
ERP & i2 - SCM solution
Rated Best Employer by BT-Hewitt survey, 2000 Bluest of the blue chips by Hindu Business
Line; Most admired company to work for by ET-BT survey, 2000
On the recommendations of Booz, Allen and Hamilton, Asian Paints restructured itself into
Growth, Decorative and International business units and adopted SCM and ERP technology
Asian Paints aims to become the 5th largest decorative paint company in the world
~ 8 ~
NEW CAPACITY
2
NEW PAINT PLANT AT SRIPERUMBUDUR
Asian Paints, new paint plant at Sriperumbudur, near Chennai in the State of Tamil Nadu
commenced production on January 20, 2005. It is located at SIPCOT (State Industrial
Promotion Corporation of Tamil Nadu) Industrial Park, Sriperumbudur. This state – of – the – art
plant, erected in record time, has been established to manufacture emulsion paints alone with
an initial capacity of 30,000 KL per annum. This is Asian Paints fifth paint plant in India.
2 From www.asianpaints.com
~ 9 ~
3
PAINT PRODUCTION PLANT
The plant is presently equipped with:
Modern material handling facilities including storage of raw material in silos.
Capability to handle batch sizes upto 20 KL, High speed packing lines.
The latest automated process control system.
Pollution abatement, waste usage in a closed loop manufacturing system and advanced
pollution treatment facilities.
These facilities will enable the company to implement “Right First Time and Zero
Defect” concepts. The plant is Zero Discharge plant and has Environment, Health, and
Safety features of the highest standard.
3 From www.asianpaints.com
~ 10 ~
Global Presence of Asian Paints:
Asian Paints has had international presence right since the 1960’s. It set up its first
overseas unit in 1977 at Fiji. Asian Paints now has a strong presence in the Indian
subcontinents, Southeast Asia, Far East, Middle East, South Pacific, Caribbean, Africa and
Europe. Along with Asian Paints, the group consists of sub Chemicals, Berger International and
Apco Coatings. Together, the group has 27 manufacturing locations globally.
Having established a position as one of the top ten decorative coatings companies in the
world, our constant endeavor is to give you the best in paints which stems form the motto: ‘Any
surface that needs painting needs Asian Paints’.
REGIONS COUNTRIES OPERATING
COMPANY
South Pacific Australia, Fiji, Solomon
Islands, Samoa, Tonga,
Vanuatu
Asian Paints and its
subsidiaries
South East Asia China, Malaysia,
Myanmar, Singapore,
Thailand
Berger International
and its subsidiaries
South Asia India, Bangladesh,
Nepal, Srilank
Asian Paints and its
subsidiaries
Middle East Bahrain, UAE Berger international
and its subsidiaries
Caribbean Barbados, Jamaica,
Trinidad & Tobago
Berger International
and its subsidiaries
~ 11 ~
PRODUCT RANGE IN A COMPANY:
The company produces different rang of paints in interiors decoration as well as exterior
decoration, to satisfy the consumers.
INTERIORS:
Company product ranges are……
1. ROYAL LUXURY EMULSION: is an acrylic emulsion that gives a wall a silky shine that stays
for years to come.
2. PREMIUSM EMULSION: PE is a good choice for great looking walls. It gives a smooth finish
to the walls and is completely washable.
3. INTERIOR WALL FINISH - LUSTER gives a glass like finish, best suited for kitchens and
washrooms where there is a lot of moisture and dirt.
4. INTERIOR WASS FINISH-MATT: give a matt look to your walls and can be used to create
interesting effects.
5. TRACTOR EMULSION: TE is a good choice for people who are looking for value for their
money. It promises smoothness along with the legendary qualities of tractor.
6. TRACTOR ACRYLIC DISTEMPER: TAD gives a superio9r finish and comes in the range of
over 200 shades.
7. TRACTOR SYNTHETIC DISTEMPER: TSD is India is largest selling distemper. This wall
finish comes in beautiful shades and is washable.
8. APCOLITE PREMIUM GLASS ENAMEL: APGE is a premium product used for metals and
wood. It can withstand rigged condition sunlight and dust.
EXTERIOR:
1 APEX: Apex creates beautiful exterior. It withstands extreme typical conditions of high rainfall,
humidity and heat. It protects against, sunlight, fungus and algae.
~ 12 ~
2 ACE: provides production from the elements of nature. It is suitable for non - coastal areas
and places with dry to moderate climate.
PRIMERS & ANCILLARIES:
1. DECOPRIME WALL PRIMER (solvent thinnable): DWP is an application for interior surfaces.
It has good sealing properties and strong resistance to alkalinity, moisture & fungus.
2. DECOPRIME WALL PRIMER (water thinnable): DWP is used on plastered walls, asbestos,
cement and concrete. It is also fortified with fungicides.
3. WOOD PRIMER: WP has excellent sealing and filling properties, which protect wood from
swelling due to absorption of moisture.
4. METAL PRIMER: MP has good adhesion and prevents metal from rusting, by forming a hard
tough coating.
5. ACRLIC WALL PUTTY: AWP is a smooth, easy to use under coat with excellent adhesive
properties.
~ 13 ~
4
PRODUCTS OF ASIAN PAINTS
“Come rain or shine, this range
keeps the pristine beauty of your
home untouched for years”.
4 From www.asianpaints.com
~ 14 ~
MARKETING STRATEGY OF ASIAN PAINTS:
Product Mix:
Asian Paint Company manufactures and markets, a wide arrange of products such as
surface coatings and ancillaries, which include Architectural and Heavy Duty Coating for
maintenance purpose. Asian paints provide wide range of color shades (about 1400) for
different kinds of surface. All the shades are created by All India Institute of Fashion
Technology. They create colors according to the Indian Taste.
Distribution Mix:
In India, the distribution network of the company consists of 56 sales offices and 6
Regional Distribution centers each with its own warehouse distributing products to cater over
15,000 retail outlets and industrial users spread across the country.
In every place where there is a population of around 20,000 there is an Asian paint
dealer. There is no middle men or sub stockiest. When an order placed to the company the
company distributes the goods to the dealer directly from its own godowns.
As there are no middle men, the service is fast. It reaches to the end user i.e., the
consumers in a very short time. In Davangere the company has got 18 dealers.
Promotion Mix:
The company promotes the products through advertisement in Television, maga- zines
etc. The ads are created bearing in mind, the culture, people, area etc. The ads are seasonal in
nature. The advertisers for Asian paints is O and M (Oglive and Mother). Most of the ads are
created on the basis of the family as the members of the family who decides the type of paint,
shade of paint etc.
~ 15 ~
Price Mix:
The prices of the products of the company are on par when compared with the other
companies in the organized sector.
The price of Asian Paints, compared to the paints of other companies is same. But
slightly higher that the prices of unbranded products. It does not mean that the products of
Asian Paints are inferior. Asian Paints have succeeded in reducing the process and supplying
the quality products at a reasonable rate because of huge investment in Research and
Development. Through Research and Development, the company has improved the quality of
paints and increased the life of paints. From the above table it is clear that even middle class
people buy paying a slightly higher price (compared to prices of unbranded paints) they can get
quality products of Asian Paints Ltd.,
ABOUT SERVICES:
The company starts services by the name called Home Solutions. Home solutions
means the company provides technical information on process of painting. It gives complete
information about how the customer selects the paints from different range. Which color, range
of paints suits to home, how to paint a home, etc., This facilities available only big cities, like
Bangalore, Bombay, Kolkata, Delhi, Chennai etc.,
“Perfect applications that work in unison with every wall finish. Giving surfaces the best
results”
~ 16 ~
CHAPTER 2
INTRODUCTION OF CORPORATE SOCIAL
RESPONSIBILITIES
1.1 Meaning
5
Corporate social responsibilities, also known as corporate responsibilities, corporate
performance, responsibilities business, sustainable business, or corporate social
performance is a form of corporate self regulation integrated into a business model.
