PROJECT REPORT

ON
INDUSTRIAL VISIT
TO
BHARAT HEAVY
ELECTRICALS LIMITED
(BHEL)
and
HERO HONDA MOTORS
LIMITED

Submitted to:
Dr. R.K. Singh
Director – M.B.A.-H.R. &I.R
L.U. – I.M.S
 Submitted by:
Namita Gupta
M.B.A.-H.R. &I.R (3rd sem)
L.U. – I.M.S.

Acknowledgement

H.R. & I.R. are important aspect of any organization as they deal with the
organization’s most valued assets – people working there who individually
and collectively contribute to the achievement of the objectives of the
business. I am really grateful to L.U. - I.M.S for giving me the opportunity
to visit the plant of Bharat Heavy Electricals Limited (BHEL) and Hero
Honda, Haridwar and help gaining the practical knowledge which has been
an immense learning experience.

I would like to thank Dr. R.K. Singh (Director, M.B.A.-H.R. &I.R.) and
Dr. Archana Singh who arranged the visit and helped me enhance my
knowledge.

My special thanks to Mr. Pankaj Kumar at BHEL and Mr. Arsh Rachit at
Hero Honda who gave us useful information about the work life and various
policies and procedures followed and helped made the visit a success.

I am also grateful to my seniors and friends who gave various useful

suggestions and guidance for the completion of the project.

For all those whom I have inadvertently forgotten, thank you for everything.

2
 Table of contents
S. No. Contents Page No.
1. Introduction 4
2. BHEL 5
2.1 Company Profile 6
2.2 About Haridwar plant 10
2.3 Observations 18
2.4 H.R. Perspective 20
2.5 Suggestions 31
3. Hero Honda 33
3.1 Company Profile 34
3.2 Observations 40
3.3 H.R. Perspective 42
3.4 Suggestions 45
4. Conclusion 47

3
 Introduction
Visit to industrial plant helps provide a practical experience of what we
study in classrooms and through the text books. They help make us
understand how people in an organizational setting actually work together as
a team and together coordinate towards achievement of organizational
objectives.

Through this project, I provide my report on the industrial visit to Haridwar

situated plant of BHEL and Hero Honda.

This visit was a part of industry interface program where the students got a
practical view of organization and its working with a special emphasis to
H.R. perspective.

The objective of this study was to impart knowledge in the field of H.R. &
I.R. by the way of industrial exposure.

The methodology adopted for the study comprised of visit to the plant
premises and observing. A question and answer round was also arranged
where the queries were answered. Information available on the websites of
BHEL and Hero Honda was also used.

Although the study is limited by various constraints of time, space (visit

being limited to plant premises) and individual differences etc, yet it has
been an immense learning experience for all students of M.B.A. - H.R &
I.R.

4
 BHARAT HEAVY
ELECTRICALS LIMITED
(BHEL)

5
 Company profile
In 1956 India took a major step towards the establishment of its heavy
engineering industry when Bharat Heavy Electricals Ltd., (BHEL) setup
at Bhopal. It progressed rapidly and three more factories went into
production in 1965. The main aim of establishing BHEL was to meet the
growing power requirement of the country. BHEL appeared on the power
map of India in 1969 when the first unit supplied by it was commissioned at
the Basin Bridge Thermal Power Station in Tamilnadu. Within a decade,
BHEL had commissioned the 100th unit at Santaldih, West Bengal.

Today, BHEL is the largest engineering and manufacturing enterprise in

India in the energy-related/infrastructure sector. BHEL was established
more than 40 years ago, ushering in the indigenous Heavy Electrical
Equipment industry in India - a dream that has been more than realized with
a well-recognized track record of performance. The company has been
earning profits continuously since 1971-72 and paying dividends since
1976-77.

BHEL manufactures over 180 products under 30 major product groups and
caters to core sectors of the Indian Economy viz., Power Generation &
Transmission, Industry, Transportation, Telecommunication, Renewable
Energy, etc. The wide network of BHEL's 14 manufacturing divisions, four
Power Sector regional centres, over 100 project sites, eight service centres
and 18 regional offices, enables the Company to promptly serve its
customers and provide them with suitable products, systems and services --
efficiently and at competitive prices. The high level of quality & reliability
of its products is due to the emphasis on design, engineering and
manufacturing to international standards by acquiring and adapting some of
the best technologies from leading companies in the world, together with
technologies developed in its own R&D centres.

BHEL has acquired certifications to Quality Management Systems (ISO

9001), Environmental Management Systems (ISO 14001) and Occupational
Health & Safety Management Systems (OHSAS 18001) and is also well on
its journey towards Total Quality Management.

6
BHEL's operations are organized around three business sectors, namely
Power, Industry - including Transmission, Transportation,
Telecommunication & Renewable Energy - and Overseas Business. This
enables BHEL to have a strong customer orientation, to be sensitive to his
needs and respond quickly to the changes in the market.

BHEL's vision is to become a world-class engineering enterprise,

committed to enhancing stakeholder value. The company is striving to give
shape to its aspirations and fulfill the expectations of the country to become
a global player.

The greatest strength of BHEL is its highly skilled and committed 42,600
employees. Every employee is given an equal opportunity to develop
himself and grow in his career. Continuous training and retraining, career
planning, a positive work culture and participative style of management - all
these have engineered development of a committed and motivated
workforce setting new benchmarks in terms of productivity, quality and
responsiveness.

BHEL has taken India from a near total dependence on imports to

complete self-reliance in this vital area of power plant equipment. BHEL has
supplied 97% of the power generating equipment that was commissioned in
India during 1979-80. BHEL has already supplied generating equipment to
various utilities produce annually; equipment capable of generating
6000MW. This will grow further to enable BHEL to meet all of India’s
projected power equipment requirements, as well as sizeable portion of
export targets.

Probably the most significant aspect of BHEL’s growth has been its
diversification. The constant reorientation of the organization to meet the
varied needs in time with time a philosophy that has led to the development
of a total capability – from concept to commissioning not only in the field of
energy but also in industry and transportation. In the world power scene,
BHEL ranks among the top ten manufacturers of power plant equipment and
in terms of the spectrum of products and services offered, it is right on top.

7
 BHEL’s technological excellence and turnkey capabilities have won it
world wide recognition. Over 40 countries in the world over have placed
orders with BHEL covering individual equipment to complete power
stations on a turnkey basis. In 1978-79 export earnings reached Rs.122
crores, the highest for any year.

BHEL has its headquarters at New Delhi. Its operations are spread
over 11 manufacturing plants and number of engineering and service
divisions located across the country. The service divisions include a network
of regional branch offices throughout India.

