A STUDY ON

EMPLOYEE WELFARE BENEFITS

WITH REFERENCE TO
Hindustan Unilever limited (Rajahmundry)

A Project Report submitted to the ADIKAVI NANNAYA UNIVERSITY,

Rajamahendravaram, in partial fulfilment of the requirements for the award of the
Degree of

MASTER OF BUSINESS ADMINISTRATION

By

Gollu Swamy
2188010003

Under the Esteemed Guidance of

Mr. G. Suresh Pradeep B.Tech, M.B.A., (Ph.D.)
Asst. Professor

Department of Commerce and Management Studies

Adikavi Nannaya University, Tadepalligudem Campus,
Airfield Road, Tadepalligudem -534101
West Godavari District. A.P.
(2021-2023)

1
 Department of Commerce and Management Studies
Adikavi Nannaya University, Tadepalligudem Campus,
Airfield Road, Tadepalligudem -534101
West Godavari District. A.P.

Certificate
This is to certify that the project work entitled “EPLOYEE WELFARE
BENEFITS” submitted by Gollu Swamy Reg. No: 2188010003 is a bonafide student of
ADIKAVI NANNAYA UNIVRSITY, TADEPALLIGUDEM CAMPUS, West Godavari
Dist., Andhra Pradesh. He/she has done and submitted his/her report under the guidance and
supervision of Mr. G Suresh Pradeep in partial fulfilment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION.

Place: Tadepalligudem
Date:

Mr. M N N APPAJI Mr. G Suresh Pradeep

Course Co-ordinator Project Guide
DCMS, Tadepalligudem

Department of Commerce and Management Studies

Adikavi Nannaya University, Tadepalligudem Campus,
2
 Airfield Road, Tadepalligudem -534101
West Godavari District. A.P.

Declaration

I, Gollu Swamy hereby declare that this project report entitled “Employee Welfare
Benefits” with reference to Hindustan Unilever limited (Rajahmundry) has been prepared by
me during the academic year 2022 – 23 in the months of from 5/5/2023 to 6/20/2023 (45
Days) in partial fulfilment of the requirement for the award of degree of “Master Of Business
Administration” in Adikavi Nannaya University, Rajahmundry.
I also declare that this project report is of my own effort and it has not been
submitted to any other university for the award of any degree or diploma.

Place: Tadepalligudem
Date: 05-09-2023

Gollu Swamy
Reg. No.2188010003

ACKNOWLEDGEMENT

I feel it is my duty and honour to acknowledge all those who have extended
guidance and warm support in completing my project

Firstly, it is my great honour to thanks to Prof. K. Padma Raju, Vice-Chancellor,

Adikavi Nannaya University, Rajahmundry, Former Professor and Head of the Department,
Dept. of Electronics and Communication.

3
 It my special thanks to Prof. K Sree Ramesh, Principal, Adikavi Nannaya
University Tadepalligudem Campus for supporting & encouraging me to do my project.

Take this opportunity to express my profound gratitude and deep regards to Mr.
M.N.N Appaji, Asst. Professor and Course Coordinator for his exemplary guidance made
me a throughout and complete of my project.

My sincere thanks to my project guide Mr. G Suresh Pradeep Asst Professor,

for his invaluable co-operation and suggestions at every stage of this project without whom
this would not have been completed.

I owe my special thanks Mr. S Srinivas Rao (Manager) for providing all the
facilities and guiding me where-ever necessary. I thank them for their co-operation given to
me.
Finally, I thank all the teaching and non-teaching staff members and my parents who
extended their cordial valuables.

Gollu Swamy
2188010003

INDEX

INTRODUCTION 9
1.1 HISTORY OF HUMAN RESOURSE 10

1.2 EMPLOYEE WELFARE 11

1.3 IMPORTANCE OF EMPLOYEE WELFARE 11

1.4 EMPLOYEES MOTIVATION: 11

1.5 FEATURES OF EMPLOYEE WELFARE 12

1.6 TYPES OF EMPLOYEE WELFARE 12

1.7 EMPLOYEE WELFARE PROGRAME 13

INDUSTRY PROFILE 15
4
2.1 UNILEVER PRODUCTS 20

COMPANY PROFILE 22
3.1 VISION 24

3.2 MISSION 24

3.3 THE AWARDS RECEIVED BY THE COMPANY ARE: 25

3.4 LOCATION: 25

3.5 RAW MATERIAL AVAILABILITY: 26

3.6 TRANSPORTATION FACILITIES: 27

3.7 AVAILABILITY OF LABOUR: 27

3.8 WATER AVAILABILITY: 27

3.9 SOURCE OF ENERGY: 27

3.10 LAND: 27

3.11 PROCUREMENT: 27

3.12 PRODUCTS OF HUL (RAJAHMUNDRY) 27

3.13 PRODUCTS MANUFACTURED AT SITE: 28

THEORY RELATED TO THE TOPIC OF THE STUDY –

RELEVANT CONCEPTS 30
4.1 EMPLOYEE WELFARE 30

4.2 EMPLOYEE BENEFITS 30

4.3 STATUTORY WELFARE SCHEME 30

4.4 STATUTORY WELFARE BENEFITS 31

4.5 NON STATUTORY WELFARE BENEFITS 32

4.6 EMPLOYEMENT BENEFITS 33

4.7 TYPES OF EMPLOYEE BENEFITS: 35

4.8 POST-EMPLOYMENT BENEFIT PLANS: 35

4.9 LONG-TERM EMPLOYEE BENEFITS: 36

4.10 PLAN ASSETS: 36

5
EMPLOYEE BENEFITS ACTS 39
5.1 EMPLOYEE PROVIDENT FUND AND MISCELLANEOUS PROVISION’S ACT 1948 39

5.2 EMPLOYEE INSURANCE ACT 1948 41

5.3 Maternity Benefits Act 1961 44

5.4 Factories Act 1948 47

5.5 Workmen Compensation Act 1923 49

5.6 Payment of Bonus Act 1965 52

5.7 Payment of Gratuity Act 1972 53

5.8 Minimum Wages Act 1948 55

5.9 SCOPE OF THE STUDY 58

5.10 OBJECTIVE OF THE STUDY 59

METHODOLOGY OF THE STUDY 61

6.1 METHODOLOGY OF THE STUDY 61

DATA ANALYSIS & INTERPRETATION 63

FINDINGS 85

LIMITATIONS OF THE STUDY 87

SUGGESTIONS 88

CONCLUSION 89

BIBLIOGRAPHY 90

QUESTIONNAIRE 91

6
CHAPTER – I
INTRODUCTION
7
 INTRODUCTION

Human resource management is the planning, organising,

directing and controlling of the procurement, development, resources to the end that
individual
and societal objectives are accomplished. This definition reveals that human resource (HR)
management is that aspect of management, which deals with the planning, organising,
directing
and controlling the personnel functions of the enterprise.
Human resource management is the planning, organising,
directing and controlling of the procurement, development, resources to the end that
individual
and societal objectives are accomplished. This definition reveals that human resource (HR)
management is that aspect of management, which deals with the planning, organising,
directing
and controlling the personnel functions of the enterprise.
Human resource management is the planning, organising,
directing and controlling of the procurement, development, resources to the end that
individual
and societal objectives are accomplished. This definition reveals that human resource (HR)
management is that aspect of management, which deals with the planning, organising,
directing
and controlling the personnel functions of the enterprise.
Human resource management is the planning, organising,
directing and controlling of the procurement, development, resources to the end that
individual
and societal objectives are accomplished. This definition reveals that human resource (HR)
8
management is that aspect of management, which deals with the planning, organising,
directing
and controlling the personnel functions of t
Human Resource Management is a “planning, organizing, directing,
controlling of procurement, development, compensation, integration, maintenance and
separation of human resources to the end that individual, organizational and social objectives
are achieved.”
Human resource management is the planning, organising,
directing and controlling of the procurement, development, resources to the end that
individual
and societal objectives are accomplished. This definition reveals that human resource (HR)
management is that aspect of management, which deals with the planning, organising,
directing
and controlling the personnel functions of the enterprise.
Human resource management is the planning, organising,
directing and controlling of the procurement, development, resources to the end that
individual
and societal objectives are accomplished. This definition reveals that human resource (HR)
management is that aspect of management, which deals with the planning, organising,
directing
and controlling the personnel functions of the enterprise.
Human resource management is the planning, organising,
directing and controlling of the procurement, development, resources to the end that
individual
and societal objectives are accomplished. This definition reveals that human resource (HR)
management is that aspect of management, which deals with the planning, organising,
directing
and controlling the personnel functions of the enterprise.
Human resource management is the planning, organising,
directing and controlling of the procurement, development, resources to the end that
individual
and societal objectives are accomplished. This definition reveals that human resource (HR)
management is that aspect of management, which deals with the planning, organising,
directing
and controlling the personnel functions of the enterp
Human resource management is the planning, organising,
directing and controlling of the procurement, development, resources to the end that
individual
and societal objectives are accomplished. This definition reveals that human resource (HR)
management is that aspect of management, which deals with the planning, organising,
directing
and controlling the personnel functions of the enterp