Ideally, CSR policy would function as built in, self regulating mechanism whereby
business would monitor and ensure its support to low ethical standards, and
international norms. Consequently, business would embrace responsibilities for the
impact of its activities on the environment, consumers, employees, community,
stakeholders and all other members of the public interest of the public sphere.
5 From Google Images
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Furthermore, CSR focused business would proactively promote the public interest by
encouraging community growth and development and voluntarily eliminating practices
that harm the public sphere, regardless of legality. Essentially, CSR is the deliberate
inclusion of public interest into corporate decision making, and the honoring of triple
bottom line,
People
Planet
Profit
The practice of CSR is subject to much debate and criticism. Proponents argue that
there is a strong business case for CSR, in that corporation benefits in multiple ways by
operating with a perspective broader and longer than their own immediate, short term
profits. Critics argue that CSR distracts from the fundamental economic role of
business; others argue that it is nothing more than superficial window dressing; other
yet argue that it is attempt to preempt the role of government as a watchdog over
powerful Multinational Corporation. Corporate social responsibilities have been
redefined guide to what the company stands for and will uphold to its consumers.
Business ethics is one of the forms of applied ethics that examines ethical principle and
moral or ethical problems that can arise in a business environment.
In the increasingly conscience focused marketplace of the 21st century, the demand for
more ethical processes and actions is increasing simultaneously, pressure is applied on
industry to improve business ethics.
1.2 Definition
The World business council for sustainable development in its publication that “CSR is
the continuing commitment by business to behave ethically and contribute to economic
development while improving the quality of life of the workforce and their families as well
as of the local community and society at large”. (By Lord Holme and Richard Watts)
~ 18 ~
“CSR is about capacity building for sustainable live hoods. It respects cultural
differences and finds the business opportunities in building the skills of employees the
community and the government”. (From Ghana)
The same report gave some evidence of the different perception of what this should
mean from a number of different societies across the world, which the CSR is about
cultural building for sustainable and finds the business opportunities in building the skills
of employees, the community and the government.
By the European model is much more focused on operating the core business in a
socially responsible way, complemented by investment in communities, this model more
sustainable because the two things mostly affect this;
Social responsibilities become an integral part of the wealth creation process
which if managed properly should enhance the competitiveness of business and
maximize the value of wealth to society.
When time get hard, there is the incentive to practice CSR more and better if it is
a philanthropic exercise which is peripheral to the main business, it will always be
the first thing to go when push comes to thrust.
1.3 Why to develop CSR
The term is often used interchangeably for other terms such as corporate citizenship
and is also linked to the concept of triple bottom line reporting (TBL), which is used as
framework for measuring an organization performance against economic, social and
environmental parameters.
The rationale for CSR has been articulated in a number of ways. In essence it is about
building sustainable businesses, which need healthy economics,, markets and
communities.
~ 19 ~
Key drivers for CSR are:
Enlightened self-interest – creating a synergy of ethics, a cohesive society
and sustainable global economy where markets, labor and communities are
able to function well together.
Social investment – Contributing to physical infrastructure and social capital in
increasingly seen as a necessary part of doing business.
Transparency and trust- Business has low rating of trust in public perception.
There is increasing expectation that companies will be more open, more
accountable and be prepared to report publicly on their performance in social
and environment areas.
Increased public expectations of business- Globally companies are
expected to do more than merely provide jobs and contribute to the economy
through taxes and employment.
World Economic Forum &CSR
The World Economic forum has recognized the importance of corporate social
responsibly by establishing the global corporate citizenship initiative. The initiative
hopes to increase business engagement in and support for corporate social
responsibility as a business strategy with long term benefits both for the companies
themselves as well as society in general.
At the forum’s Annual Meeting 2002 the initiative launched a joint CEO statement,
Global Citizenship: the leadership challenges for CEOs and Boards. This joint statement
recommends a framework for action that business executives can use to develop
strategy for managing their company impact on society and its relationships with
stakeholders. This statement was endorsed by the CEOs of over 40 multinational
companies, including the CEOs of Accentor Deloitte Touché Thomas, Deutsche Bank,
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Rio Tin to, Siemens, Renault, McDonald, Infosys, Technologies, Coca-Cola, DHL and
price.
Case Studies
The case studies below demonstrate how diverse company activities can be for
businesses of all sizes:
SAP
Here for life is a not for profit public benevolent organization focusing on education,
awareness and research aimed at the prevention of youth suicide. The organization
provides resources, education and school based life skills programs to help prevent
suicide amongst young people. Through it charity sponsorship program SAP Australia
supports her for Life with monetary contributions, volunteering and staff involvement in
the agency’s programs.
IBM
Japan e-older initiative is a national program using training materials and other support
from IBM Japan which will hire and train seniors as instructors for other seniors in an
effort to help elder citizenship (expected to make up one fifth of Japan population by
2008) more fully participate in a Web based society.
MICROSOFT
Microsoft works closely with international organizations such as the World food
programmed, save the Children, and Corps to provide technology based development
assistance through the HEART (Humanitarian Empowerment and Response through
Technology) program. More and more, global organizations rely on technology to
improve the effectiveness of their humanitarian efforts around the world.
~ 21 ~
Should ASOCIO have a role?
Increasingly, for many organizations, CSR is an integral part of the way they operate
and a key element in productivity and competitiveness, particularly through managing
their impaction society and engaging stakeholders. Many business leaders wish to have
a beneficial impact on the societies in which they operate, and offer some accountability
to their stakeholders. CSR takes place at the level of the individual company, which has
to take decisions on priorities, purpose and values strategy and engagement with its
stakeholders. By engaging in dialogue with industry and government, ASOCIO can
assist in;
Supporting and stimulating association and greater understanding between the
corporate, Government and community sectors regionally.
Raising awareness of the positive contributions that ICT industry makes towards
key social and environmental issues relevant to the ICT industry, and
Developing a network of representatives across the ASOCIO memberships to
shape and drive this program on CSR.
1.4 OBJECTIVES
To understand the foundational element that need to be in place to foster a high
performance CSR organizational and develop a framework or roadmap for firms
wishing to become a high performing CSR organization.
Human resources professionals have a key role to play to help a company
achieve its CSR objectives. Employee involvement is a critical success factor for
CSR performance. Human resources managers have the tools and the
opportunity to leverage employee committeemen to, and engagement in the
firm’s CSR activities.
~ 22 ~
High performing CSR organization fosters a culture of CSR and fully integrates
CSR throughout their operations, rewarding and incentivizing CSR decisions and
initiatives.
Employees prefer to work for organizations aligned with their values,
incorporating CSR into the employee brand can enhance recruitment and
retention, particularly in tight labor markets.
CSR can be applied to the HR toolkit, resulting in a roadmap or pathway for
human resource practitioners to follow who wish to contribute to the achievement
of their organization’s sustainability.
1.5 Positive outcomes when business adopt policy which include in CSR
1.5.1 Company benefits:-
Improvement finance performance.
Lower operating cost
Enhanced brand image and reputation
Increase sales and customer loyalty
Greater productivity and quality
More ability to attract and retain employees.
Reduced regulatory oversight
Access to capital
Product safety and decrease liabilities.
1.5.2 Environmental benefits: -
Greater material recyclability’s
Better product durability and functionality
Greater use of renewable resources
Integrations of environmental management tools into business plans.
~ 23 ~
1.5.3 Benefits to public: -
Charitable contribution
Employee volunteer program
Corporate involvement in community, education, employment and homelessness
programmed
Product safety and quality.