BHEL is aware that both its national and international commitments

will increase greatly in the years to come. And it faces the challenges and
the tasks ahead with the confidence acquired through the wealth of
experience in the world market it serves.

FACTORIES

 BHOPAL Heavy Electrical Equipment Plant

 BANGLORE Control Equipment Division,

Electro-Porcelain Division

 HARDWAR Heavy Electrical Equipment Plant &

CFFP

 GOINDWAL Industrial Valves Plant

 JAGDISHPUR High Tension Ceramic Insulation

Plant

 JHANSI Transformer Plant

 HYDERABAD Heavy Power Equipment Plant

 TIRUCHIRAPALLI High Pressure Boiler Plant

 RANIPET Boiler Auxiliaries Project

8
 COLLABORATORS

 Combustion Engineering Inc. U.S.A.

 Air Preheats Co. Inc. U.S.A.

 Suljew Brothers Switzerland

 Internation General Electrical Co. Inc. U.S.A.

 Creuset Loire France

 Nuoveo Pignore S.P.A. Italy

 Svenska Flaktabrites Sweden

 Siemens Ag. W. Germany

 English Electric Co. U.K.

 Pronum Ashenport U.S.S.R.

 Hitachi Japan

 Weir Pumps Ltd. U.K.

9
 AT HARIDWAR

Against the picturesque Shivalik foot hill of the Himalayas and on the banks of the holy
Ganges in Ranipur near Hardwar are located the two manufacturing plants of BHEL:
Heavy Electrical Equipment Plant (HEEP) and Central Foundry Forge Plant
(CFFP) employing abut 10000 people.

Heavy Electrical Equipment Plant is equipped to produce steam and Hydro Turbines with
matching Generators, Industrial manufacturing Thermal sets up to 1000MW capacity.

Located immediately south of HEEP is the Central Foundry Forge Plant setup.

The Pollution Control Research Institute (PCRI) has also been set up at BHEL,
Hardwar with the help of United Nations Development Program (UNDP). The
institute is located just below the Shivalik hills towards the northern side of HEEP.

The Heavy Electrical Equipment Plant was set up in technical collaboration with M/s
Prommash-export of USSR. The construction of the plant commenced in 1962 and the
production of equipment was initiated in early 1967. In 1976, BHEL entered into a
collaboration agreement with M/s Kraftwerk Union A.G. of West Germany for design,
manufacture, erection and commissioning of large size steam turbines and turbo
generators of unit rating up to 1000MW.

Much before the manufacturing of the first electrical machine at HEEP BHEL Hardwar,
the HRD Centre was established in the year 1963. known as Technical training School in
the yesteryears, the foundation stone of HRD was laid on 17th July 1963 by the then
Chief Minister of Uttar Pradesh, Late Shri C.B.Gupta. The Technical Training School of
1963 became popular as Training School in the later years. In fact the campus and
building of HRD was the first to be built in BHEL Township. The earlier years saw
training of first batch of artisans and engineers in the erstwhile ‘Technical Training
School’. The Centre was utilized for large scales fabrication activity, which helped the
erection of Heavy Electrical Equipment Plant.

Over a period of 36 long years spanning more than three decades, the center has grown
both in its field of activities and magnitude of efforts made to develop human resource.
Initially the objective was solely training of artisans who were to man the plant of HEEP.
Skill training in the various trades relevant to the plant was indeed the primary goal. The
scope and function of the Centre later expanded to include training of supervisors,
engineers and managers. The growth of Center kept pace with the demands of changing

10
technology and complexities of management due to ever changing environment
conditions.

PRODUCT PROFILE OF HEEP

S.No. PRODUCT RANGE

1. Thermal sets Steam Turbines & Turbo Generators

of unit size upto 1000 MW.

2. Hydro sets Custom-built conventional Hydro Turbine of

Kaplan, Francis & Pelton with matching
generators upto 250 MW unit size.

3. Gas Turbines Combined 60,150 & 200 MW.ISO Ratings.

Cycle Power Plant. With Steam Turbines upto 300 MW.

4. Electrical Machines. Medium & Large sized AC/DC Electrical

Machines various capacities upto 20MW

5. Medical equipment. 4-6 MeV Linac Accelerator Machine for

treatment of cancer.

6. Equipment for Nuclear Turbines & generators up to 500MW

Power Plant. Steam generator up to 500MW unit size,
Reheaters/Separators, Heat exchangers &
pressure vessels.

7. Control Panel. Control panel for voltage upto 400 kW &

control desks for generating stations & EMV
sub-stations.

8. Defense equipment. Naval guns with collaboration of Italy.

PRODUCT PROFILE OF CFFP

S.No. PRODUCT RANGE

11
 1. Steel castings. Up to 50 T/pc.wt. Cast weld upto 80T/pc.wt.

2. Steel forging shafts. Up to 55T/pc.wt.Max. Dia 2000 mm.Length – 14m.

BHARAT HEAVY ELECTRICALS LTD.
3. Rings. Max. Dia 3000mm. Thickness- 3800mm.

4. Discs. Max. Dia. 3500mm.Thickness-variable.

HARDWAR

HARDWAR

CHART SHOWING THE DIFFERENT BLOCKS OF BHEL,

HARIDWAR

HEEP (HEAVYEL ECTRICAL CFFP (CENTRAL FOUNDARY

EQUIPMENT PLANT) FORGED PLANT)

BLOCK-1: ELECTRICAL MACHINE SHOP

BLOCK-2: HEAVY FABRICATION SHOP

BLOCK-3: TURBINE MANUFACTURING BLOCK

BLOCK-4: CIM (COILS & INSULATION MANU-

FACTURING) BLOCK

BLOCK-5: CONDENCER FABRICATION &

FORGR BLOCK

BLOCK-6: FABRICATION SHOP, DIE SHOP,

STAMPING SHOP)

BLOCK-7: CARPANTARY SHOP

BLOCK-8: HEAT EXCHANGER SHOP 12

 DESCRIPTION OF 8 BLOCKS OF HEEP

BLOCK-1< This is the main block of HEEP named as Electrical Machine Shop.
The main products of this block –1 are turbo generators, hydro generators & AC
and DC motors.

BLOCK-2< This is a Heavy Fabrication Shop in which fabrication of all type of

parts of turbines as well as generators are done.
In this block work is divided into four steps namely Bay-1, Bay-2, Bay-3, and
Bay-4.In Bay-1 Preparatory work is been done i.e. cutting, shaping, grinding,
pressing etc. In Bay –2 & Bay-3 assembly work is done. Bay-4 is called HMS
(Heavy Machine Shop) in which all types of components of turbine, generators
and motors are manufactured.