Edwin B. Flippo

Human Resource Management (HRM) is a crucial function that

focuses on effectively organizing and managing employees to contribute to the strategic
growth of an organization. HRM is primarily concerned with the management of people
9
within the organization, including the development of company policies and systems. The HR
department is responsible for various aspects, such as overseeing employee benefits,
recruitment, training and development, selection, performance appraisal, and maintaining
positive industrial relations through collective bargaining and adherence to governmental
laws.
The success of an organization relies on effectively managing its
human resources. HR managers specialize in finding, recruiting, selecting, training,
developing, and providing benefits to employees in the organization. Training and
development professionals ensure that employees receive the necessary training and
continuous development opportunities to support the growth of the organization. This
includes implementing training programs, conducting performance evaluations, and
establishing.

HRM encompasses various organizational issues related to people.

These include compensation, hiring, performance management, organizational development,
safety, employee benefits, employee motivation, wellness initiatives, communication,
administration, and training. Through the effective management of these areas, HRM plays a
critical role in supporting the overall functioning and success of an organization.

1.1 HISTORY OF HUMAN RESOURSE

In the ‘Personnel Administration’ 1920’s focused mostly on the

aspects of hiring, evaluating and compensating employees. In 1900, John Henry Patterson,
organized a personnel department to deal with grievances, discharges and safety, and
information for supervisors on new laws and practices after several strikes and employee
lockouts.

10
 In 1970s, the companies experienced as globalization,
deregulation, and rapid technological changes to be caused the major companies to enhance
their strategic planning- a process of predicting future changes in a particular environment
and focus on ways to promote organizational effectiveness. So it was result to be more jobs
and opportunity to show their skills effectively to fulfilment individual, group and
organizational goals.

HRM focus should always be maintaining and ideally, expanding

the customer base while maintaining, and ideally, maximizing profit. HRM has a whole lot to
do with this focus regardless of the size of the business, or services you are trying to sell.”
(Dr. James’s Spine, former head of executive development at the Tribune Company).
HRM is involved in managing human resources with a focus on
expanding the customer base that gives profit to the company. The bottom line of the
company is the focus of the HRM department as well as the function. Acquiring human
resource capability should begin with organizational design and analysis. Organizational
design involves the arrangement of work tasks based on the interaction of people, technology
and the tasks to be performed in the context of the objectives, goals and resources planning
job and work analysis, organizational restructuring, job design, team building,
computerization, and worker-machine interfaces fall under this domain.

1.2 EMPLOYEE WELFARE

Employee welfare is a term including various services, benefits and

facilities offered to employees by the employers. The welfare measures need not be monetary
but in any kind/forms. This includes items such as allowances, housing, transportation,
medical insurance and food. Employee welfare also includes monitoring of working
conditions, creation of industrial harmony through infrastructure for health, industrial
relations and insurance against disease, accident and unemployment for the workers and their
families. Through such generous benefits the employer makes life worth living for
employees.

11
1.3 IMPORTANCE OF EMPLOYEE WELFARE
As a business, you have to provide various benefits to ensure your
employees' welfare. While this may increase your business expense and negatively affect
your bottom line, looking after your employees will benefit you in other ways. Compliance:
As an owner, you are required by law to provide certain benefits for the welfare of your
employees. You may have to match the Social Security taxes your employees pay and obtain
a worker's compensation insurance policy. If you terminate an employee, you may have to
funds to extend his health insurance.

1.4 EMPLOYEES MOTIVATION:

By providing a plan that's good for employees' welfare, you show
them that you value them. This can help make them feel welcome and happy in your
company, motivating them to work harder. If your health plan has wellness coverage and
preventative care, employees are more likely to stay healthy, cutting down on absenteeism
and sick days.
For companies that have a large base of employees working under
stressful conditions or living away from family, it is important to look at fostering personal
happiness and professional growth. Investing in employees pays dividends in terms of higher
productivity and greater loyalty.

1.5 FEATURES OF EMPLOYEE WELFARE

 Employee welfare is a comprehensive term including various services, facilities and

amenities provided to employees for their betterment.
 Welfare measures are in addition to regular wages and other economic benefits
available to employees under legal provisions and collective bargaining.
 The basic purpose of employee welfare is to improve the lot of the working class and
thereby make a worker a good employee and a happy citizen.

12
  Employee welfare is an essential part of social welfare. It involves adjustment of an
employee's work life and family life to the community or social life.
 Welfare measures may be both voluntary and statutory.

1.6 TYPES OF EMPLOYEE WELFARE

1.6.1 Intramural: -
These are provided within the organization like: -
1. Canteen, 2. Rest rooms, 3. Crèches, 4. Uniform etc.

1.6.2 Extramural: -
These are provided outside the Organization, like: -
1. Housing, 2. Education, 3. Child welfare, 4. Leave travel facilities,
5. Interest free loans, 6. Workers cooperative stores,
7. Vocational guidance etc.

1.7 EMPLOYEE WELFARE PROGRAME

1.6.3 Statutory welfare programs Non Statutory welfare

1.6.4 Programs

1. Workmen’s compensations 1. Working Conditions

2. Maternity Benefits 2. Health Services
3. ESI Benefits 3. Housing Loans
4. Sickness Benefits 4. Transportation
13 5. Culture Programs
6. Library Newspaper,
5. Safety Measures
6. Drinking Water
7. Facilities for Sitting
8. First Aid Appliances
9. Urinals
10. Canteen Facilities
11. Lighting

14
 CHAPTER – II
INDUSTRY PROFILE

INDUSTRY PROFILE

In the summer of 1888, visitors to the Kolkata harbour noticed

crates full of Sunlight soap bars like Fig 2.1, embossed with the words "Made in England by
Lever Brothers". With it, began an era of marketing branded Fast Moving Consumer Goods
(FMCG).
Soon after followed Lifebuoy in 1895 and other famous brands like
Fig 2.2 Pears, Lux and Vim. Vanaspati was launched in 1918 and the famous Fig 2.2.1 Dalda
brand came to the market in 1937.

15
 In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati
Manufacturing Company, followed by Lever Brothers India Limited (1933) and United
Traders Limited (1935). These three companies merged to form HUL in November 1956; and
HUL offered 10% of its equity to the Indian public, being the first among the foreign
subsidiaries to do so.
The erstwhile Brooke Bond's presence in India dates back to 1900. By
1903, the company had launched Red Label tea in the country. In 1912, Brooke Bond & Co.
India Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an
international acquisition. The erstwhile Lipton's links with India were forged in 1898.
Unilever acquired Lipton in 1972, and in 1977 Lipton Tea (India) Limited was incorporated.
Pond's (India) Limited had been present in India since 1947. It joined the
Unilever fold through an international acquisition of Chesebrough Pond's USA in 1986.
Since the very early years, HUL has vigorously responded to the stimulus
of economic growth. The growth process has been accompanied by judicious diversification,
always in line with Indian opinions and aspirations.
The liberalisation of the Indian economy, started in 1991, clearly
marked an inflexion in HUL's and the Group's growth curve. Removal of the regulatory
framework allowed the company to explore every single product and opportunity segment,
without any constraints on production capacity.
Simultaneously, deregulation permitted alliances, acquisitions and
mergers. In one of the most visible and talked about events of India's corporate history, the
erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from April 1,
1993.

16
 Fig 2.1 Merges & Acquisitions

In 1996, HUL and yet another Tata company, Lakmé Limited, formed
a 50:50 joint venture, Lakmé Unilever Limited, to market Lakmé's market-leading cosmetics
and other appropriate products of both the companies. Subsequently in 1998, Lakmé Limited
sold its brands to HUL and divested its 50% stake in the joint venture to the company.
HUL had formed a 50:50 joint venture with the US-based Kimberly
Clark Corporation in 1994, Kimberly-Clark Lever Ltd, which markets Huggies Diapers and
Kotex Sanitary Pads.