1.5.4 Driver pushing and necessity of CSR
1. The shrinking role of Government
2. Demand for greater disclosure
3. Increased customers interest
4. Growing investor pressure
5. Competitive labor markets.
~ 24 ~
CHAPTER 3
DEVELOPMENT OF CSR
2.1 HR DEVELOPMENT AND CSR
As markets become increasingly competitive and the competition for talent grows more
intense, human resources become a corselet of corporate competitiveness which can
greatly influence a company’s present and future development. The group a
consistently subscribed to utmost to attract, develop and motivate its employees; to
seize the initiative in this competitive marketplace through the continuous enhancement
and reform of its human resources management mechanisms. The employees actively
participate in team building exercises. Through their personal involvement and
experience, employees develop a spirit of teamwork and co-operation, thereby
enhancing the overall corporate culture. An initiative in its daily operations, the group
emphasizes teamwork and the importance of Internal/External customers to achieve
and efficient delivery mechanism centered on the strategic objectives of the business.
Through effective teamwork and the implementation of comprehensive customer
service management, the group seeks to provide the most economical and highest
possible quality services to satisfy its customers’ needs.
2.2 The basic integrating CSR into HR management
Human resources professionals are highly tuned to considering CSR from both a values
based and a business case perspective. They work in business function that readily
indentifies both the business benefits and the people benefits of fostering CSR
alignment and integration. However, there is little guidance available to human
resources leaders and HR management issue brief and roadmap who wish to advance
CSR within the firm. This section provides a starting point for managers mapping out
their strategic approach. It can serve as checklist for advanced managers who are
committed to make a difference in this way and are at the beginning of their journey.
Ideally these steps would be followed more or in practice this is often not possible and
~ 25 ~
indeed, some managers may have already implemented certain components. It is
therefore entirely feasible to start from the middle of this list and work in all directions
towards the end goal a CSR integrated company that is reaping the employee and
business case benefits, while leveraging community sustainability.
This guide has been developed recognizing the constrained economic environment of
our times; the tools and tactics proposed in this roadmap are those which can readily
before going business.
Case analysis partly demonstrates, a CSR program can add significant business value.
There are other business case benefits of CSR – For example, operational cost savings
from reduced materials use that can be significant, pointing to a financial rationale for
the development of a strong CSR strategy and integration.
2.3 Role of CSR
Increasingly, for many organizations, CSR is an integral part of the way they operate
and an element in productivity and competitiveness, particularly through managing their
impact many business leaders wish to have a beneficial impact on the societies in which
they operate, and offer some accountability to their stakeholders. CSR takes place at
the level of the individual company, which has to take decisions on priorities, purpose
and values, strategy and engagement with its stakeholders. By engaging in dialogue
with industry and government, ASOCIO can assist in:
Supporting and stimulating collaboration and greater understanding between the
corporate, Government and community sectors regionally.
Raising awareness of positive contribution that ICT industry makes towards key
social and environmental issues relevant to the ICT industry.
Developing a network of representatives across the ASOCIO membership to
shape and drive this program on CSR.
~ 26 ~
I AM COMMITTED TO ACT
I BELIEVE
(Employee are familiar with the CSR strategy and how it
helps the company meet it objectives)
I UNDERSTAND THE MESSAGE
(Employees learn the reason behind the company CSR objectives
and begins to understand their role in making the company
successfully)
~ 27 ~
I AM AWARE OF THE MESSAGE
(Employee are familiar with the CSR strategy and how it helps the
company meet its objectives)
2.3 (EMPLOYEE ENGAGEMENT)
CSR
2.4 MANAGEMENT OF CSR IN CORPORATE
2.4.1 How is CSR organized?
CSR starts with a commitment to “integrated decision making” systemic thinking that
sees the interrelationship between top global stakeholders corporate department and
previously segregated roles of individuals obliterating prior boundaries that blocked
alignment with society, CSR can expand corporate vision, transform the corporate
mission, inform strategy and motivate employees and all stakeholders to take the
enterprise to the next level in ways that sustain resources for present and future
generations. Stakeholder’s engagement is key procedural plank for CSR, with greater
transparency within the corporation and outwards towards driving progress, enhanced
risk management and accountability for results.
2.4.5 How is CSR managed?
Sometimes companies segregate the CSR or sustainability or corporate citizenship
function in a separate department and expect that department to handle CSR issues is
isolation a recipe for CSR failure and enhanced rather than reduced risk. Other
companies still consider CSR mainly a “public relation” exercise and relegate it to the
PR or communication function- also a red flag that the company may not truly
understand CSR. Indeed, while reaping brand benefits is a major driver for CSR, and
critics are wrong to say that CSR is PR, overemphasizing above substance remains one
of the common traps to be avoided by companies attempting to implement CSR. Real
~ 28 ~
CSR has resulted inn tangible benefits in terms of enhanced attention to human right by
extractive industries and reduced instances of child and forced labor in supply chains,
but those achievement take hard work and not glossy brochures. Because of the broad
purview and authority of the legal function in many leading global business, and the fact
that CSR begins with legal compliance, the legal department is often the focal point
for /CSR in many companies, working to ensure an integrated CSR approach
2.4.3 How is CSR evaluated?
CSR is evaluated both via internal audit and review mechanisms and a variety of
external review, audit and verification mechanisms, some of which are within the ambit
of company influence and some of which are less subject to company control. As an
example of internal audit team which goes far beyond the implication that the world
“audit” suggests, the audit function there has historically served as a source for future
corporate leaders as well as critical check to ensure compliance with the spirit as well
as the letter of the corporate code of conduct.
2.4.4 What are the roles of chair, board, CEO, CFO, shareholders, employees etc.
in making CSR a companywide practice?
The balance to be struck here is between an unmistakably honest and strong
commitment and accountability “from the top”- the CEO and board and other executives
and the distributed leadership necessary for CSR to truly permute the enterprise, while
the CEO is and should be ultimately accountable, and it usually makes sense to have
rigorous supporting mechanisms such as a top executive specifically charged and
focused on CSR issues, as well as a board level committee dealing with matters of
CSR, business ethics, and risks management, this should not be an excuse for avoiding
similarly accountable leadership by other core business functions including the heads of
business units and country leaders and the heads of critical functions such as
manufacturing, procurement, logistics, quality control, legal, human resources, finance
and the like. Indeed, within their own” sphere of influences and activity ” each employee
~ 29 ~
and each participant in the enterprise’s extended value chain should know and be
accountable for their CSR obligations.
2.4.5 How can we make CSR part of the corporate culture?
As with the question of human rights and environmental compliance in society at large,
this is in fact the most critical question. The law and market incentives are inherently
limited- they can only go so far without risking counterproductive legal, practical or
market failures. So even though (as discussed above) CSR involves compliance with
law and is also “enforced” through both positive and negative incentives, both practical
experience and academic research indicates that it can all is fruitless unless the culture
and values of the company support CSR. To hear some business leaders or business
school academic discuss the subject, we may come away with the impression that
virtually any values are acceptable and that a “values based” company is simply one
that has values- even if those values merely relate to short term shareholder and
management wealth maximization. This is wrong that genuine leadership is inherently
moral. So the values chosen matter tremendously and they must be values aligned with
society (including the most universal statement of human values in history).
~ 30 ~
2.5 PRIORITIES FOR CORPORATE SOCIAL RESPONSIBLITIES
37%
7%7%
7% 7% 5%
11%
19%
BusinessInvestorsUniversity sectorMediaGovernmentOtherEnvironmentalSocial NGO's
2.5.1 NGO’s
It is noticeable that the ranking of factors amongst of environmental NGO’s and
sociable NGOs are rather different when compared other stakeholders. Not surprisingly,
the environmental NFOs rank good environmental performance and sociable and
environmental policies as the most important two factors. There are also keen to see
more stakeholder dialogue and good health and safety.
The sociable NGOs tend to priorities human resources and labor rather more. This may
reflect the fact that a number of the response in this sector came from a range of labor
organizations. In that regard, human rights are ranked as a higher priority than any
other stakeholder group. Both NGOs groups see stakeholder dialogue and supply chain
management and factory inspections as important.
~ 31 ~
2.5.2 Investors
Investors seem most interested in factors that directly affect them and not surprisingly
rank governance and codes of conduct on bribery and corruption as their most
important elements. They are also keen to see companies report. Interestingly, these
top 3 ranking are shared by the media group perhaps indicating that these are elements
associated with information and transparency.