BLOCK-3< This block is called Turbine Manufacturing Block. This block

contributes maximum in terms of turnover. Here steam, Gas & Hydro all three
types of turbines are manufactured. This Block also divided into 4 Bays. And
these bays are further divided into several sections and shops.

CHART SHOWS THE CLASSIFICTION OF THE BLOCK-3

13
 BLOCK-3

BAY-1 BAY-2 BAY-3 BAY-4

HMS (Heavy HMS BEARING BLADE

Machine shop) SECTION SHOP

ASSEMBY
ASSEMBLY TURNING TURNING
SECTION
SECTION SECTION SECTION

OSBT ASSEMBLY HEAT

SECTION TREATMEN
-T SECTION

GOVERNING
SECTION

BLOCK-4< Block-4 is called as CIM (COILS & INSULATION) BLOCK. In this

block coils of Generators & motors are made & assembled. Also insulation of all
DC & AC motors and Generators are done.

BLOCK-5< Block-5 is called as CONDENSER FABRICATION & FORGE

BLOCK. All type of condenser used for refrigeration purpose in turbines are
fabricated here.

BLOCK-6< Block –6 is divided into 3 parts Fabrication shop, Die shop,

Stamping shop.

Block-7< This Bock is called as CARPENTRY SHOP. In this Block all

carpentry work is done such as making of wood pattern for casting
purpose, making of fixtures, large wood container used for packing
of several jobs like different components of Turbines, Generators,
motors etc.

Block-8< This is the last block of Heavy Electrical Equipment Plant (HEEP)
named as HEAT EXCHANGER SHOP. In this Block all type of Heat Exchanger
of Steam turbines are manufactured.

14
 DEPARTMENTS OF BHEL (HARDWAR)
 Engineering & commercial.
 Personnel & Administration.
 Works engineering & services.
 Finance.
 Electrical Machine manufacturing.
 Turbine manufacturing.
 Fabrication & Welding.
 Quality Management.
 Technology & Tool room.
 Insulation system & G.R.I.
 Material Management.
 Defense projects
 Business Development.
 Productivity & TQM.
 Resource planning & Technological development.
 Quality surveillance.

15
  Material Management & Inventory control.
 Gas Turbine projects.
 KWU(Kraft Work Unit) collaboration
 Vigilance.
 Pollution control research Institute.

Beside these there are four sub-departments which are controlled by personnel &
administration. They are as follows:-
• Personnel.
• Township administration & Development.
• Medical.
• Human Resource Development Center or training center.

The personnel dept. has been further sub-divided into the following

1. Personnel (OE & Policy)

2. Personnel (E & C / IR)
3. Operation cell
4. Welfare
5. Canteen
6. General Administration cell / legal
7. Law
8. Recruitment cell
9. Liaison cell
10. Manpower Planning
CLASSIFICATION OF EMPLOYEES OF BHEL
(HARDWAR)

EXECUTIVES
1. ED
2. GM
3. AGM
4. Sr. DGM
5. DGM
6. Sr. Manager
7. Manager
8. Dy.. Manager
9. Sr. Engineer/Sr. Personnel Officer/Sr. Adm. Officer.
10. Stores Officer/Sr. Accounts Officer
11. Engineer/Personnel Officer/Adm. Officer/
12. Store officer/Accounts Officer

16
SUPERVISORS

1. Sr. Executive Foreman

2. Executive Foreman
3. General Foreman/Chief Supervisor
4. Foreman/Store holder Grade I/Sr. Accountant Grade I/ Sr. Officer
Superintendent
5. Asst. Foreman/Store holder Grade II/Accountant Grade II / Officer
superintendent
6. Charge man/Store holder Grade III/Accountant Grade III/ Asst. Officer
superintendent

TECHNICIAN

1. Chief Technician
2. General Technician
3. Master Technician
4. Sr. Technician
5. Technician

ARTISANS

1. Electrical Grade I,II,III,IV

2. Draftsman Grade I,II,III,IV
3. Fitters Grade I,II,III,IV
4. Machinist Grade I,II,III,IV
5. Turner Grade I,II,III,IV
6. Welder Grade I,II,III,IV
7. Winder Grade I,II,III,IV
8. Rigger Grade I,II,III,IV
9. Crane Operator Grade I,II,III,IV
10. Lab. Assistant Grade I,II,III,IV
11. Black smith Grade I,II,III,IV
12. Patternmaker Grade I,II,III,IV

CLERICAL STAFF (NON-SUPERVISOR)

1. Librarian
2. Compounder
3. Pharmacists
4. Nurses
5. Dresser
6. Telex/Telephone operator
7. Driver

UNSKILLED/SEMI-SKILLED WORKERS:

17
 1. Peons
2. Mails
3. Sweepers

Workers on daily wages etc.

Observations
BHEL is the largest engineering and manufacturing enterprise in India in
the energy-related/infrastructure sector. BHEL manufactures over 180
products under 30 major product groups and caters to core sectors of the
Indian Economy viz., Power Generation & Transmission, Industry,
Transportation, Telecommunication, Renewable Energy, etc.

The high level of quality & reliability of its products is due to the emphasis
on design, engineering and manufacturing to international standards by
acquiring and adapting some of the best technologies from leading

18
companies in the world, together with technologies developed in its own
R&D centres.

The greatest strength of BHEL is its highly skilled and committed

employees. Every employee is given an equal opportunity to develop
himself and grow in his career. Continuous training and retraining, career
planning, a positive work culture and participative style of management - all
these have engineered development of a committed and motivated
workforce setting new benchmarks in terms of productivity, quality and
responsiveness.

BHEL has its headquarters at New Delhi. Its operations are spread over 11
manufacturing plants and number of engineering and service divisions
located across the country.

At Haridwar, against the picturesque Shivalik foot hill of the Himalayas

and on the banks of the holy Ganges in Ranipur are located the two
manufacturing plants of BHEL: Heavy Electrical Equipment Plant
(HEEP) and Central Foundry Forge Plant (CFFP) employing abut 10000
people. The Pollution Control Research Institute (PCRI) has also been
set up at BHEL, Hardwar with the help of United Nations Development
Program (UNDP).

As one enters the premises one is beauty struck by the green grass, lush trees
and blooming flowers. The factory premise is absolutely clean and free from
effluvia. Proper arrangement is made for ventilation. The environment is
eco-friendly and total pollution free. There are no fumes, smoke, hazardous
gases etc.