HUL also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL),

and its factory represents the largest manufacturing investment in the Himalayan kingdom.
The UNL factory manufactures HUL's products like Soaps, Detergents and Personal Products
both for the domestic market and exports to India.
The 1990s also witnessed a string of crucial mergers, acquisitions and
alliances on the Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired
Kothari General Foods, with significant interests in Instant Coffee. In 1993, it acquired the
Kissan business from the UB Group and the Dollops Ice-cream business from Cadbury India.
As a measure of backward integration, Tea Estates and Doom Dogma,
two plantation companies of Unilever, were merged with Brooke Bond. Then in 1994,
Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited
(BBLIL), enabling greater focus and ensuring synergy in the traditional Beverages business.
1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. By the end of the year,
the company entered into a strategic alliance with the Kwality Ice-cream Group families and
in 1995 the Milk food 100% Ice-cream marketing and distribution rights too were acquired.
Finally, BBLIL merged with HUL, with effect from January 1, 1996. The
internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in
1998. The two companies had significant overlaps in Personal Products, Speciality Chemicals
and Exports businesses, besides a common distribution system since 1993 for Personal
Products. The two also had a common management pool and a technology base. The
amalgamation was done to ensure for the Group, benefits from scale economies both in
domestic and export markets and enable it to fund investments required for aggressively
building new categories.

17
 In January 2000, in a historic step, the government decided to award 74
per cent equity in Modern Foods to HUL, thereby beginning the divestment of government
equity in public sector undertakings (PSU) to private sector partners. HUL's entry into Bread
is a strategic extension of the company's wheat business. In 2002, HUL acquired the
government's remaining stake in Modern Foods.
HUL launched a slew of new business initiatives in the early part of
2000’s. Project Shakti was started in 2001. It is a rural initiative that targets small villages
populated by less than 5000 individuals. It is a unique win-win initiative that catalyses rural
affluence even as it benefits business.
Hindustan Unilever Network, Direct to home business was launched in
2003 and this was followed by the launch of ‘Pureit’ water purifier in 2004.
In 2007, the Company name was formally changed to Hindustan
Unilever Limited after receiving the approval of shareholders during the 74th AGM on 18
May 2007. Brooke Bond and Surf excel breached the Rs 1,000 crore sales mark the same
year followed by Wheel which crossed the Rs.2000 crore sales milestone in 2008.
On 17th October 2008, HUL completed 75 years of corporate existence
in India. In January 2010, the HUL head office shifted from the landmark Lever House, at
Backbay Reclamation, Mumbai to the new campus in Andheri (E), Mumbai.
On 15th November, 2010, the Unilever Sustainable Living Plan was
officially launched in India at New Delhi.
In March, 2012 HUL’s state of the art Learning Centre was inaugurated
at the Hindustan Unilever campus at Andheri, Mumbai.
In April, 2012, the Customer Insight & Innovation Centre (CiiC) was
inaugurated at the Hindustan Unilever campus at Andheri, Mumbai
HUL completed 80 years of corporate existence in India on October 17th, 2013.
In 2013, HUL launched ‘Prabhat’ (Dawn) - a Unilever Sustainable
Living Plan (USLP) linked program to engage with and contribute to the development of
local communities around its manufacturing sites. Also, Unilever’s first aerosol plant in Asia
was inaugurated in Khamgaon, Maharashtra in 2013. In October 2013, Sanjiv Mehta took
over as the CEO and Managing Director of HUL.

18
 Fig 2.2 Food Products

In 2014, the ‘Winning in Many India’s operating framework, piloted in

2013, launched nationally. Sales offices expanded from four to seven with the launch of
offices in Lucknow, Indore and Bangalore in addition to the existing sales offices in Delhi,
Kolkata, Mumbai and Chennai.
In 2015, HUL acquired Indulekha, a premium hair oil brand with strong
credentials around Ayurveda.
HUL announced signing of an agreement for the sale and transfer of its
bread and bakery business under the brand “Modern” to Nimman Foods Private Limited.
In 2016, HUL unveiled ‘Suvidha’ a first-of-its-kind urban water,
hygiene and sanitation community centre in Azad Nagar, Ghatkopar, one of the largest slums
in Mumbai.
A new state-of-the-art manufacturing facility was commissioned in
Doom Dooma Industrial Estate, Assam on 11th March 2017.
In 2018, HUL signed an agreement with Vijay Kant Dairy and Food
Products Limited (VDFPL) and its group company to acquire its ice cream and frozen
desserts business consisting of its flagship brand ‘Adityaa Milk’ and front-end distribution
network across geographies.
In 2020, HUL announced acquisition of V Wash, the market leader in
female intimate hygiene category to enter the currently underpenetrated and rapidly growing
market segment.
In 2020, with the Merger of GSK Consumer Healthcare with Hindustan
Unilever Limited, Iconic health food drink brands – Horlicks and Boost enter the foods &
refreshment portfolio of HUL, making it the largest F&R business in India.

19
 In 2022, HUL's turnover crossed the INR 50,000 Crore mark. In July
2022, Unilever India Limited's new Home Care factory and an automated distribution centre
were inaugurated in Sumerpur, Uttar Pradesh. The factory is a zero-carbon factory and
Unilever South Asia's first gender-balanced factory.
In March 2023, Rohit Jawa has been appointed as the CEO and
Managing Director of HUL with effect from June 27, 2023.

1.7 UNILEVER PRODUCTS

 Horlicks
 Boost
 Knor
 Kissan
 Anupuma
Fig 2.11 Horlicks
 Bru, Red Label, Taaza, Taj Mahal, Lipton, 3Roses

20
 Kwalaty walls, Magnum, Cornatto
 Lifebuoy, LUX, Rexona, Hamam, Pears, Liril
 Dove, Tresemme, Clinic plus, Clear, Sun silk
 Lakme, Axe, Ponds, Fair & Lovely, Elle, Vaseline, Induleka, Breeze, Sure
 Pepsodent, Closeup, Ayush
 Surf excel, Rin, Wheel, Vim, Comfort, Cif
 Pure it

Fig 2.12 All Products of Hindustan Unilever Limited

21
 CHAPTER – III
COMPANY PROFILE

COMPANY PROFILE

HUL Hindustan Unilever Limited is an Indian consumer goods

corporation with headquarters in Mumbai. It is subsidiary of the Anglo Dutch multinational
Unilever. Foods, beverages, cleaning agent’s personal care items, water purifiers, and other
fast-moving consumer goods are among its offerings. HUL was founded in 1931 as
Hindustani Vanaspati manufacturing co. and was renamed Hindustan lever limited in 1956

22
after a merger of constituent organizations. Across its 31 company owned factories and 15
offices, the corporation employs over21000 people including 12,000 blue-collar workers.

Over the years, Horlicks was manufactured by Horlicks Limited, UK.

In 1955, due to change in import policy import of Horlicks was stopped. In Between 1956 to
1957, due to the interruption of supply, a team of experts from Horlicks Limited visited India
to explore the possibilities of setting up a plant. With the support of Maharaja of Nabha, a
plant was set up at Nabha, in Punjab. Thus, on October 30, 1958, Hindustan Milk Food
Manufacturers Private Limited promoted Horlicks Limited.

In 1969, Beecham Pharmaceuticals Acquired Horlicks Limited and

became the majority share-holder in Hindustan Milk Food Manufacturers Limited. Ten years
later from 1979, Beecham India (Pvt) Ltd, Bombay merged with Hindustan Milk food
Manufacturers Limited and the non-resident equity share holding was reduced to 40%. The
name of the company was also changed to HMM LIMITED. Beecham Group
Pharmaceuticals U.K. and Smith Kline U.S.A., merged onseptember16, 1991 to form
SmithKline Beecham, pharmaceuticals with its registered office in the U.K. HMM Ltd thus
become part of SmithKline Beecham consumer brands one of the three sectors of SmithKline
Beecham and its name was changed to SmithKline Beecham Consumer Brands Limited. Yet
another christening took place in March, 1994when the name of the company was changed to
SmithKline Beecham Consumer Health Care Limited reasserting the company’s promise of
providing health care to consumers the plan to form Glaxo Welcome and SmithKline
Beecham was announced in London on January 17, 2000. Corporate Head Quarters in
London, U.K. The Corporate office in India is located at Gurgaon, Haryana. Glaxo
SmithKline is leading health care company as a result of the merger of two leading
international organizations, Glaxo welcome and SmithKline Beecham.