2.6 Areas of CSR
Given the broad definition of CSR they are many areas of business operations that are
affected by it. The most often elements of CSR are:
Governance: Sound governance, ethical conduct of staff, transparency of
operations, no conflicts of interest, compliance with listing rules, compliance with
corporate law.
Risk Management: Organizational health & safety, product safety, regulatory
compliance, reputation management, responsible business practices,
stakeholder engagement.
Value Chain: Responsible procurement, supplier management, externalization
of costs, supplier screening, supplier feedback, fair trade.
Social: Human rights, community engagement, philanthropic activities, charitable
donations, staff volunteering, social benefits, local capacity building, social
investment.
~ 32 ~
Employees; Turnover, moral, satisfaction, work life balance, internal culture
(transparency), labor practices, job security, remuneration, diversity, equal
opportunity, training.
Environmental: Environmental footprint, waste & pollution avoidance, eco-
efficiency, product recycling, sustainability, greenhouse gas emissions, resource
reduction, precautionary principle.
Measurement: GRI (Global Reporting Initiative) reporting, Internal & external
audits, verification statement, management targets.
2.7 The top five factors including in CSR
The distribution of responses is relatively similar there are some interesting
characteristics. In terms of good environmental performance, more businesses than non
businesses stakeholders consider it to be vital. Over fifty percent businesses see good
health and safety practices governance as very important or vital. More businesses than
non businesses see human resource management and good employment practices as
vital. But in terms of codes of conduct on bribery and corruption more non businesses
stakeholders see the issues as vital.
2.4.1 Allocation of response for good environment performance
2.4.2 Allocation of response for good health and safety practices
2.4.3 Allocation of responses in good human resources management and
employees practice
2.4.4 Allocation of response for codes of conduct on bribery and corruption
2.4.5 Allocation of responses on good corporate governance
~ 33 ~
CHAPTER 4
FINDINGS
3.1 FROM THE COMPANY’S
CSR plays a vital role in the society. Every organization set own CSR strategy to
develop their organization. Here many companies organized their own CSR policy:
3.1.1 Nestle India Ltd.
Product: Food manufacturing company
CSR Activities:-
Safe Drinking Water with the construction of facilities for drinking water and
laboratory in villages schools in the moga factory milk district.
Education and Training:
Purpose
The Nestle Ltd. creates awareness about the right education and encourages the
communities around its factories to send their children to school, so for that purpose
they developed a special program, “Let us go to school”
Nestle India support local school to help in the maintenance of public parks
and green belts.
They develop blood donation camp and health awareness program, the key
message of this program conservation, hygiene health and wellness are
progressively built into the community.
They established a “family day one a week” that day they play basketball or
walk around the zoo or family favoritism museum.
~ 34 ~
The Company provides assistance to farmers in the areas of cattle feed,
quality fodder seeds, veterinary medicines and mineral mixture.
They provide procurement of bank loan.
3.1.2 Procter and Gamble: -
Product: Beauty products, hare and care, home care product,
CSR Activities:-
P&G launched a program name is a UNIQUE ENVIRONMENTAL
EDUCATION PROGRAM for children in school across Bombay and Thane
representing a cross section of economic background.
Purpose
The multiplicity of Eco- system in India, Air around us, water, solid waste, and
adopting conservation in our life styles were the topics death with using
interesting media like, music, games, project work slides, video film, and group
discussion.
A another project of P&G is OPEN MIND IN 2000
Purpose
For this purpose it partnership with UNICEF and launched a project open mind to
support and educated children across the India and Australia. According to this
project 55% children’s can complete their primary education.
P&G is also launched a project DRISTI in 1993
~ 35 ~
Purpose
P&G also tie up with national association for the Blind (NAB) for restore eyesight
to 250 blind girls through corneal transplant operation. Till date 138 sight
restoring operation has been successful conducted across the country.
SECURE YOUR CHILD FUTURE IN 2003
For the continuous development of the community P&G is associated with SONY
entertainment television launched an education initiatives SHIKSHA- Secure your
child future across the country.
In order to ensure P&G reached the non Hindi speaking audience, a tie up with
three other channels in the south was undertaken
Purpose
By this decision those persons who have not able to speak and understood Hindi they can saw these channels.
GUJARAT EARTHQUAKE RELIEF
Purpose
P&G partnership with SWAYAM SHIKSHAN PRAYOG (SSP) opened four
community resources centre for the earthquake victims in Chaka sari, Paggivand,
Hanjiya and Jodhpur vands (Hamlets) in Gujarat.
This community centre educate children and gave training on building
earthquake resistant shelters and has supported the formation of 22 women
saving group which contributed towards an income generating funds. The
operation cost for each centre is RS. 25,000 per month met by P&G. And
currently working forming women micro credit group to ensure the sustainability
of these centre four to seven.
~ 36 ~
3.1.3 TATA STEEL LTD.:
Products: Chemical, pharmaceutical, Cement, automobiles, steel,
CSR Activities:
It develops social welfare department for the society.
Culture protection schemes and educational scholarships.
Organized training program to improve the employability of local youth.
TATA STEEL has undertaken several ventures on attain (EDUCATION FOR
ALL).
For development
TATA STEEL is continue to complete of this plan so it donate a building of 71
acre campus to XAVIOUR Institute to Tribal education in the effort. In the
Jamshedpur it creates Jamshedpur of arts.
In this program it support worth of RS.25 lakh, to more than 493 meritorious
students each year since 2004.
It identify every year for coaching that prepare them for higher studies. It make
camp school for underprivileged girls children with the help of Jharkhand
education project till 5th standard and qualifies for admission to class 6th in 2008-
09. In this program 200 girl children enroll in the two camp school.
For Health
The P&G LTD. is doing clinical outreach program and mobile medical facilities
and medicine distribute.
~ 37 ~
And it also gives eye care services
AIDS awareness program
Disabilities management program
Preventive Intervention:- Primary healthcare for protective illness.
3.1.4 Infosys Ltd.
Products: Computer components (PC, software, hardware)
CSR Activities:
Notebook distribution: The Infinite smiles CSR team has been distributing books and
stationery to underprivileged children across Karnataka since 2001. In 2009, the team
touched more than 45000 lives, including the tribal community. We collected donations
amounting to Rs. 10, 00,000. Our drive has been actively supported by the Dream
School Foundation, Ramana Clinic, Sri Vivekananda Youth Movement, Chrysalis and
other NGO’s.
Behavior and social skills development: Prayaas, Our local CSR team, organized a
program where 60 children from the Panchkula slum showcased their creativity in group
activities. The children were imparted training in social etiquette.
Medical camp and cleanliness drive: Prayaas has adopted Tanada village to drive
social transformation in the region. Our volunteers engaged residents in a cleanliness
drive to prevent malaria. A free camp for eye and general medical checkup was
organized. Medicines and spectacles prescribed by doctors at the camp were
distributed free of cost. The team collected data on health and sanitation related issues
to address them.
~ 38 ~
Educate: Sneham, our local CSR team, manages a dedicated internet portal to help
employees support education of the children of our housekeeping and security staff. In
2009, 1,500 members contributed approximately Rs. 14, 00,000 to support more than
370 students. Meritorious students were awarded for their performance. A special
award was presented to a girl child with exceptional recitation skills.
Summer camp: A month workshop was conducted in May 2009 at Karunaya Mane, a
child rehabilitation center, a child rehabilitation center. 30 children were taught art and
craft, dance, math, English, environment awareness, traffic rules, health and fitness,
and social etiquette. Quiz contests helped the children asses their general knowledge.
Play and Live (PAL): We use sports to boost the confidence of underprivileged
children, teach them various skills and change their outlook. We donated sports
equipment including carom and chess boards, and prizes such as watches, perfumes
and chocolates.
Language and computer education: Basic computer education was imparted to the
security and housekeeping staff of the DC. Our team also helped 10 guards improve
their English language skills.