The work atmosphere is healthy and comfortable. Due importance is given

to hygiene and safety of workers. There is provision of healthy sanitary
facilities, such as supply of potable water, disposal of wastes, good
housekeeping and the like.

The general shift of workers is 8:00 to 5:00. There is no night shift for
women workers.

Workers participation in management is encouraged here. There are 5-6

trade unions of employees functioning at BHEL.

19
BHEL is also involved greatly in corporate social responsibility. Villages
nearby are provided with free medical facilities. Schools such as DPS,
Central Schools are supported by BHEL.

H.R. Perspective
PERSONNEL DEPARTMENT IN B.H.E.L (HARIDWAR):

The corporate personnel objectives enshrined in the company’s corporate

plan first issued in 1974 are:

“To evolve a participate style of management which will ensure

working conditions & job satisfaction to all employees, wage

20
commensurate with their performance, career advancement & goodwill
amongst all employees, & respect for the human individual.”

OBJECTIVES:

 To plan the manpower requirement & budget the human

resources with necessary qualification, skills, aptitude, merit &
suitability in accordance with the organizational requirements.
 To ensure that the company attracts & retains the best of
personnel in each of the areas of functioning.
 To focus on placement of employees in the job to which they are
best fitted.
 To adapt to & fulfill the socioeconomic commitment of the govt.
to the unfortunate/minority sections.
 To systematically build up a model system for the guidance of &
emulation by other enterprises both in the public & private
sectors.

Various sections & sub-section at work in personnel division of HEEP,

Hardwar is called CELLS. A brief overview of the functioning & basic
procedure carried out at different cells of personnel division is as follows:

 MAN POWER PLANNING:

1. “Man power planning” & “Human resources” planning are

synonymous.
In the past, the phrase manpower planning was widely used; but now
the emphasis is on human resource planning which is broader based.

Human resources & manpower planning is the process by which a

management determines how an organization should move from its
current position.

2. Man-power planning, in any organization makes sure that right

person is
available at the right time for doing a specified job which they can do
most economically.
It deals with the manpower policy of the company, i.e., whether it let the
system go on as it is or it undergoes a continuous evaluation of

21
 vacancies being created, the cause for these vacancies, viz., retirements,
death, resignations, transfers etc. It sees that a continuous review is done
& efforts are made for refilling the posts.

Each department sends its manpower requirement to man-power-planning

department. On the basis of this chart, manpower summary is prepared
which includes present number of employees, addition & deletion in the
number during the coming six months & the anticipated number of
employee after 6 months.

 RECRUITMENT:
Recruitment is the process of identifying the sources of potential employees
& encouraging them to apply for jobs in the organization. The main purpose
of recruitment is to create a pool of candidates from which personnel with
required skill could be selected.
Various departments give number of employee's shortfalls in their respective
departments, because of retirement, death, transfer etc. of the employees, to
productivity services department. Then productivity service department
checks whether the number of persons demanded are actually required or
not. This department sends information to manpower planning department,
whose job is to get sanction from corporate office, the recruitment section
comes into action.

SOURCES OF RECRUITMENT:
♣ From employment exchange.
♣ From advertising in newspapers.
♣ Through campus interview of reputed engineering/
management institute.
♣ From the post of technical/professional personnel
maintained by the N.C.S.T & other governmental agencies.
♣ Any other sources as approved by the competent authority in
Exceptional circumstances.

MODE OF RECRUITMENT:

A. Unskilled, Semiskilled, Skilled & Supervisor group:

22
 These posts are filled by external source & simultaneously, an internal
advertisement is issued for information of such of the employees who may
wish to be considered in the selection.

B. Executive & Senior executive cadre:

Normally the advertisement is issued in leading daily newspaper to tap fully
the potential available in the open market. Simultaneously a notification is
sent to DGET with a request to sponsor suitable candidates, if any,
registered roaster.
PREFENCES IN RECRUITMENT:
 Giving reservation to scheduled cast/scheduled tribes, ex-
serviceman, backward classes etc. All units/division sends a
periodically reports to the corporate office are required.
 Ex-propriated land owners.
 Dependent of deceased employees.
 Physically handicapped.
 Outstanding sportsman.

 INDUSTRIAL DISPUTE CASES/ LEGAL CELL:

The personnel department in HEEP unit of B.H.E.L. has a separate cell
dealing with the entire dispute arising between an employee & employer. In
case employee has some problem, he first contacts his immediate superior.
If that person is not satisfied with superior’s decision, he goes to the
Conciliation Officer, an officer appointed by the state govt. for dealing with
the industrial cases. The Conciliation Officer summons both the parties for
the negotiation. He acts as a mediator while case discussed between an
employee & employer. If both the parties mutually come to an
understanding, then the problem is solved otherwise the Conciliation Officer
sends a failure report to the state govt.
The state govt. then sends the case to Labour Courts or Tribunals, depending
on the nature of the case. Labour Courts are meant for the discussion of
specific matters concerning money i.e., regarding problems in payment of
salary etc. is negotiated in Tribunals. There, the discussion takes place with
all proof & evidence. The proceedings of labour court are called
Adjudication. The decision given by these courts is final & no petition can
fill against it in the High Court, unless the decision is against any article or
clause. In case the decision taken in the Labour court has broken some law,
petition or writ can be filled in the High court.

23
 INDUSTRIAL RELATION
The relations between employer & employer, employer & employee,
employee & employee in an industry are called industrial relations. If in an
organization the productivity is positive then the industrial relation is said to
be positive & vice-versa.
With the approval of the govt. & drawing upon mutual faith, trust, &
understanding which the management & the labour elicited towards each
other, foundation was laid to create a forum for discussions on the problems
faced by the two group in an open atmosphere. The joint committee was set
up in 1973 at the apex level.

Encouraged by the success of Joint Committee at the apex level &

consequent on the development & growth of atmosphere of cordiality &
mutual understanding between the management and the employees, fruit of
the apex level efforts have percolated down to the grass-roots through
introduction of the scheme for “WORKER ASSOCIATION IN
INDUSTRY” at the plant level & the shop floor level.

 WELFARE:

 The employees are the assets of the company & so it is the duty
of the company to look after the welfare of the employees.