The GSKCH Factory of Dowliaswaram comes in to operation on April

1973 for manufacturing Horlicks. In December, 2018, GlaxoSmithKline Consumer
Healthcare Limited (GSK India) decided to merge with Hindustan Unilever Limited (HUL)
and the equity merger deal was concluded in April, 2020. Such a decision came about after
GlaxoSmithKline (GSK), the parent company of GSK India, decided to divest GSK India and
sell its business to the existing Indian companies. Companies such as Nestle, HUL and Coca-
Cola made bids for acquiring GSK India and eventually the proposal of HUL was welcomed

23
by GSK. This decision of amalgamation by HUL was followed by a significant rise in the
base points (BPS) of shares of HUL and also net profits of HUL considering the adverse
effect on production and consumption level of products during COVID pandemic.
Horlicks ‘the great family nourisher is a nutritional drink made from
wheat, milk and malted barley and is sold in powder form. For over a century now Horlicks
has provided a strong nourishment platform to both children and adults, Horlicks believes
that this nourishment platform can be a key enable in helping an individual maximize his/her
potential. Horlicks is now also available in three new flavours including chocolate, vanilla
and Elaichi, which combine the benefits of Horlicks nourishment and wonderful new taste.
Such has been the success of Horlicks that today the brand has been extended to an
enormously popular formulation for younger children as well as one for mother. Junior
Horlicks launched strategically to target children between 1-3years of age commands 5%
share of the pie.

The company’s promise of providing health care to consumers the plan to

form Glaxo Welcome and SmithKline Beecham was announced in London on January 17,
2000.
Corporate Head Quarters in London, U.K. The Corporate office in India is
located at Gurgaon, Haryana. Glaxo SmithKline is leading health care company as a result of
the merger of two leading international organizations, Glaxo welcome and SmithKline
Beecham.
Horlicks was an instant success in India and the product was always in
short supply. To meet the growing need to the product the management forces the need of
another factory in 1966. Lots of survey was carried out to find a suitable location
Dowliaswaram, nearer to Rajamahendravaram was found to be the ideal place for the second
factory due to the following reasons:

 The wide availability of milk one of the most important raw materials.
 The proximity to the biggest market in the south
 The enthusiastic and co-operative state government

The GSKCH Factory of Dowliaswaram comes in to operation on

April 1973 for manufacturing Horlicks. In December, 2018, GlaxoSmithKline Consumer
Healthcare Limited (GSK India) decided to merge with Hindustan Unilever Limited (HUL)

24
and the equity merger deal was concluded in April, 2020. Such a decision came about after
GlaxoSmithKline (GSK), the parent company of GSK India, decided to divest GSK India and
sell its business to the existing Indian companies. Companies such as Nestle, HUL and Coca-
Cola made bids for acquiring GSK India and eventually the proposal of HUL was welcomed
by GSK. This decision of amalgamation by HUL was followed by a significant rise in the
base points (BPS) of shares of HUL and also net profits of HUL considering the adverse
effect on production and consumption level of products during COVID pandemic.

HUL Rajamahendravaram has the Following Certifications:

 ISO 9001: 2015 (Quality Management system)
 ISO 14001: 2015 (Environmental Management system)
 OHSAS 18001:2007 (Occupational Health & Safety Assessment series)
 ISO 22000: 2005 (Food Safety and Management Systems)
 HALAL

1.8 VISION
We aim to make sustainable living commonplace with high-performing

brands that are a force for good, taking action for a more sustainable and equitable world.

1.9 MISSION
A mission statement defines the organization's business, its objectives,

and how it will reach these objectives. A vision statement details where the organization

aspires to go.

1.10 THE AWARDS RECEIVED BY THE COMPANY ARE:

 BRITISH SAFETY COUNCILS’ NATIONAL SAFETY AWARD 2000

This is part of, ongoing commitment not only to encourage good health
and safety practice. But to reward achievement national safety award 2000 from British

25
 safety council. And this award was presented by Sri NEVILLA PURVIS, Director
General, and British safety council on 18-05-2001 at London.
 BEST ENVIRONMENTAL AND ECOLOGICAL IMPLEMENTATION GOLD
AWARD.
For excellence in Indian industries organized by Andhra Pradesh Central
Public sector employee’s federation Hyderabad for the site E.T.P
 It is certified by 9001 and 14001 (quality and environmental).
 Millennium national award for excellence in industries in 2001.
 Best efforts made for adopting cleaner production technologies and waste minimization
techniques during 2000-2001 from A.P Pollution control board.
 Outstanding Contribution towards rain water harvesting from a pollution control board
in 2002.
 FAPCCI award for best all-round performance in industrial activity from Chief
Minister Govt. of A.P. 2002.
 “Golden Peacock Eco-Innovation Award” National award instituted by the institute of
Director in association with World Environment Foundation (WEF) was given by Shri
Virbhadra Singh, Honourable Chief Minister, Himachal Pradesh, on June 11, 2004.
 APPCB award for “Cleaner Production and Best Practices in Pollution Control”
“This award is given by Dr. Y.S. Rajasekhara Reddy, Hon’ble Chief Minister of Andhra
Pradesh, in Hyderabad on 12th June 2004.

1.11 LOCATION:
The factory site covering 50 acres is located at hill feature of the western
side of NH- 16 Chennai-Kolkata it is situated about100 feet about sea level and the promoted
industry in this region are ILTD, ONGC & AP paper mills etc. Site is located in Coastal area
of Andhra Pradesh with a distance of 40Km from the coast at a Longitude (east) 81.48ᴼ &
Latitude (north) 16.58ᴼ. The area is in seismic zone II which is a weak earthquake prone area.
The region experiences cyclones in a regular basis due to depressions in Bay of Bengal.
These are likely chances of heavy rainfall with heavy breeze or wind during cyclone. The Site
had experienced a heavy windstorm in the year 1996. This area is also prone to storms and
floods during the rainy season; however, the site is at an altitude of 30 metres from mean sea
level (MSL) and never had a history of floods at the site.

26
 The following are the different criteria which have been taken into consideration in order
to establish the site in Rajahmundry.
 Raw material availability
 Transportation facilities
 Availability of Labour
 Water availability
 Source of Energy
 Land

1.12 RAW MATERIAL AVAILABILITY:

For the manufacture of malt-based foods there are a good number of raw
materials to be procured. Each raw material has its own distinctive supplier. Prior to the
purchase of the raw materials, vendor assessment is done. Milk being a highly perishable
commodity is being given highest priority. There is abundant supply of milk in and about
Rajahmundry which makes it viable for the establishment of the industry here.

1.13 TRANSPORTATION FACILITIES:

Both Road and Rail facilities are available. Road transport is

preferred to rail being cheap in nature.

27
1.14 AVAILABILITY OF LABOUR:
There is abundant availability of labour. There are skilled, semi-skilled
and unskilled labours working in the industry.

1.15 WATER AVAILABILITY:

Water is being abundantly available for the various process operations
within manufacturing as well as for the other activities. The source of water is from Ground
water resources (bore well).

1.16 SOURCE OF ENERGY:

Energy is supplied from Transco as well as Self-generated (turbines).

1.17 LAND:
Site has procured own land for its establishment. There is scope for
expansion of plant as there is availability of land.

1.18 PROCUREMENT:
Raw material procurement is not carried out by site. It is maintained by
Head office regarding supply of raw materials as requirement quoted by the CSL department
at site. Procurement department at site deals with procurement of supply items and services.
Supply items such as inventory, non-inventory and capital items are procured by this
department whenever the stock reaches minimum level. Services such as selecting contractors
according to the requirement by the site are done by this department.

1.19 PRODUCTS OF HUL (RAJAHMUNDRY)

The famous malted food beverage drinks Horlicks and boost are
manufactured at this particular unit of HUL.

1.20 PRODUCTS MANUFACTURED AT SITE:

Manufacturing of products at site is based on demand of the

particular product. The products manufactured at site are:

28
 Horlicks classic malt
 Junior Horlicks
 Sachet Horlicks
 Horlicks Middle East
 Horlicks explodes Junior Horlicks (Bangladesh)
 Chocolate Horlicks
 Boost

29
 CHAPTER – IV
THEORETICAL FRAME WORK

THEORY RELATED TO THE TOPIC OF THE STUDY

– RELEVANT CONCEPTS

30
1.21 EMPLOYEE WELFARE
Employee welfare is a term including various services, benefits and
facilities offered to employees by the employers. The welfare measures need not be monetary
but in any kind/forms. This includes items such as allowances, housing, transportation,
medical insurance and food. Employee welfare also includes monitoring of working
conditions, creation of industrial harmony through infrastructure for health, industrial
relations and insurance against disease, accident and unemployment for the workers and their
families. Through such generous benefits the employer makes life worth living for
employees.