~ 39 ~
3.2 RECOMMENDATION
For the education
The Asian Paints Ltd. Can offer a technical training camp for ITI’s or
polytechnics and other technical institutions
Benefits:
Because of this, local students and people can get some new ideas and they can
know as regards new technology which is using in the organization.
Students can also give suggestions for implement in support of good.
Asian paints can provide scholarship and basic computer education to
orphanage children.
Asian paints can improve infrastructure and health care facilities in schools
(dental camp, general check up camp for children’s)
Asian Paints can provide an ENT specialist for old age home.
For the better environment Asian Paints can plantation either side of road?
~ 40 ~
4.4 Recruitment process
Aptitude/ Technical written test- it consist of multiple choice questions based
on theoretical aspect for mechanical, chemical, electrical and instrumentation
subjects, those who score the requisite percentage in this test will move on the
next round.
Group discussion- This process is used only during mass recruitment. It serves
to indentify the few good candidates from amongst the many who have cleared
the first round and also as an effective filter.
HR Interview- This Interview is conducted by the HR Manager wherein the
attitude, communication skills, analytical skills and English speaking ability of the
candidates are tested.
Technical Interview- This interview is conducted by the senior manager of
senior manager maintenance as the case may be, the technical knowledge and
competence is tested here.
Plant Manager Interview- This is the round where the selected candidates are
interviewed directly by the plant manager himself. Here the plant manager
evaluated the technical competence again and also evaluate other aspects such
as confidence, energy level etc.
4.5 Production Scheduling
The asianpaints is the largest paint industry in India, asianpaints being divided in two
categories:
1. Decorative business unit
It is the largest business unit of the company contributing to over 70% to the
group revenue. Asianpaints operates in all segments- Interior wall finishes,
~ 41 ~
Exterior wall finishes, wood finishes and, metal paints. It has been market leader
for over years and leads every segments DBU is also known as:
Asian Paints home solutions
Predicting color trends
Kids World
2. Growth business unit
GBU is second business unit of the company which is used in the luxury, industry
paints and, road marking. The GBU is not the leader in the market but it hope
that in the earliest it will be leader in the market.
The asianpaints have six manufacturing plants in India and all over the World it has 28
plants. In India there are six plants:
1. Bhandup in Mumbai is the first plant of asianpaints in India, It can give the
production capacity p.a 30,000 KL
2. Ankleshwar in Gujarat plant can give the production capacity is p.a 1,00,000 KL
3. Patancheru in Andra Pradesh can give the production capacity is p.a 80,000 KL
4. Kasna In UP can give the production capacity is p.a 80,000 KL
5. Sriperumbdur in Tamilnadu can give the production capacity is p.a 50,000 KL
and,
6. The last and world biggest and fully automatic paints plant in Rohtak at Haryana
is currently set up which production capacity are 4, 00,000 KL which is more than
as compare to all five plants of asianpaints. The asianpaints Rohtak plant
produce only DBU paints.
~ 42 ~
4.6 Advertising
The asianpaints is the world largest paints company; company has advertised their
invention in several ways. The brand ambassador of asianpaints is “Saif Ali Khan” who
advertised the asianpaints products like “Apex ultima, ACE, Royale Play, Utsave and,
Tractor Emulsion”. Royale Play is the most costly brand product of asianpaints. The
latest advertisement is “Yeh Budget shadi hai, Yeh sirf dikhta mahanga hai”. In the
market it can further split into DBU and GBU Paints. DBU paints are highly price
sensitive and also cyclical. Monsoon is slack season while the peak business period is
Diwali festival time, when most people repaint their houses.
4.7 Sales figure of Asian Paints
Here the sales figure of asianpaints by profit and loss accounts and total income and
total expenditure of 5 years are showing:
Profit And Loss A/c of Asian Paints …….in Rs. CR……….
Income Mar05 Mar06 Mar07 Mar08 Mar09
Sales turnover 2366.15 2807.06 3389.79 4092.36 5042.40
Excise duty 313.87 359.28 436.42 496.83 532.28
Net sales 2052.28 2447.78 2953.37 3595.3 410.12
Other income 22.54 -9.40 34.38 52.29 23.86
Stock adjustment 74.92 -1.48 71.50 33.90 0.61
Total income 2149.74 2436.90 3059.25 3681.72 4536.59
Expenditure Mar05 Mar06 Mar07 Mar08 Mar09
Raw material 1200.33 1363.82 1733.28 2003.37 2641.09
Power and fuel 25.44 27.30 3.30 35.86 45.78
Other Manu. Exp. 118.35 129.43 155.60 195.54 239.77
Selling and admin exp. 23.90 25.75 31.53 39.26 40.45
Miss. Exp. 438.36 518.72 620.77 771.66 939.16
Preoperative expenses 0 0 0 0 0
~ 43 ~
Total exp 1822.47 2080.27 2588.59 3059.94 3916.80
Mar05 Mar06 Mar07 Mar08 Mar09
Operating exp 304.73 366.03 436.28 569.49 593.93
PBDIT 327.27 356.63 47.66 621.78 617.79
Interest 6.58 8.16 15.34 13.46 15.91
PBDT 320.69 348.47 45.32 608.32 601.88
Depreciation 47.61 45.33 45.42 43.7 57.15
Other written off 2.29 0 0 0 0
Profit before tax 270.79 302.94 409.90 564.55 544.73
Extra ordinary items -0.33 0.91 2.12 -2.69 3.60
PBT 270.46 303.85 412.02 561.86 548.3
Tax 96.98 117.08 139.99 186.66 185.97
Reported Net Profit 173.48 187.81 272.05 375.20 362.36
Total value addition 622.14 716.43 855.31 156.57 1275.71
Preference dividend 0 0 0 0
Equity dividend 91.13 119.90 124.70 163.06 167.86
Corporate Dividend tax 12.54 16.82 17.77 27.72 28.53
Per share data 0 0 0 0
Share in issue (lakh) 959.20 959.20 959.20 959.20 959.20
Earnings per share 18.09 19.58 28.36 39.12 37.78
Equity dividend% 95 125.00 130.00 170.00 175.00
Book Value 59.66 64.88 77.57 96.80 114.10
~ 44 ~
FINANCIAL RESULT
Balance sheet of Asian paints ………in Rs. Cr………..
Source of Funds Mar05 Mar06 Mar07 Mar08 Mar09
Total share of capital 95.92 95.92 95.92 95.92 95.92
Equity share capital 95.92 95.92 95.92 95.92 95.92
Share application funds 0 0 0 0 0
Preference share capital 0 0 0 0 0
Reserves 476.30 526.36 648.16 832.58 998.55
Revaluation reserves 0 0 0 0 0
Net worth 572.22 622.28 744.08 928.50 1094.47
Secured loans 28.37 31.88 66.90 36.70 24.59
Unsecured loans 36.68 40.70 40.70 40.70 40.70
Total debt 65.05 72.58 107.60 77.40 65.29
Total liabilities 637.27 694.80 851.68 1005.90 1159.76
Application of funds Mar05 Mar06 Mar07 Mar08 Mar09
Gross block 712.70 736.14 806.20 937.89 1116.393
Less: accumulated dep. 401.47 435.71 471.29 5.9.06 494.02
Net block 311.23 300.43 334.29 428.83 622.91
Capital work in progress 12.53 5.87 16.31 136.25 164.64
Investment 258.43 274.55 334.39 422.88 234.77
Inventories 330.79 348.79 434.07 538.97 546.71
Sundry debtors 148.96 185.11 235.96 251.91 311.02
Cash & bank 20.78 28.17 42.47 41.33 128.05
Total current asset 500.53 562.07 712.50 832.00 958.78
Loans and advances 96.67 123.78 156.69 203.00 186.37
Fixed deposits 0.26 0.21 0.02 0.02 0.21
Total CA, loans & advances 597.46 686.15 869.21 1035.22 1172.36
Deferred liabilities 0 0 0 0 0
Current liabilities 430.68 489.11 649.00 850.79 849.08
Provisions 111.70 107.29 54.15 166.49 185.84
Total CL & provisions 542.38 596.40 703.15 1017.28 1034.92
Net current assets 55.08 89.75 166.06 17.94 137.44
~ 45 ~
Miscellaneous expenses 0 24.26 0 0 0
Total assets 637.27 694.86 851.67 1005.90 1159.76
CHAPTER 6
RESEARCH METHODOLOGY
5.1 SAMPLE SIZE
The expectation level for each competency was calculated by means of a questionnaire
in which the plant manager, three senior managers, and the HR manager market their
market their expectation levels. Since the sample size is only 5, even one outlier could
impact the scores, but it assumed that this would be a serious defect since the five
managers mentioned above are very experienced and know everything with respect to
the Rohtak plant.