If we look after the employees & motivate them they will become more
productive & efficient. Besides the monitory remuneration to the employees,
the company should also make various schemes for the welfare of
employees providing adequate facilities in the area of education, medical,
housing, canteen, sports & cultural activities.
At B.H.E.L., the company is providing plant performance, shoes, dress,
insurance, death relief fund & medical facilities to its employees. On joining
the organisation, it is statutory binding on part of the company to give 1
jerkin, 3 trousers & 2 shirts to its employees & on alternative years; the
company provides 1 cotton shirt, 1cotton pant & 1 jerkin. The shoes are
given after every 2 years & a watch is given to the employees, once in their
lifetime.

The company’s townships at the manufacturing units have schools, where

children of most of the employees studied. Medical facilities have been

24
 provided in the township through full-fledged hospitals, clinics & peripheral
dispensaries, manned by qualified medical staff.
HEEP unit of B.H.E.L. has a separate dealing with welfare activities of the
employees. Its working is mainly governed by:
a) Factories Act, 1948
b) U.P. Factory Rules, 1950
c) U.P. Welfare Officer’s Rule, 1955
d) Safety Officer’s Act, 1984
e) U.P. Safety Officer’s Rule, 1984
f) Employee’s Safety Insurance Act, 1948
g) Workmen’s Compensation Act, 1923
h) Trade Union’s Act, 1926

 SECURITY OFFICER:
Due to its large size there are 4 posts of security officer in B.H.E.L.
This security measures for safety of employees.

 WELFARE OFFICER:
There are two welfare officers who look after facilities like sanitary &
medical facilities, arrangement for travel to & from the place of work, & for
the accommodation of workers employed at a distance from their homes; &
such other services, amenities & facilities including social security
measures, as contribute to the condition under which worker are employed.

 WELFARE AMENITIES:
Welfare amenities provided by B.H.E.L. is divided into two categories:
a) Welfare inside the establishment
b) Welfare outside the establishment

♦ WELFARE AMENITIES INSIDE THE ESTABLISHMENT:

 Latrine & urinals

 Washing & bathing facilities

 Creches

 Rest shelter & canteen

 Arrangement for drinking water

 Health service, including occupational safety

 Uniform & protective clothing's

25
  Shirt allowances
 New Year gift, calendar, diary etc.

♦ WELFARE AMENITIES OUTSIDE THE ETABLISHMENT

 Maternity benefit

 Social security measures(including gratuity, pension, provident

fund & rehabilitation)

 Medical facilities to the family of the employees

 Educational facilities in H.R.D. center

 Housing facilities

 Recreation facilities( including sports, cultural activities, library,

community center, reading rooms)

 Holiday home & L.T.C. facilities

 Shopping center’s in all 6 sectors & providing gas for cooking

 Vocational training for dependent of workers

 Welfare program for widows of workers

 Transport facilities to the employees who reside long distance

from organisation
 Mosquito control center

 PERSONNEL ESTABLISHMENT:

Once the person has been recruited, his personal file is opened & is send to
the establishment section, to maintain all the records concerning him. In his
personal file, the person’s day to day requirement & all details regarding
him are recorded for this purpose.
HEEP unit of B.H.E.L. has four different cells:
 OFFICER ESTABLISHMENT CELL:
This cell maintains the files of all executives of B.H.E.L., Hardwar.
 OPERATION CELL:
This cell maintains the file of all the non-executives working inside the
plant.
 ENGINEERING & COORDINATION CELL:
This cell maintains the file of all the non-executives working in engineering
building.

 ADMINISTRATION CELL:
This cell maintains the file of all the non-executives of administrative
building & all the hospital employees.

26
 Once the establishment section starts maintaining an employee’s file, it
states that the particular employee has completed his probation periods at
the factory & is now regularized. Then he is given various facilities like
LTC, festival advance, vehicle advance, house building advance etc. a
separate record is maintained for each & every loan & advance taken by
him.
B.H.E.L. give LTC (leave travel concession) to its employees once in two
year calendar years, for traveling upto 1500 Km (one way) at any place in
India. A separate LTC ledger has been mentioned (a file type document), in
which there is a separate seat for each employee, according to his staff
number. In this ledger all the details regarding his LTC, are mentioned, like
how many time he has taken LTC, for going to which place, how many
family members accompanied him etc. Thus, if a person applies for LTC,
his record is checked that whether he is eligible for it or not. Then only
LTC is sanctioned.

An employee in B.H.E.L. is given an annual increment, at the end of each

financial year. Then after three or four year of joining, his name is included
in promotion seeker’s list. Departmental recommendations come, his record
is checked & accordingly he is promoted.
For calculating the salary of workers, punch cards are maintained by
respected departments, in which an employee’s presents & absents are
marked. Then these punch cards are send to the computer centers for
calculations of salary.
For non-punching staff (i.e. executives), a statement signed by an officer, is
send to payroll, by respective departments, then it is send to the computer
center.
After every 10 years, pay scales are revised. New pay is fixed according to
the old pay of the employees. Personnel department, finance department &
computer center work together to revise the pay of the employees.

 CANTEEN:

The HEEP unit of B.H.E.L. has five large industrial canteens, providing
lunch, dinner, tea & snacks to the employees. There are 9 canteens
providing only tea & snacks to the employees in the administrative
building, aviation, hospitals, PCRI (pollution control research institute) etc.

27
 All these 14 canteens have a work force of around 155 workers &
supervisors & 7 executives. Around Rs. 175 crores is the annual
expenditure incurred by these canteens.
The canteens buy maximum raw material like flour, sugar, ghee etc. from
government agencies. Spices etc. is brought from ladies club, which
charges 10% extra charge for providing clean pulses & other raw material.
The 7 executives working at the canteens are responsible for operation,
storage, procurement & planning.
The food, tea & snacks provided at B.H.E.L. canteens are very much
subsidized.
The govt. provides subsidy of around RS. 150,00000 per year.

A canteen advisory committee is there, which is responsible for proper

working & maintenance of the canteens. It checks the menu, quality of
material used, quality & selling cost of the product. It also keeps a check on
proper timings of tea & food.
The five large canteens each have a mechanical flour kneader, a potato
peeler & large slabs where around 15 to 20 chapattis can be prepared at one
time.
Drinking a cup of tea at around 9:30 or 10:30 a.m. & again at around 3:00
p.m. has been such a regular activity of B.H.E.L. employees. After getting a
tea break, they feel more enthusiastic & fresh. Hence, proper & timely
working of canteens is a must for enhancing the efficiency of workers.

 GENERAL ADMINISTRATION:

General administration has got the following area of functioning, they are:
 House building advance.
 Death relief fund.
 Contract labour.
 Night duty/ Gate duty.