The statutory schemes are those schemes that are compulsory to provide
by an organization as compliance to the laws governing employee health and safety. These
include provisions provided in industrial acts like Factories Act 1948, Dock Workers Act
(safety, health and welfare) 1986, Mines Act 1962. The non-statutory schemes differ from
organization to organization and from industry to industry.

1.22 EMPLOYEE BENEFITS

Employee benefits are classified as two types

1. Statutory Welfare Benefits 2. Non Statutory Welfare Benefits

1.23 STATUTORY WELFARE SCHEME

Statutory benefits in India encompass a range of entitlements and
privileges that employees have the right to receive. These benefits may cover areas such as
medical insurance, maternity leave, and vacation time. It is mandatory for all companies,
regardless of their size or industry, to provide at least certain statutory benefits to their
employees.

If you have any queries regarding the specific statutory benefits offered
by your company, it is crucial to seek guidance from an employment lawyer. Additionally,
reviewing your employee handbook will help ensure that all benefits are clearly defined,
outlined, and well-understood by both the employer and employees.

1.24 STATUTORY WELFARE BENEFITS

The statutory welfare schemes include the following provisions:

31
1.24.1 Drinking Water:
Safe and hygienic drinking water should be provided at all workplace
locations.

1.24.2 Facilities for sitting:

In every organization, especially factories, suitable seating arrangements
are to be provided.

1.24.3 First aid appliances:

First aid appliances are to be provided and should be readily assessable so
that in case of any minor accident initial medication can be provided to the needed employee.

1.24.4 Latrines and Urinals:

A sufficient number of latrines and urinals are to be provided in the office
and factory premises and are also to be maintained in a neat and clean condition.

1.24.5 Canteen facilities:

Cafeteria or canteens are to be provided by the employer so as to provide
hygienic and nutritious food to the employees.

1.24.6 Spittoons:
In every work place, such as ware houses, store places, in the dock area and

office premises spittoons are to be provided in convenient places and same are to be

maintained in a hygienic condition.

1.24.7 Lighting:
Proper and sufficient lights are to be provided for employees so that
they can work safely during the night shifts.

1.24.8 Washing places:

Adequate washing places such as bathrooms, wash basins with tap and
tap on the stand pipe are provided in the port area in the vicinity of the work places.

1.24.9 Changing rooms:

Adequate changing rooms are to be provided for workers to change their
cloth in the factory area and office premises. Adequate lockers are also provided to the
workers to keep their clothes and belongings.

32
1.24.10 Rest rooms:
Adequate numbers of restrooms are provided to the workers with
provisions of water supply, wash basins, toilets, bathrooms, etc.

1.24.11 Crèches
In factories where more than 30 women workers are employed, it is
mandatory to provide and maintain suitable rooms for the use of children under the age of six
belonging to these women.
These rooms should offer sufficient accommodation, proper lighting,
ventilation, cleanliness, and sanitation. They should be supervised by women who are trained
in caring for children and infants.
The State Government has the authority to establish rules regarding the
location, construction standards, accommodation, furniture, and other equipment for these
rooms. They may also require additional facilities for the care of children of women workers,
including provisions for washing and changing their clothing.
Furthermore, the government can mandate the provision of free milk or
refreshments for such children in the factory. Facilities should also be provided for mothers
to feed their children at necessary intervals.

1.25 NON STATUTORY WELFARE BENEFITS

A non-statutory body is an organization that does not have any legal
powers and is not created by an act of parliament. Non-statutory bodies are usually set up by
the government to carry out a specific function.
For example, paternity leave, employee assistance program, providing
bus facilities to the employees…. etc.
Many Non-statutory welfare schemes may include the following schemes.

33
1.25.1 Personal Health Care (Regular medical check-ups):

Some of the companies provide the facility for extensive health check-up.

1.25.2 Flexi-time:
The main objective of the flexitime policy is to provide opportunity to
employees to work with flexible working schedules. Flexible work schedules are initiated by
employees and approved by management to meet business commitments while supporting
employee personal life needs

1.25.3 Employee Assistance Programs:

Various assistant programs are arranged like external counselling
service so that employees or members of their immediate family can get counselling on
various matters.

1.25.4 Harassment Policy:

To protect an employee from harassments of any kind, guidelines are
provided for proper action and also for protecting the aggrieved employee.

1.25.5 Maternity & Adoption Leave

Employees can avail maternity or adoption leaves. Paternity leave
policies have also been introduced by various companies.

1.25.6 Medi-claim Insurance Scheme:

This insurance scheme provides adequate insurance coverage of
employees for expenses related to hospitalization due to illness, disease or injury or
pregnancy.

1.25.7 Employee Referral Scheme:

In several companies employee referral scheme is implemented to
encourage employees to refer friends and relatives for employment in the organization.

1.26 EMPLOYEMENT BENEFITS

Employee benefits encompass various forms of compensation and
advantages provided by an employer to their employees and their dependents. These benefits
can be classified into different categories

34
4.6.1 Short-term employee benefits:
These benefits are typically provided within a year and include wages, salaries, social
security contributions, paid annual leave, profit-sharing, bonuses, and non-monetary
benefits like medical care, housing, cars, or subsidized goods/services.

4.6.2 Post-employment benefits:

These benefits are granted after an employee's service with the company ends.
Examples include gratuity, pensions, retirement benefits, post-employment life
insurance, and post-employment medical care.

4.6.3 Other long-term employee benefits:

This category includes benefits that extend beyond the short term but are not post-
employment benefits. It comprises long-service leave or sabbatical leave, jubilee or
long-service benefits, long-term disability benefits, and deferred compensation. If these
benefits are not payable within twelve months after the reporting period, they are
treated separately from short-term benefits.

4.6.4 Termination benefits:

These benefits are provided to employees when their employment is terminated before
the normal retirement date. Termination benefits may include severance pay, early
retirement packages, or other similar forms of compensation.

The International Financial Reporting Standards (IFRS) recognizes these

different categories of employee benefits and establishes separate requirements for
each. Employee benefits can be settled through direct payments to employees, their
dependents, legal heirs, or nominees. Alternatively, benefits may be provided to entities
such as trusts or insurance companies.

The term "employee" encompasses individuals working on a full-time,

part-time, permanent, casual, or temporary basis. It also includes whole-time directors
and other management personnel within the scope of this Standard.

Thank you for providing the definitions of various employee benefit

terms.

35
1.27 TYPES OF EMPLOYEE BENEFITS:
Consideration given by an enterprise in exchange for services rendered

by employees.

1.27.1 Short-term Employee Benefits:

Benefits, excluding termination benefits that are due within twelve
months after the period in which employees render the related service.

1.27.2 Post-employment Benefits:

Benefits, excluding termination benefits, payable after the completion of

employment.

1.28 POST-EMPLOYMENT BENEFIT PLANS

Formal or informal arrangements through which an enterprise provides
post-employment benefits to one or more employees.

1.28.1 Defined Contribution Plans:

Post-employment benefit plans where an enterprise pays fixed contributions
into a separate fund and has no further obligation if the fund doesn't hold sufficient assets to
cover all employee benefits.

1.28.2 Defined Benefit Plans:

Post-employment benefit plans other than defined contribution plans. These
plans specify the benefits to be provided, usually based on factors like salary and years of
service.

1.28.3 Multi-employer Plans:

Defined contribution or defined benefit plans that pool contributions from
various enterprises not under common control, providing benefits to employees regardless of
the employing enterprise's identity.

36
1.29 LONG-TERM EMPLOYEE BENEFITS
Benefits, excluding post-employment benefits and termination benefits, that
don't fall due within twelve months after the period in which the related service was rendered.

1.29.1 Termination Benefits:

Benefits payable due to an enterprise's decision to terminate an employee's
employment before the normal retirement date or an employee's acceptance of voluntary
redundancy.

1.29.2 Vested Employee Benefits:

Benefits not conditional on future employment. The present value of a
defined benefit obligation is the expected future payments required to settle the obligation
resulting from employee service, without deducting plan assets.

1.29.3 Current Service Cost:

The increase in the present value of the defined benefit obligation
resulting from employee service in the current period.

1.29.4 Interest Cost:

The increase in the present value of a defined benefit obligation due
to benefits being one period closer to settlement.