5.2UNIVERSE
~ 46 ~
The actual level was calculated by another questionnaire in which each
department manager had a rate of sample of their department subordinates
(Officers and technicians) on the desired competencies. It is assumed that the
rating was done fairly by the managers.
Recruitment tool pointed out some candidate as average but the company has
employed them due to shop floor pressure.
5.3TOOLS OF DATA COLLECTION
1. Interviews
This method consists of conduction interviews with the jobholders and
understanding their duties and functions. Further interviews could be conduct
with the superior in order to validate the inputs given by the job holder.
2. JOB OBSERVATION
This method is also known as shadowing. In this method, the person preparing
the job description would shadow or follow the job holder for a whole day or two
and understand the duties performed by time.
3. JOB QUESTIONNAIRE
In this method, the job holders complete a comprehensive questionnaire and
return it to the analyst. In case the management decides not to involve employee
in preparation of their own description, the questionnaire is completed by the
supervisor rather than the employee.
The methodology used in this project is the interview method. A series of
interview were conducted with the various job holders for whom the description
are being prepared. The similar interviews were conducted with their immediate
supervisor. Based on these inputs a rough draft was prepared and submitted to
the respective department manager for approval, reason behind this,
~ 47 ~
The observation or shadowing method is very time consuming and it
would take at least a week to complete one department exhaustively.
The questionnaire method was initially adopted but could not be continued
English and it did not seem feasible to translate the questionnaire into the
vernacular language.
~ 48 ~
CHAPTER 7
ANALYSIS
The asianpaints are biggest paints company and its 6 manufacturing plants in India here
only the Rohtak Plant observation and findings are showing by me. The above thins are
related to job observation and CSR are analyzed by from some interviews with job
holders and society members.
Interviews with employees
All the data which is collected by me is taken with the interviews with the employees. In
this analysis I interact with the every department employees and find their duties and
job areas. The data which is collected by me I show to whom and take the personal
suggestion and duties which is missed by me and do the corrections in that.
Interviews with the supervisor
In this analysis I meet to the supervisor of concern department and show the data and
activities which are collected by me and the employee gave me. The supervisor is look
up this and find his job observation and campantancies, and after that make a final
report of that observation and findings which is collected me and analyzed those and
take the permission and approval of that report for project matter.
Interviews with the society and companies
This project is on corporate social responsibilities so I collect the different data of
different companies. So for that the data which is collected by me I make that sure I
interact with the Two companies and call to other companies and find the necessity of
CSR in the society that the asianpaints what can do for them and give the final report to
the company.
~ 49 ~
Inputs from CSR net surfing’s and [MF] [MFG][10]
It is the master file of the company which is found on the “omnidocs”. It is the
company official software. In this software total 22 manual like production, training,
manufacturing, packing, HR, Accounts, administrative ……. , manuals.
Final consolidation
After analyzed all the data A final report prepare by me and show that to the function
manager and take the approval of that report and submitted this to whom.
Focus on CSR Knowledge
The number (And percentage) of papers by the categories of research focus are
presented in table 1 the data indicate that, confirming our expectations, articles focusing
on environmental and ethical subjects dominate CSR research in Management
accounting for 36 and 31 per cent of the articles respectively. The remaining categories-
Stakeholders and social, account for 18 and 15 percent of the papers respectively.
Arguably, this reflects the relatively more developed status of the environmental and
ethical subjects in their orientation to ecological science philosophy respectively, as well
as their status as management issues.
~ 50 ~
CHPTER 8
OBSERVATION AND RECOMMENDATION
7.1 OBSERVATION
1. Recruitment process is very lengthy. Candidates who are come for selection,
they pass a set of interviews. There are three round of interviews are taken in the
asianpaints selection process. One is HR interview, second is technical interview
which is taken by the department senior manager or manager, and the last
interview is taken by the plant head.
2. The question paper for interviews is very outdated and old, people who have
come for interview, many people witness that earlier than they reattempt the
paper yet again.
3. The asianpaints is largest paint company so the corporate social responsibilities
is show high and it follow so a lot of CSR activities, but the asianpaints Rohtak
plant are not put in order more CSR activities, it developed only environmental,
health and safety program and it reelection for future additional CSR activities for
the social order and atmosphere.
4. Competency Mapping
The gap between the technician and officer level is good. Here the standard level
and the actual scores are very high. All the technician and officers are high
skilled and they gives the better productivity. Gap between that is as like the
standard stability of the employee is 2.5 but the actual stability is 3.2. Here 2.5 of
standard level is keep by me and analyzed by fulfilling the questionnaire. Some
standard and actual competency is here are showing:
~ 51 ~
stabilit
y
flexibiity
technica
l exp
erien
ce
communica
tiion skills
0
0.5
1
1.5
2
2.5
3
3.5
4
standard levelactual score
Competency name Standard level Actual score
Stability 2.5 3.24
Flexibility 3.2 3.67
Technical experience 3 3.85
Communication skills 3.5 3.65
7.2 RECOMMENDATION
1. Interview procedure is completed in three rounds HR, Technician & plant
manager would be taken in order of (HR, Technical & Technical & plant head).
Because of the Rohtak plant is newly established plant and there are need of the
employees is immense. When plat is fully established and the production
capacity is maximum than it may be follow again.
2. The training program which is organized by the HR department is organized after
completing the work time of employees cause of this employees are not stand
and they can’t take the training and not developed his workability and skills.
3. The asianpaints can provide technical training for the local ITI and polytechnics
for increasing their self development and their abilities.
~ 52 ~
OBJECTIVES
1. Quality related
The asianpaints provide products and services that meet stated standard
on time, every time.
They shall continually improve processes to understand changing customer
needs and preferences and use the same as input for periodically
reviewing and revising performance standard of their products and
services.
They accept zero defects as a quality absolute, and shall design and
operate their quality system accordingly.
They shall organize their work practices to do a job right the first time,
every time.
They are committed to continual improvement in quality in all business
processes and shall track such improvement through measurable
indicators.
2. Health related
Comply with all applicable health safety statutory regulations.
Ensure zero accident and zero dangerous occurrences.
Accord the highest priority to health and safety of employees.
Adopt the asianpaints safety manual to achieve its health and safety
objectives.
Conduct risk assessment, safety audits/ inspections and take all remedial
measures to mitigate safety hazards, arising out of plant operations, within
and around the plant.
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Maintain a comprehensive on site emergency plan and related facilities to
handle emergencies.
Ensure that all processes developed at the plant are safe to people plant
equipment and environment.
SCOPE
Asianpaints is the largest paint company.
Worldwide total /28 plant, including 6 manufacturing plant in India.
Asianpaints is leader in only DBU sector not in the GBU.
Asianpaints wants to become leader also in GBU sector. At present Kansai
Nerolac is market leader in the GBU sector.
Understand the overall performance and progress of the company.
It informs to customers about company progressive attitude towards customers.
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JOB DESCRIPTION OF ASIAN PAINTS ROHTAK
1. POLYMER PRODUCTION BLOCK
Manager: Mr. Arjun Kumar
Designation: Production process officer – polymer block
Location: Polymer block
Reporting: Production Manager
Reportees: Production process technician – polymer block
General objectives: To ensure that the polymer batches are carried on as per
plan.