 HOUSE BUILDING ADVANCE:

To enable the B.H.E.L. employees to construct their houses at their
convenience, there is a provision of arranging house-building advance.
Previously B.H.E.L. used to provide loan to its employee from its own fund
but know due to scarcity of fund, there is provision of getting HBA through
legal agencies. B.H.E.L. however does lend the loan but pays the difference

28
 of interest rate which B.H.E.L. would have charged, incase B.H.E.L. would
have lend the money through its own fund.
In other words, previously B.H.E.L. used to give loan at around 9% interest
rate but now it doesn’t provide loan. Instead it allows a person to take loan
from any outside agency like LIC, HUDCO etc. which provide loan at a
higher rate of interest i.e. around 15%-16%. BHEL pays the difference in
the rate of interest, i.e. 6%-7%.
To apply for loan, a form is filled by the applicant & he submits his estimated
sum, photocopy of registry, plot number, its area, his present address, his
designation etc., with the sanctioned letter, it is submitted with BHEL & the
applicant is given the difference in the rate of interest along with his pay, by
payroll department.

Mode of recovery-
Recoverable in equal monthly installments (EMI) within a period not
exceeding 25 years.

 DEATH RELIEF FUND:

It is a voluntary scheme in which the regular employees are the members &
they contribute Rs.2 per employee in the event of death of the members of
the fund.
Presently, the HEEP unit, 99.9% employees are the members of the fund. The
basic aim of forming the fund is to provide immediate financial help to the
aggrieved family members of an employee, at the time of its death.

 CONTRACT LABOUR:
The contract labours are engaged for work, which is not of a perennial nature
cleaning, dusting of township, hospital, guesthouse, canteen etc.

 HINDI POLICY CELL/ RAJBHASHA CELL:

Apart from all other mentioned section, the personnel dept. at HEEP,
Hardwar has a separate section for the promotion of our national language-
Hindi.

29
 This section has taken several steps for increasing the use of Hindi, in the
unit. Some of these steps are:
 Every day a new Hindi word, along with its English version is
written on the boards placed at different places in the unit.
 All the nameplates at the doors are having name first written in
Hindi, then in English.
 Rajbhasha cell repeatedly asks the units authorities to write all
the official letters in Hindi.
 Even the calendar of BHEL has dates & months in Hindi.
This aim of establishing a separate cell for promotion of Hindi language is to
develop a feeling of nationalism, among the citizens. We should take pride
in using our national language.

 LIASION / SC & ST CELL:

Liaison cell helps in maintaining good communication in between the plant

& tries to make them better & seek methods to improve it & also gives
directive too.
Another function of Liaison cell is to approach or to settle any grievance
through department & shop council.
It also sees to uplift the SC/ST in the organisation, so that nobody encroach
their right. This department has legal authority as they have presidential
directive, which every public sector must follow.

 TRAINING:

Yearly training is given to all employees whether workers or executives.

Workers are given on the job training. Off the job lectures are also given.
Executives are send on 15 days training on every promotion in Noida HRD
centre.

 HEALTH AND SAFETY:

Adequate health and safety measures are adopted at BHEL. Workers on or

near noisy machines are provided with ear plugs. Accidents are nil. In case

30
an accident occurs, immediate action is taken to protect the safety of
workers.

Suggestions

31
There are however certain areas in which the policies need to be reviewed.

These areas are as follows:

Grievance Settlement Cell:

Unsatisfied Grievances lead to dissatisfaction which has a negative impact

on the productivity and performance of the employee. Many a times the

employees feel reluctant to reach their superior in order to redress their

grievances. Thus there should be one such grievance settlement cell which

could cater to the needs of the employees.

Corporate social responsibility:

BHEL being the largest engineering and manufacturing enterprise in India

and having the capability should engage itself in much more activities for

the benefit of the society as a whole. It should assume grater social

responsibility than the present.

Employee Involvement:

The company should plan out employee involvement programmes which

draw its sources from a number of motivational theories. Therefore one of

the best examples of such programme could be quality circles. This would

provide employees with intrinsic motivation by increasing opportunities for

growth, responsibility and involvement in the work itself.

32
Performance appraisal:

Beside using the Graphic Rating method, the company should also use other
methods like 360 degree Appraisal technique for evaluating the
performance as it provides a broader perspective about an employee’s
performance, i.e. “Multi Rater” system would maximize the breadth of
information and cancel our biases unique to particular source so that it can
be used as a more appropriate way of appraising employees and which
would also help to increase the credibility of the appraisal in the opinion
of the employees.

A post appraisal interview should be arranged, so that the employees

may be supplied with the feedback and the organization may know the
difficulties which the employees are facing, so that their training needs may
be discovered.

33
HERO HONDA MOTORS
LIMITED

Company profile

34
The Hero Honda story began with a simple vision – the vision of a mobile
and an empowered India, powered by Hero Honda. This vision was driven
by Hero Honda’s commitment to customer, quality and excellence, and
while doing so, maintains the highest standards of ethics and societal
responsibilities. Twenty five years and 25 million two wheelers later, Hero
Honda is closer to fulfilling this dream.

Hero Honda has been the largest two wheeler company in the world for
eight consecutive years. The company crossed the ten million unit
milestone over a 19-year span. In the new millennium, Hero Honda has
scaled this to 15 million units in just five years!

Over the course of two and a half decades, and three successive joint venture
agreements later, both partners have fine-tuned and perfected their roles as
joint venture partners. As one of the world's technology leaders in the
automotive sector, Honda has been able to consistently provide technical
know-how, design specifications and R&D innovations. This has led to the
development of world class, value - for- money motorcycles and scooters for
the Indian market. On its part, the Hero Group has taken on the singular and
onerous responsibility of creating world-class manufacturing facilities with
robust processes, building the supply chain, setting up an extensive
distribution networks and providing insights into the mind of the Indian
customer. Since both partners continue to focus on their respective strengths,
they have been able to complement each other. In the process, Hero Honda
is recognized today as one of the most successful joint ventures in the world.
It is therefore no surprise that there are more Hero Honda bikes on this
country's roads than the total population of some European countries.

Hero Honda's bikes are sold and serviced through a network of over 3500
customer touch points, comprising a mix of dealers, service centres and
stockists located across rural and urban India. Hero Honda has built two
world-class manufacturing facilities at Dharuhera and Gurgaon in Haryana,
and its third and most sophisticated plant at Haridwar.

HERO HONDA’S MISSION:

Hero Honda’s mission is to strive for synergy between technology, systems
and human resources, to produce products and services that meet the quality,

35
performance and price aspirations of its customers. At the same time
maintain the highest standards of ethics and social responsibilities.
This mission is what drives Hero Honda to new heights in excellence and
helps the organization forge a unique and mutually beneficial relationship
with all its stake holders.