1.30 PLAN ASSETS

Assets held by a long-term employee benefit fund, including
qualifying insurance policies, used to pay or fund employee benefits and are separate from
the reporting enterprise.

 Assets held by a long-term employee benefit fund refer to assets held by a separate entity
(a fund) that is legally independent from the reporting enterprise. The purpose of this fund
is solely to pay or fund employee benefits. These assets cannot include non-transferable
financial instruments issued by the reporting enterprise.
 These assets must meet the following criteria:
a) They can only be used to pay or fund employee benefits and are not accessible to the
reporting enterprise's creditors, even in bankruptcy.
b) The assets cannot be returned to the reporting enterprise unless either:
I. The remaining assets of the fund are sufficient to cover all the related employee
benefit obligations of the plan or the reporting enterprise.

37
 II. The assets are returned to the reporting enterprise to reimburse it for employee
benefits that have already been paid.

1. A qualifying insurance policy is an insurance policy issued by an insurer that is not

a related party (as defined in AS 18 Related Party Disclosures) of the reporting
enterprise.

2. The proceeds of the qualifying insurance policy can only be used to pay or fund
employee benefits under a defined benefit plan.

3. The proceeds from the policy are not available to the reporting enterprise's own
creditors, even in bankruptcy, and cannot be paid to the reporting enterprise
unless.

1.30.1 Fair Value:

The amount for which an asset could be exchanged or a liability settled
between knowledgeable, willing parties in an arm's length transaction.

1.30.2 Return on Plan:

Interest, dividends, and other revenue derived from plan assets, along with
realized and unrealized gains or losses on the assets, minus plan administration costs and
applicable taxes.

1.30.3 Actuarial Gains and Losses:

Differences between previous actuarial assumptions and actual
experience, as well as the effects of changes in actuarial assumptions.

1.30.4 Past Service Cost:

The change in the present value of the defined benefit obligation
resulting from the introduction or changes to post-employment benefits or other long-term
employee benefits for employee service in prior periods. It can be positive (benefits
introduced or improved) or negative (existing benefits reduced).

38
 CHAPTER – V
EMPLOYEE BENEFITS ACTS

39
 EMPLOYEE BENEFITS ACTS

 Employee Provident fund and Miscellaneous Act 1948 (EPF Act)

 Employee Insurance Act 1948(ESI Act)
 Maternity Benefits Act 1961
 Factories Act 1948
 Workmen Compensation Act 1923
 Payment of Bonus Act 1965
 Payment of Gratuity Act 1972
 Minimum Wages Act 1948

1.31 EMPLOYEE PROVIDENT FUND AND

MISCELLANEOUS PROVISION’S ACT 1948

In 1948 the tripartite meetings provident fund in industries to be

compulsory by the representatives of central and state governments of employees and
workers took part. According to 1948, a non-official bill on this provident fund was
introduced by the Loka Sabha grant of provident fund to certain classes of workers to their
employers.

In March 2022, the EPFO lowered the interest rate on employee provident funds to 8.10% for
2021-22, The EPFO lowered the interest rate of 8.10% for the fiscal year of 2021-22.

On 30 August 2022, EPFO proposed to remove the restrictions on the wage ceiling and
headcount to allow all formal workers and self-employed to enrol in its retirement saving
schemes.

Provident fund scheme is a welfare scheme for the benefits of the employees. The employer
deducted some amount from the salaries of the employee and the interest earned on this
investment also credited in the PF account of the employee at the time of retirement the
accumulated amount is given to the employees

40
1.31.1 Applicability of the act
All factories and establishments in which 20 or more are employed
1.31.2 Schemes under this act
1) Employee provident fund scheme - 1952

2) Employee pension scheme - 1995

3) Employee deposit linked insurance – 1976

1.31.3 Objectives of the Act

The employee’s provident fund and miscellaneous provisions act aims to provide a kind of
social security to the industrial workers

The act mainly provides retirement or old age benefits, such as provident fund, family
pension and deposit linked insurance

1.31.4 Contribution to EPF

Employee’s share: 12% of the (Basic + DA)

Employer’s contribution: 12% to be deposited as:

8.33% to be deposited in Pension Fund A/C

The balance that is 3.67% to be deposited in Provident Fund A/C along with Employees’
share of 12%.

1.31.5 Calculation of EPF

The EPF Interest Rate is fixed at 8.15% for FY 2022-23.

Out of the 12% contribution, 8.33% goes towards the Employee Pension Scheme Account,
and the remaining 3.67% goes to the employee EPF account. It is compulsory for all
employees who draw a basic salary of less than Rs 15,000 per month to become members of
the EPF.

1.31.6 Example

PF calculated above 15000 salary

41
The employer’s monthly contribution is restricted to a maximum amount of Rs 1,800. Even if
the employee's salary exceeds Rs 15,000, the employer is liable to contribute only Rs 1,800
(12% of Rs 15,000).

Employee Salary: 15000

Percentage of PF: 12%

Calculation: Employee Salary * 12% Contribution

15000 * 12/100

1800/-

Employee contribute 12% of his/her salary 1800/-

Employer contribute only 12% of base salary 1800/-

1.32 EMPLOYEE INSURANCE ACT 1948

The Employees’ State Insurance Act, 1948 (ESI), enables the financial backing and support
to the working class in times of medical distress such as:

 Sickness.

 Maternity Leave.

 Disorders (mental or physical).

 Disability.

 Death.

It is a self-financed initiative, which serves as a type of social security scheme, to prevent the
working class from any financial problems arising out of the above medical issues.

1.32.1 Appropriate Government

Appropriate government means in respect of establishments under the control of central

government, a railway administration, a major port, a mine or oilfield, the central

42
government; and in all other cases, the state government [section 2(1)]. The execution on the
premises of a factory or an establishment to which this act applies or under the supervision of
the principal employer or his agent, of the whole or any part of any work which is ordinarily
pair of the work of the factory or establishment of the principal employer or is preliminary to
the work carried on the incidental to the purpose of any such factory or establishment and
includes a person whom the services of an employee who has entered into a contract service
with him are whom the services of an employee who has entered who has entered into a
contract of services with him are temporarily or let on hire to the principal employer and
includes a contractor [section 2(13)].

1.32.2 Constitutionality of the Act

The ESI Act serves as a constitutional instrument because of its practice of providing
insurance and medical insurance. While the ESI Act is mostly executed through the ESI
Corporation, the Central Government takes control of most of the proceedings.

This control by the Central Government largely contributes to the constitutionality of the Act,
because Insurance, be it public or private, is listed in the Seventh Schedule of the Indian
Constitution as a Union List subject i.e. it can only be legislated by the Central Government.

 It main aim to provide economic security to people who work in factories and
establishments and it is basically provides for payment of benefits to workers in case of
sickness, maternity, injury, etc.
 The employee’s state insurance act, enables the financial backing and support to the
working class in times of medical distress such as sickness, maternity, disorder, disability,
death
 It is a type of social security scheme, to prevent the working class from any financial
problems arising out of the above medical issues

 The ESI act extends to the whole India

 It includes all factories including government factories which employ 10 or more

employees and carry on a manufacturing process with the aid of power and 20 employees
where the manufacturing process is carried out without the aid of power

 All employees including temporary or contract employees drawing wages less than Rs
21,000 per month are covered under this act
43
1.32.3 Immediate Employer
The financing for these benefits is paid by both the employer and the
employee. Employer contribution are equivalent to 4.75% of payable wages and employee
contribution to 1.75% of payable wages. Employees who make under INR 137 per day are
exempt from paying their contribution.
 Basic pay
 Dearness Allowance
 City Compensatory Allowance
 Attendance & Overtime Pays
 Meal Allowance
 Uniform Allowance
 Bonuses, Incentives, and Other Special Allowances.