Duties
During the commissioning period inspecting the equipments installed by
the vendor ensure that it suits the production requirements.
During the commissioning period testing if the equipments is properly
functioning and the conformity exists between the equipments and the
DCS.
Producing the emulsion as per the production plan specified which must
confirm to the given quality norms.
Ensuring that adequate raw material is available for production.
Filling the issue slip and getting it approved by the admin, department to
receive the raw material.
Ensuring that raw material is stored at the appropriate temperature.
Verifying if the various utilities such a steam, cooled water and
compressed air are available for production.
Adopting quality check in process.
Producing the emulsion and transfer the product to the storage tanks.
~ 55 ~
Deciding the preventive maintenance and shut down period of the
machines.
Entering the appropriate SAP entries based on the production in case of
semi automated batches and monitoring process and material transaction
while running batches in auto mode through MES.
Planning the shift for the technicians.
Training and guiding the technicians.
Ensuring visual control in the premises.
2. PACKING DEPARTMENT
Manager: Mr. Bir Singh
Designation: Planning officer
Reporting to: Planning manager
Reportees: None
General objectives: Ensure that the plant production processes are in
conformity with the central plan.
Duties
Generate daily reports on the production process and
Analysis the reports and decide the production for that day and the next
day.
Forward these daily reports to the Head office.
Ensure that the physical production record is confirming to the SAP entries
generated by the production department.
Ensure that sufficient emulsion and packing materials are available.
Maintain quality records for audit purposes [QR PRD07- performance
report & QR PRD 022 - schedules].
Send fortnightly reports to the central planning department regarding the
accomplishment of production targets.
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Periodically attend meetings to decide the inventory plan and the required
production for the next quarter.
Once the plan is decide;
Analysis the plan according to capacity.
Prepare production if machines are idle.
Recruit more man power if necessary.
Decide on the man days required.
Co-ordinate with the HR for the recruitment.
Circulate reports to all concerned people.
Verifying everyday whether the process is going on a planned.
Solve discrepancies.
State reasons for the discrepancies to the central planning
department.
Duties
For the Denester
Cutting the strips which bind the nested pails together.
Removing the separator (Cardboard sheet).
Placing the pails manually on the conveyor.
Ensuring that the handle sequence is appropriate.
Machine maintenance and trouble shooting.
Machine 5S.
For the Depalettiser
Cutting the strip manually.
Feeding the palettes into the machine.
Machine maintenance and trouble shooting.
Machine 5S.
Maintaining a detailed log book of daily activities.
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Reading the shift report and understanding the current status of work.
Logging into the packing machine.
Ensuring that lids and containers are of the same vendor.
Ensuring that there are enough lids to continue packing without stoppage.
Logging in all problems encountered in the shift in the shit log book.
Ensuring that right stickers are picked and kept in the right pigeon hole.
Ensuring the shop floor stock of finished goods of minimum.
Ensuring return of excess packing material.
3. PRODUCTION DEPARTMENT
Manager: Mr. Rohit Mathur
Designation: Production technician
Location: WPB First floor (DCS control room)
Reporting to: Senior production officer
Reportees: None
General objectives: To ensure that the required raw material are transferred to
the processing stage and process is running smoothly
Shift activities
Logging into the DCS and MES system, reading the previous shifts reports
and understanding the problems logged in the DCS system for the
previous shift and keeping an eye on the problem for any report.
Releasing of the batches in MES in consultation with engineer to state the
batch as and when required.
Write the comments in the shift report and complete all ISO documents.
Monitoring the inventory level in silo, IBC pumping area, Day tanks, day
bins and inform it to the material technician.
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Activities related to batch
Monitor the progress of bath an eye to alarms related to load cells and actuated
valves and take immediate against it.
Monitor raw material pigging cycle.
Acknowledge prompts from MES regarding in process checks and change of
status of TSD / Mixer/ Silo.
Take sample from TSD and check for proprieties like PH, finished etc. Do
necessary adjustment to adhere to the information. Ensure no batches goes for
extra grinding. Try to analyze the data and solve the problem.
Discharge the batch from TSD to mixers and complete pigging operation.
Check the cleaning of TSD after flushing / cleaning the TSD with retractable a
spraying gun. If it is not clean, use manual jet clean the TSD.
Transfer the TSD batch to respective mixer and then getting it thinned and
approved in coordination with quality technician.
Ensure samples from mixers and getting approved.
Ensure running of UV units, scrubber and dust collection system.
Develop TBT training material & give effective tool box talk.
Induct new content by planning & imparting on the job training.
4. ENVIORNMENTAL HEALTH AND SAFETY DEPARTMENT
Manager: Mr. Sandeep Srivastava
~ 59 ~
Designation: Officer – environment cell
Location: EHS block
Reporting to: Manager – environment cell
Reportees: Technician – environment cell
General objectives: Ensuring that effluents from all departments are analyzed
on various parameters and ensuring that the treated water is free of harmful
chemicals.
Duties:
Ensuring the implementation of good housekeeping practices in ETP and scrap
yard and implementing 5S practice.
Instructing the incinerator operators about the batches to be taken through the
incinerator.
Ensuring that the required equipment is available to all ETP and inclinators
operators and issuing proper PPE to contract workman employed in
ETP/Hazardous scrap yard barrel cleaning area.
Sending the ETP performance report to all concerned manger in the plant on a
daily basis.
Ensuring the regular updating of the scrap register, and ETP and incinerators log
sheets.
Issuing manifest to the scrap material lifted every day.
Ensuring the movement of the sludge barrels regularly to the incinerators without
spillage.
Monitoring and maintaining waste barrel yard & barrel cleaning operations.
Conducting monthly environment meeting with various departments.
Co-coordination with various departments for compliance of EMS.
Controlling effluent and waste generation throughout the plant.
Sending the following report to HO(head office).
5. SATANDARDIZATION DEPARMENT
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Manager: Mr. Ankur Gupta
Designation: standardization officer
Locations: process engineering lab
Reporting to: standardization manager
Duties
Downloading the recipe from the optiva system and uploading into the PLM.
Transferring the recipe from PLM to SAP.
Deciding the different phases of raw materials and how the materials are to be
introduced into the process and deciding the process sequence.
Generating standardization process order.
Planning of the lab bathes.
Making arrangement fro the materials.
Calculating the recipe factor.
Ensuring that all material is weighted accurately and exactly.
Monitoring the batches and ensuring that all the parameters are uniformly
maintained.
Conducting the process checks (film test, coloring test, smoothness test etc.)
After completion making sure that all the equipments are cleaned.
Conducting the necessary minimum controls test in the lab.
If the batch fails, studying the causes of failure and troubleshooting.
If some adjustment can be made to salvage the failed bathes, carrying out the
same.
Preparing the batch records.
Maintaining the raw material status sheet order to replenish the raw materials
stocks.
Preparing the standardization report for purpose of gate meeting.
Coordinating with the MES team to Standardizes the MES system.
Planning the plant route assignment in the PLM.
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Technician level
Bringing the raw material manually.
Weighting the raw materials according to the recipe and charging if into the
TSD/reactor.
Carrying out the batch as instructed by the standardization officer.
Conducting in the process checks and getting in verified by the standardization
officer.
After discharging the batch , cleaning of TSD.
Ensuring that any spillage on the work floor is cleaned.
Updating the raw material quantities in the raw material status sheet.
Autonomous maintenance pf the equipment and ensuring 5S.
Handling any other expectation that may arise.
Maintaining detailed log book of day activities.
6. QUALITY OF ASSURANCE DEPARTMENT
Manager: Mr. P. Sunil
Designation: RM and emulsion quality officer
Location: raw material lab
Report to: quality manger
Reportees: RM lab technicians
General objective: ensuring that raw material quality and conducting audits.