HERO HONDA’S MANDATE:

Hero Honda is a world leader because of its excellent manpower, proven
management, extensive dealer network, efficient supply chain and world-
class products with cutting edge technology from Honda Motor Company,
Japan. The teamwork and commitment are manifested in the highest level of
customer satisfaction, and this goes a long way towards reinforcing its
leadership status.

Hero Honda strives to touch and transform the lives of customers by giving
them a mode of transport that is fuel-efficient, comfortable and environment
friendly. One that would enhance their efficiency at work, enable them to
share moments of joy with their families and add up to a better quality of
life.

In a scenario where the customers have a few choices, Hero Honda’s vision
is to offer the highest quality at a reasonable price, to meet the customer’s
expectations, and to exceed them.

Behind the success of Hero Honda, is the saga of team-work. In the new
millennium, it stands committed to innovation, to change, to achieving
breakthroughs… to moving forward in the new century, while retaining the
values that have been like a beacon in this journey thus far.

Mr. Brijmohan Lall Munjal is the founder Director and Chairman of the
Company and the $ 2.8 billion Hero Group. In recognition of his
contribution to industry, Mr. Lall was conferred the Padma Bhushan Award
by the Union Government.

Corporate Social Responsibility at Hero Honda:

36
Hero Honda Motors takes considerable pride in its stakeholder relationships,
especially ones developed at the grassroots. The Company believes it has
managed to bring an economically and socially backward region in
Dharuhera, Haryana, into the national economic mainstream.

An Integrated Rural Development Centre has been set up on 40 acres of

land along the Delhi-Jaipur Highway. The Centre-complete with wide
approach roads, clean water, and education facilities for both adults and
children-now nurtures a vibrant, educated and healthy community.

The Foundation has adopted various villages located within vicinity of the
Hero Honda factory at Dharuhera for integrated rural development. This
includes:

• Installation of deep bore hand pumps to provide clean drinking water.

• Constructing metalled roads and connecting these villages to the
National Highway (NH -8).
• Renovating primary school buildings and providing hygienic water
and toilet facilities.
• Ensuring a proper drainage system at each of these villages to prevent
water-logging.
• Promoting non-conventional sources of energy by providing a 50 per
cent subsidy on biogas plants.

Other key projects taken up by the Foundation include:

Raman Munjal Vidya Mandir:

The Raman Munjal Vidya Mandir is a modern Senior Secondary, CBSE

affiliated co-educational school with over 1200 students and 61 teachers.

37
Raman Munjal Memorial Hospital:

Multi-specialty hospital equipped with the latest diagnostic and surgical

technology. The Raman Munjal Memorial Hospital provides healthcare to
the rural population in and around Dharuhera, and also caters to accident
and trauma victims driving along the Delhi-Jaipur highway.

Raman Munjal Sports Complex:

The Raman Munjal Sports Complex has basketball courts, volleyball courts,
and hockey and football grounds are used by the local villagers.

Vocational Training Centre:

In order to help local rural people, especially women, Hero Honda has set up
a Vocational Training Centre. So far 26 batches comprising of nearly 625
women have been trained in tailoring, embroidery and knitting.

Adult Literacy Mission:

This Scheme was launched on 21st September, 1999, covering the nearby
villages of Malpura, Kapriwas and Sidhrawali.

AN ENVIRONMENTALLY AND SOCIALLY, AWARE COMPANY:

At Hero Honda, the goal is not only to sell bikes, but also to help in making
the world a better place to live in. Besides its will to provide a high-quality
service to all of its customers, Hero Honda takes a stand as a socially
responsible enterprise respectful of its environment and respectful of the
important issues.

38
"We must do something for the community from whose land we
generate our wealth”

The above is a famous quote from the Worthy Chairman Mr.Brijmohan Lall
Munjal.

Hero Honda is committed to demonstrate excellence in environmental

performance on a continual basis, as an intrinsic element of its corporate
philosophy. To achieve this it is committed to:

• Integrate environmental attributes and cleaner production in all our

business processes and practices with specific consideration to
substitution of hazardous chemicals, where viable and strengthen the
greening of supply chain.
• Continue product innovations to improve environmental
compatibility.
• Comply with all applicable environmental legislation and also
controlling our environmental discharges through the principles of
"alara" (as low as reasonably achievable).
• Institutionalize resource conservation, in particular, in the areas of oil,
water, electrical energy, paints and chemicals.
• Enhance environmental awareness of our employees and dealers /
vendors, while promoting their involvement in ensuring sound
environmental management.

Quality Policy:

39
Hero Honda is committed at all levels to achieve high quality in whatever it
does, particularly in its products and services which will meet and exceed
customer's growing aspirations through:

• Innovation in products processes and services.

• Continuous improvement in our total quality management systems.
• Teamwork and responsibility.

40
 Observations
Hero Honda Motors Limited is the world’s single largest two-wheeler
motorcycle company. It is recognized today as one of the most successful
joint ventures in the world.
Hero Honda has helped in the development of world class, value - for-
money motorcycles and scooters for the Indian market. The company's
meteoric growth in the two-wheeler market in India stems from an intrinsic
ability to reach out and come closer to its customers, with every passing
year.
Hero Honda strives for synergy between technology, systems and human
resources, to produce products and services that meet the quality,
performance and price aspirations of its customers. It is a world leader
because of its excellent manpower, proven management, extensive dealer
network, efficient supply chain and world-class products.

The overall objective of any initiative in an organization is to build a vibrant

and learning organization so as to meet the challenges of quality and
excellence, recruitment and retention of competent human resource and
develop high commitment and a sense of belongingness to the company.

As one enters the premises one is beauty struck by the green grass, lush trees
and blooming flowers. The factory premise is absolutely clean and free from
effluvia. Proper arrangement is made for ventilation. The environment is
eco-friendly and total pollution free. There are no fumes, smoke, hazardous
gases etc. Hero Honda has been strongly committed not only to
environmental conservation programmes but also expresses the
increasingly inseparable balance between the economic concerns and the
environmental and social issues faced by a business. A business must not
grow at the expense of mankind and man's future but rather must serve
mankind.

The work atmosphere is healthy and comfortable. The teamwork and

commitment are manifested in the highest level of customer satisfaction.

Due importance is given to hygiene and safety of workers. There is

provision of healthy sanitary facilities, such as supply of potable water,
disposal of wastes, good housekeeping and the like.