1.32.4 ESI Calculation

Sample 1
If the gross salary of an employee is 8000 per month, then

1. The employee contribution would be 0.75% * 8000 which is equal to INR 60

8000* 0.75/100
44
 = 60/-
2. The employer contribution would be 3.25%* 8000 which is equal to INR 260
8000* 3.25/100
= 260/-

The total contribution of employee and employer is (60+260) 320/-

Sample 2
If the gross salary of an employee is 21000 per month, then

1. The employee contribution would be 0.75%*21000 which is equal to INR 157.5

21000* 0.75/100
= 157.5/-
2. The employer contribution would be 3.25%*21000 which is equal to INR 682.5
21000* 3.25/100 = 682.5/-
The total contribution of employee and employer is (157.5+682.5) 840/-

1.33 Maternity Benefits Act 1961

The maternity benefit act 1961 regulates employment of women in
certain establishments for a certain period before and after childbirth and provides for
maternity and other benefits. This act will be available for the first two children, not for third
children. For adoption baby maternity benefit will allow up to 12 weeks (WHO adopted the
child it should be below the three months). According to this act maternity leave should be 12
weeks due to delivery. After the amendment of this act 2017 the maternity leave extended to
the 26 weeks. Leave 8 weeks prior to expected delivery date. This act provides that every
woman entitled to maternity benefit shall also be entitled to receive from her employer
medical bonus.
For who are working in the unorganized sector working women will not
be applicable this act. The maternity benefit act 1961 still applicable to women employees
employed in establishments which are not covered by the ESI act as also to women
employees employed in establishments covers by the ESI act but who are out of its coverage
because of wage limit.

1.33.1 Right to payment of maternity benefits

45
 The employer shall be liable for the payment of maternity benefit at the rate
of the average daily wage for the period of her actual absence.
Nursing breaks should be provided to the employer, in a day two breaks should be allowed
until the child attains the age of fifteen months.

1.33.2 Eligibility
As per this act, to be eligible for maternity benefit, women must have been
working as an employee in an establishment for a Period of at least 80 days in the past 12
months. 50 or more employees then crèche facility will be applicable. This is not applicable
for unorganized sectors and paternity also.

1.33.3 Maternity leave

The maternity leaves benefit act 1961 in this act women get the leave for
adoptive mothers to take care for their children’s, maternity leave benefit is up to 12 weeks
leaves.

1.33.4 Maternity benefit amendment act 2017

Bought significant changes to outdated maternity law governing the
required benefits for pregnant women and put India a head of many developing countries.
The requirements set under the Amendment Act apply to any company that employs 10 or
more individuals. Benefits include mandatory maternity payment benefits for women,
regardless of income, as well as maternity leave and work from home provisions for nursing
mothers. New mothers who just gave birth are entitled to 26 weeks of maternity leave.
Adoptive mothers and commissioning mothers (those who used a surrogate) may receive 12
weeks of maternity benefits.

Paternity leave is not included in the Amendment Act and is not

considered a mandatory benefit. However, some employers may elect to grant paternity leave
as a non-statutory benefit. Additionally, any company with over 50 employees is required to
provide a day care facility. These facilities may be shared with neighbouring companies. The
mother must be given the ability to access the day care facilities four times a day.

The Maternity Benefit (Amendment) Bill 2016 (the “Amendment Bill”), an

amendment to the Maternity Benefit Act, 1961 (“Act”), was passed in Lok Sabha on March
09, 2017, in Rajya Sabha on August 11, 2016 and received an assent from President of India
on March 27,2017. The provisions of The Maternity Benefit (Amendment) Act, 2017 (MB
Amendment Act) is effective from April 01, 2017. However, provision on crèche facility
46
(Section 11 A) shall be effective from July 01, 2017.Applicability: The Act is applicable to
all establishments which are factories, mines, plantations, Government establishments, shops
and establishments under the relevant applicable legislation, or any other establishment as
may be notified by the Central Government.

1.33.5 Eligibility
As per the Act, to be eligible for maternity benefit, a woman must have
been working as an employee in an establishment for a period of at least 80 days in the past
12 months. Payment during the leave period is based on the average daily wage for the period
of actual absence.

1.33.6 Key highlights of the Amendment

Increase in Maternity Benefit

The period of paid maternity leave (“Maternity Benefit '') that a

woman employee is entitled to has been increased to 26 (twenty-six) weeks. Further, the Act
previously allowed pregnant women to avail Maternity Benefit for only 6 (six) weeks prior to
the date of expected delivery. Now, this period has increased to 8 (eight) weeks. Maternity
benefits of 26 weeks can be extended to women who are already under maternity leave at the
time of enforcement of this Amendment.

1.33.7 No increased benefit for third child

The increased Maternity Benefit is only available for the first two
children. The Amendment provides that a woman having two or more surviving children
shall only be entitled to 12 (twelve) weeks of Maternity Benefit of which not more than 6
(six) shall be taken prior to the date of the expected delivery.

1.33.8 Adoption/Surrogacy
A woman who adopts a child below the age of 3 (three) months, or a
commissioning mother (means a biological mother, who uses her egg to create an embryo
implanted in any other woman), will be entitled to Maternity Benefit for a period of 12
(twelve) weeks from the date the child is handed over to the adopting mother or the
commissioning mother.

47
1.34 Factories Act 1948
Factory’ means any premises where 10 or more workers are working
and a manufacturing process is carried out with aid of power, 20 if manufacturing process is
carried without aid of power.

The factories act serves to assist in formulating national policies in India with respect to
occupational safety, health, efficiency and well-being of the person at work places.

The aim and objective of the factories act is essentially to safeguard the interest of workers,
stop their exploitation and take care of their safety, hygiene and welfare at their place of
work.

Factories act is applicable when minimum 10 workers where the manufacturing process is
carried out with the aid of power and 20 workers where the manufacturing process is carried
without power

Applicable to whole India including Jammu & Kashmir

1.34.1 Important provisions of the act

Facilities and conveniences:-
The factories should kept clean [Section 11], ventilation should be adequate
reasonable temperature for the employee comfort should be maintained [Section 13],
adequate lighting and drinking water should be provided [Section 17, 18]

1.34.2 Working hours:-

A worker cannot be employed more than 48 hours in a week, weekly
holiday is compulsory, the worker cannot be employed for more than 9 hours in a day, atleast
half an hour rest should be provided after 5 hours of work

1.34.3 Overtime wages:-

If workers are beyond 9 hours a day, overtime wages are double the rate of
wages are payable

1.34.4 Facilities in case of large factories:-

Following facilities are required to be provided by large factories -
Ambulance if 500 or more number of workers are employed, canteen if 250 or more number
of workers are employed, rest rooms with drinking water facility when 150 or more workers
48
are employed full time welfare officer if 500 or more workers are employed, safety officer is
1,000 or more workmen employed

1.34.5 Safety:-
All machinery should be properly fenced to protect workers when
machinery is in motion, safety appliances for eyes should be provided, and safety officer
should be appointed if the number of workers in factory are 1000 or more

1.34.6 Employment of women:-

A women worker cannot be employed beyond the hours 6.00 AM to 7.00 PM

1.34.7 Child employment:-

Child below age of 14 should not be employed, child above 14 but below 15
years of age can be employed but only for 4.5 hours per day, he should be a certified fit by a
certifying surgeon, he cannot be employed between night 10.00 PM to 6.00 AM

1. Welfare:
For the welfare of the workers, the Act provides that in every factory
adequate and suitable facilities for washing should be provided and maintained for the
use of workers.
Facilities for storing and drying clothing, facilities for sitting, first-aid appliances,
shelters, rest rooms’ and lunch rooms, crèches, should be there.
2. Penalties:-
The provisions of The Factories Act, 1948, or any rules made
under the Act, or any order given in writing under the Act is violated, it is treated as
an offence. The following penalties can be imposed:-
(a) Imprisonment for a term which may extend to one year;
(b) Fine which may extend to one lakh rupees; or
(c) Both fine and imprisonment.
If a worker misuses an appliance related to welfare, safety and health of workers, or in
relation to discharge of his duties, he can be imposed a penalty of Rs. 500

Importance of Factories Act, 1948

The Factories Act, 1948 is a beneficial legislation. The aim and object of
the Act is essentially to safeguard the interests of workers, stop their exploitation and take
care of their safety, hygiene and welfare at their places of work. It casts various obligations,
duties and responsibilities on the occupier of a factory and also on the factory manager.
49
Amendments to the Act and court decisions have further extended the nature and scope of the
concept of occupier, especially vis-a-vis hazardous processes in factories.

1.35 Workmen Compensation Act 1923

The employees compensation act aims to provide financial protection to
workmen and their dependents in case of any accident injury arising out of or in course of
employment

This act is applies to factories, mines, docks, construction establishments, oilfields and other
establishment

The act provides for the payment of compensation by the employer to the employees under
this act for injury caused by accident and generally companies take insurance policies to
cover their liability under employee compensation act

50
 The Workmen's Compensation Act, 1923 was passed to offer benefits to
employees or their dependents in the event of death, disfigurement, or injury as a result of an
accident occurring while they were on the job. This Act applies to all factories, plantations,
mines and to any workplace where 10 or more persons are employed.