Duties
Preparing daily inspection status report.
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Preparing pending material status report.
Supervising the sampling process and guidance the technicians wherever
necessary.
Conducting frequent audits in raw material Godown, Tank farm, barrel Godown I
and barrel Godown 2.
Making appropriate entries in SAP regarding material discharge.
Assigning inspection plan.
Training the technicians.
Auditing of emulsion batch processing.
In case the material rejected, supervising the joint testing process.
Maintaining a record of instrument calibration and maintenance.
Ensuring that appropriate safety measure are tested every week .
7. MATERIAL DEPARMENT
Manager: Mr. Alok Dhar
Designation: powder RM unloading & storage technician
Location: Raw material Godown
Reporting to: diploma officer RMG
Reportees: None
General objective: to ensure that the power raw material are properly unloaded and
stored.
Duties:
~ 63 ~
Affixing the good received stamp on the lorry receipt the unloading is done. In
case vehicle detention essential, It has to be brought to the notice of the officer
and the reasons conveyed.
Deciding location allocation (which material to be arrange where)
Forwarding a sample to QA to verify the quality and accept or reject the material
accordingly.
Tagging the power bags with identification levels containing the details as
follows:
Material code
Material name
Material description
Gate entry
Received date
Approval status sticker (green – approved, red – rejected, yellow – in
process).
Supervising of loading the rejected material and the empty bags on the Lorries.
Troubleshooting any issues which may with the hoist and the dock.
Assisting and overseeing the silo charging function, in case the technician in
charge is on leave.
Maintaining 5S in work place.
Training and supervising the contract labor in the operation of hoist and dock
leveler.
Physical counting of RM during quarterly stock taking.
~ 64 ~
8. MAINTENANCE DEPARMENT
All the technician and officer level
Designation: electrician maintenance technician
Reporting to: Senior officer – technician
Reportees: None
General objective: to manually troubleshooting any electrical problem which may arise
in the plant.
Duties
Switching on the DCS in the morning.
If DCS is not functioning, manually operating it.
If problem persist, taking it to the notice of the senior officer.
Verifying if any problem are pending in previous shift and rectifying them
Handling if any problem such as panel control problem, short circuits, control wire
problems, contactor overload, drive VFD etc.
Verifying if the entire instrument is in good condition and taking measure to
replace the faulty ones.
Monitoring and maintaining the power consumption.
Maintaining plant power factor.
Maintaining all utilities equipments from electrical aspect.
Taking care of equipment preventing maintenance.
Maintaining 5S.
~ 65 ~
QUESTIONAIRE
This questionnaire will help me to think on my project work efforts towards responsible
entrepreneurship be raising questions on the possible ways. I could improve my project
work successfully and sensible manner. The questionnaire will also help me to indentify
further actions which were taken by me to strengthen in completion of my project and its
performance.
In the questionnaire there are no rights or wrong answers rather the questions should
prompt consideration of actions which were taken. Here some types of questionnaire
are showing by me:-
1. WORKING QUESTIONNAIRE
2. ENVIRONMENTAL QUESTIONNAIRE
3. COMMUNITIES QUESTIONNAIRE
4. COMPANY QUESTIONNAIRE
~ 66 ~
1. WORKPLACE QUESTIONNAIRE
1. Do you encourage your employees to develop real skills and long term
carriers (e.g. via a performance appraisal process, training plan)?
Yes □ No □ In part □ Don’t know □ Not applicable □
2. Do you consult with employees on important issues?
Yes □ No □ In part □ Don’t know □ Not applicable □
3. Does your enterprise have suitable arrangements for health, safety and
welfare that provide sufficient protection for your employees?
Yes □ No □ In part □ Don’t know □ Not applicable □
4. Does your enterprise actively offer a good work life balance for its
employees, for example, by considering flexible working hours a allowing
employees to work from home?
Yes □ No □ In part □ Don’t know □ Not applicable □
2. ENVIORNMENTAL QUESTIONNAIRE
1. Have you tried to reduce your enterprise’s environmental impact in terms of energy conservation?Yes □ No □ In part □ Don’t know □ Not applicable □
2. Waste minimization and reclying?
Yes □ No □ In part □ Don’t know □ Not applicable □
~ 67 ~
3. Pollution prevention (e.g. emissions to air and water, efficient discharge, noise)?Yes □ No □ In part □ Don’t know □ Not applicable □
4. Protection of the natural environment?Yes □ No □ In part □ Don’t know □ Not applicable □
5. Sustainable transport options?Yes □ No □ In part □ Don’t know □ Not applicable □
6. Does your enterprise supply clear and accurate environmental information on its products, services and activities to customers, suppliers, local community, etc.?Yes □ No □ In part □ Don’t know □ Not applicable □
3. COMMUNITY QUESTIONNAIRE
1) Does your company offer training opportunities to people form the local community (e.g. apprenticeship of work experience for the young or for disadvantage groups)?Yes □ No □ In part □ Don’t know □ Not applicable □
2) Does your enterprise try to purchase locally?Yes □ No □ In part □ Don’t know □ Not applicable □
3) Are your employees encouraged to participate in local community activities (e.g. providing employee time and expertise, or other practical help)?Yes □ No □ In part □ Don’t know □ Not applicable □
4) Does your enterprise give regular financial support to local community activities and projects (e.g. charitable donations or sponsorship)?Yes □ No □ In part □ Don’t know □ Not applicable □
~ 68 ~
5) Do you have an dialogue with the local community on adverse, controversial or sensitive issues that involve your enterprise (e.g. accumulation of waste outside your premises, vehicles obstructing roads or footpath)?Yes □ No □ In part □ Don’t know □ Not applicable □
5. COMPANY QUESTIONNAIRE
I. Have you clearly defined your enterprise’s values and rules of conduct?Yes □ No □ In part □ Don’t know □ Not applicable □
II. Are your customers aware of your enterprise’s values of rules of conduct?
Yes □ No □ In part □ Don’t know □ Not applicable □
III. Are your employees aware of your enterprise’s values and rules of conduct?Yes □ No □ In part □ Don’t know □ Not applicable □
IV. Do you train employees on the importance of your enterprise’s values and rules of conduct?Yes □ No □ In part □ Don’t know □ Not applicable □
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BIBILOGRAPHY
All the data and content which includes in this projects by is bring with a
small number of company website and company documents file name is
MASTER FILE in their all the data of the company and plan occupied.
www.mallenbaker.com [CONTENT OF CSR]
www.asianpaints.com
Master file of omnidocs
[MF] [MFG] [10] TRAINING MANUAL OF ASIAN PAINTS
[MF] [MFG] [15] HUMAN RESOURCE MANUAL OF ASIAN PAINTS
MAGAZINE OF ASIAN PAINTS
FINANCIAL REPORT OF ASIAN PAINTS
www.nestleindia.com
www.tatasteelindia.com
www.PGindia.com
All the departmental job description of asianpaints in this report is taken
by all the senior manager and employees of concern department, which is
strictly follows by me.
~ 70 ~
INDUSTRIAL PRODUCT PORTFOLIO
1. AUTOMATIVE COATINGS
A. OEM, Finishes (original equipment manufacturer)
Primer coat (Cathode electrode disposition ) Mostly polymer based (Intermediate coat) Acrylic or polyester based (Top cost)
B. Auto Refinishes
Deltron Range (Polyurethane based) Bilux Range (Polyurethane based) Apca Range (Nitro cellulose based) Aspa Range (Alkyd based)
2. POWER COATINGS
Apcoshield Range (Primary hybrid [epoxy polyester based products]) Hawcoplast Range (Primary hybrid [epoxy polyester based products])
3. PROTECTIVE COATINGS
Apcothane Range (PU based) Apcodur Range (Epoxy Based) Apcomin Range (Alkyd Range)
4. ROAD MARKING
Thermoline Range (BS 3262 specification [British standard]) Apcomark Range (MORT & H specification) [Ministry of Road transport and highways]
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