41
Excellence in quality is the core value of Hero Honda's philosophy.

Some of the unique features at Hero Honda:

• 45000 square metres Green Roof in various buildings

• Full fledged training centre with simulation lines planned for all level
of work forces.
• Approximately 40000 square metres area covered by roads for better
connectivity.
• Electronic Management System (EMS) planned for transfer of major
parts from ancillaries to main plant for better parts management.
• Youngest team (average age is 25 years). Therefore a vibrant culture.

42
 H.R. Perspective
The strategic Human Resource Development (HRD) goal of Hero Honda is
to create an atmosphere of technological and managerial excellence to
become a globally competitive organization. With the changing
environment, rapid technological changes and greater customer demand, the
overall objective of the Human Resource Development plan is to build a
vibrant and learning organization, so as to meet the challenges of quality and
excellence, recruitment and retention of competent human resources and
develop high commitment and a sense of belongingness to the Company.

Recruitment and selection:

Recruitment is understood as the process of searching for and obtaining

applicants for jobs, from among whom the right people can be selected.
The general purpose of recruitment is to provide a pool of potentially
qualified job candidates.

The work force at Hero Honda is divided into-

 Staff members
 Workers (team members)

Sources of recruitment for staff members:

 Various CV’s send by the consultancies are examined after which the
selected applicants are interviewed. The final interview is taken at the
Head Office, Delhi.
 Graduate engineering trainees (GET’s)
 On campus recruitment.

Training and Development:

Hero Honda invests heavily on training and development of its employees.

Major trainings for staff are planned at the Head Office every year.
Faculties are also judged. They are scored. Sometimes outside faculty is also
invited.

43
Gurukul, a full fledged and complete and separate building is provided and
maintained at Hero Honda as a training Centre.
Performance Appraisal:

Performance Appraisal helps to ascertain whether an employee has shown

his or her best performance on a given job. If done properly, Performance
Appraisal is a very effective tool to improve performance and productivity
and development of employees.
At Hero Honda, usually a yearly Performance appraisal is done. With the
help of PMS form (form for performance appraisal) training and
development needs are identified.

Employee Communication:

Hero Honda has a lean organization structure with only 5 layers of

communication. There is an effective communication in the organization
which includes a lot of informal communication. Everyone is easily
accessible.
For team members a Help Desk is organized everyday between 2:30 to 3:30
pm where the workers can put up their grievances.

Safety Policy:

Hero Honda is committed to safety and health of its employees and other
persons who may be affected by its operations. It believes that the safe work
practices lead to better business performance, motivated workforce and
higher productivity.

Hero Honda believes in creating a safety culture in the organization by:

• Integrating safety and health matters in all its activities.

• Ensuring compliance with all applicable legislative requirements.
• Empowering employees to ensure safety in their respective work
places.
• Promoting safety and health awareness amongst employees, suppliers
and contractors.

44
 • Continuous improvements in safety performance through precautions
besides participation and training of employees.

Some of the unique features of Hero Honda in respect to HR are:

• Lean organization structure with only 5 layers of communication.

• Respect for each individual (Namaste culture).
• Morning prayers and exercises are performed.
• Morning meeting with team members.
• Wishing team members’ on their birthdays.
• Suggestion box scheme.
• KAIZEN (Japanese Management) recently started.
• Family plant visit policy
• Monthly executive open house session.
• Informal staffs get together.
• Cross functional teams:
 Formation of canteen facilitation team
 Formation of creative team – slogan competition, get together
of staff, Diwali function etc
 Formation of Josh team – volley ball tournament, cricket
tournament, football tournament etc
 Formation of Gyan Ganga team.
• Regular medical examination conducted.
• Free lunch for team members whereas staff pays Rs. 10 for tea, lunch
and snacks
• Cycles and bikes provided on EMI discounts to employees.

There is no trade union at Haridwar plant of Hero Honda.

The Mantra at Hero Honda is “ Driving excellence through people”.

45
 Suggestions
There are however certain areas in which the policies need to be reviewed.

These are as follows:

Recruitment method:

Recruitment sources should be expanded and the company should go for

more campus recruitment and written tests, interviews to check the ability of

the candidates so that competent people join the organization.

Grievance Settlement Cell:

Unsatisfied Grievances lead to dissatisfaction which has a negative impact

on the productivity and performance of the employee. Many a times the

employees feel reluctant to reach their superior in order to redress their

grievances. Thus there should be one such grievance settlement cell which

could cater to the needs of the employees.

Performance appraisal:

Beside using the Graphic Rating method, the company should also use other
methods like 360 degree Appraisal technique for evaluating the
performance as it provides a broader perspective about an employee’s
performance, i.e. “Multi Rater” system would maximize the breadth of
information and cancel our biases unique to particular source so that it can

46
be used as a more appropriate way of appraising employees and which
would also help to increase the credibility of the appraisal in the opinion
of the employees.

A post appraisal interview should be arranged, so that the employees

may be supplied with the feedback and the organization may know the
difficulties which the employees are facing, so that their training needs may
be discovered.

Counseling and guidance to employees:

Each and every employee must be informed as to where they stand insofar
as their performance is concerned and to assist them with constructive
criticism and guidance for their development.

Both positive and negative feedback (i.e. an employee’s strong as well as

weak points) should be told to them, as feedback has tremendous
motivational value.

47
 Conclusion
Both BHEL and Hero Honda are one of the largest engineering and
manufacturing enterprises in India in their respective fields. They are
committed to customer, quality and excellence, and while doing so, maintain
the highest standards of ethics and societal responsibilities. Both have
excellent manpower, proven management, and world-class products.
They both occupy a very significant position in the economy of our country.

The organizations understand the fact that the people are the centre of the
whole system and most of the problems in organization are human related,
as human beings are dynamic and complex. In order to create a performing
organization and to sustain the performance, the human resources should be
competent and efficient and the foundation is tapping down competent
workforce and retaining them.

At BHEL as well as Hero Honda the workers are not seen as a liability, but
as a key resource which needs to be carefully nurtured and constantly
developed. It truly believes that a "Learning Organization" is essential for
survival in the present era of Liberalization, Privatization and Globalization.

The companies’ HR policies pertaining to recruitment, selection, promotion

and separation and its benefits are employee oriented. The organizations are
well aware of the fact that any discontent or sense of injustice expressed or
felt by an employee must be addressed to ensure healthy industrial relations
and only a contented and motivated workforce can contribute positively to
organizational goals.

This industrial visit to the plants of BHEL and Hero Honda at Haridwar has
been an immense learning experience for all the students.

48
49