The way for employees and their dependents to get money from employers in the event that
an accident leaves an employee dead or disabled.

The employers pay workers' compensation benefits in the event that an employee acquires a
disease or condition that is connected to their line of work.

1.35.1 Scope of Workmen’s Compensation Policy

The scope of workmen’s compensation policy is varied and broad and covers a wide range of
benefits for employees who sustain an injury or contract a disease in the course of their
employment.

In general, the insurance covers medical costs, lost wages reimbursement, and other benefits.
In the event of death, the policy may also provide for a lump sum payment to the deceased’s
family.

In addition, the policy may provide for rehabilitation expenses, and certain other
miscellaneous benefits such as funeral costs and legal expenses. The scope of the policy
depends on the particular employer, state, and type of injury or illness.

51
1.35.2 Objectives

A law passed by the Indian Parliament in 1923 called the Workmen's

Compensation Act establishes the provision of compensation to employees for injuries
sustained while working. All factories, mines, oil fields, plantations, railroads, retail stores,
and other establishments must comply with the Act.

In the event of injury or death brought on by employment, the Act offers some sort of social
protection to employees and stipulates quick resolution of disputes.

The main objective of the Workmen's Compensation Act is to provide

compensation to employees, or their dependents, in case of injury, illness, or death caused
due to employment, and to provide a system of speedy settlement of disputes.

1.35.3 Latest changes of Workmen Compensation

The Workmen’s Compensation (Amendment) Bill, 2009, was introduced in

the Lok Sabha on August 7, 2009 by the Minister of Labour and Employment, Shri
Mallikarjun Kharge. The Bill was not referred to the Standing Committee.

The Bill amends the Workmen’s Compensation Act, 1923, which provides for payment of
compensation to the workmen and their dependents in the case of injury or death by industrial
accidents. The Act applies to a specified group of people such as those employed in factories,
mines, and plantations.

The Bill substitutes the word “workman” with “employee” so that the law is
applicable to all types of employees and is gender neutral. It also amends Schedule II to
increase the list of persons who are included in the definition of workmen. For example, the
Act only included those people who were employed in repairing or altering any article in a
place with more than 20 employees. The Bill includes all persons employed in such work by
omitting the requirement that the place should have 20 employees.

The compensation to employees in case of injury or death is a percentage of

their monthly wage or a specified amount, whichever is more. The Bill increases the specified
amount in case of death from Rs 80,000 to Rs1.20 lakh. In case of permanent disablement,
the amount is increased from Rs 90,000 to Rs 1.40 lakh.

The Bill allows the central government to revise the monthly wage from time to time.
52
The employee shall be reimbursed for any medical expense incurred for treatment of injuries
during the course of employment.

The funeral expense of the deceased workman has been increased from Rs 2,500 to Rs 5,000.
It also allows the central government to modify the amount from time to time.

The state government may appoint any person to be a Commissioner for

Workmen’s Compensation. The Bill stipulates that the person should be a member of a State
Judicial Service for a minimum of five years or an advocate or pleader for a minimum of five
years or a Gazetted officer with minimum of five years’ service having educational
qualification and experience in personnel management, human resource development and
industrial development.

1.36 Payment of Bonus Act 1965

The payment of bonus is dealt by “Payment of Bonus Act, 1965”, read
with “payment of Bonus Rules, 1975”, (central rules), the main purpose of the enactment is to
impose a legal obligation on the employer to provide for payment of bonus.

The Payment of Bonus Act applies to every factory and establishment employing not less
than 20 persons on any day during the accounting year.

The Minimum bonus will be provided 8.33% of the salary during the year, or one hundred
rupees will be given in case of employees above 15 years and sixty rupees in case of
employees below 15 years, whichever is higher. The maximum bonus is 20% of salary during
the accounting year.

The ceiling amount on which the bonus payable is calculated is Rs. 7,000 per month
(amendment of 2015), earlier this amount was Rs 3,000. Therefore, if the employee receives
Gross Salary up to of Rs 21,000 per month, the employee is eligible to receive bonus.

1.36.1 Calculation of Bonus

Basic Salary + DA <7,000, then in such cases,

Bonus Payable = (Basic Salary + DA) * Amount %, either 8.33% (establishment is supposed
to give even in case of deficit) or could go up to 20%

Basic Salary+ DA >7000, then in such cases,

Bonus Payable= Rs. 7000, % either 8.33% (establishment is supposed to give even in case of
deficit) or could go up to 20%.

53
1.37 Payment of Gratuity Act 1972
The payment of gratuity act 1972 provides for the payment of gratuity employees
engaged in factories, mines, oilfield, plantations, ports, railway companies, shops, or other
establishments and for matters connected therewith or incidental thereto.

Gratuity shall be payable to an employee on the termination of his/her employment after

he/she has rendered continuous service for nor less than five years:

 On his/her superannuation
 On his/her retirement or resignations
 On his/her death disablement due to accident or disease.
 Due to the death or disablement, five years services shall not be necessary to the
employees.

1.37.1 Forfeiture of gratuity

As per this act the gratuity of an employee whose services have been terminated for
any act of willful omission or negligence causing any damage or loss to, or destruction of
property belonging to the employer, gratuity will be cancelled. For this act controlling
authority will be appointed by the central government.

1.37.2 To whom is gratuity payable?

It is payable normally to himself/herself. However, in the case of death of the employee

it shall be paid to his nominee and where any such nominees or heirs is a minor share of such
54
minor, shall be deposited with the controlling authority who shall invest the same for the
benefit of such minor in such bank or other financial institution, as may be prescribed until
such minor attains majority.

1.37.3 The controlling authority and the appellate authority

Those are two important functionaries in the operation of the act. Section 3 of the act
says that the appropriate government may by notification appoint any officer to be a
controlling authority who shall be responsible for the administration of the act. Different
controlling authorities may be appointed for different areas.

1.37.4 Determination of the amount of gratuity

 Any person who is eligible for payment of gratuity should weir an application to his
employer within a certain time.
 When gratuity becomes payable and if no application received form employee, the
employer should give notice of payment of gratuity to the employee and also to the
controlling authority specifying the amount of gratuity will be determined.
 The employer should arrange to pay the amount of gratuity within 30 days from the
date it becomes payable to the person to whom the gratuity is payable.
 If the amount of gratuity payable is not paid by the employer within the 30 days the
 employer shall pay from the date on which the gratuity becomes payable to the date
on which it is paid, simple interest at such rate, not exceeding the rate notified by the
central government.
 Provide that no such interest shall be payable if the delay in the payment is due to the
fault of the employee and the employer has obtained permission in writing from the
controlling authority for the delayed payment on his grounds.
 If there is any dispute in payment of the gratuity, employer should deposit the gratuity
 Payable amount with controlling authority until the dispute is settled by him.
 Once the dispute is settled by the controlling authority, the deposited amount with him
will be paid to employee.
 Any person in dispute is not satisfied with decision order made by the controlling
authority within 60 days from the date or order by controlling authority, appeal to the
appropriate government in the appellate authority.

55
NOTE - Gratuity working basic amount /26 days One day basic amount will be derived.
Gratuity payable 15 days of basic need to be taken into the account for calculation. No. of
working years need to be taken into account.

For e.g., Rs. 30,000 basic /26 days

=1,153*15 days

=17,307 * no. years’ experience

= 34,615

1.38 Minimum Wages Act 1948

Minimum wages have been defined as “the minimum amount of remuneration that an
employer is required to pay wage earners for the work performed during a given period.

1.38.1 Objectives of minimum wages act

 To ensure that the employees can have the basic wage
 To ensure that the employees can have the basic physical needs, good health and a
level of comfort
 To ensure a secure and adequate living wage for all labourers
 To ensure that the employee has enough to provide for his family
 Ensuring a decent life standards that pertains to the social comfort of the employee
 The minimum wages act - 1948 generally specifies the minimum wage on a per day
basis
 Revision of minimum wages depends on the cost of living index, the fixation is based
on the norms mentioned and a wage board (Different for different industry).
 Under the minimum wages act, state and central government have the power to fix
and revise the minimum wages.

As per the Section 5 of the minimum wages act 1948, there are two ways for fixing and
revising minimum wages that are

Committee method: - Committee and sub-committees are set up to make

recommendations

Notification method: - The government publishes proposals and an official date in the
official gazette, all recommendations from various committees and sub-committees are

56
collected before the specified official date and then the government will proceeds to fix and
revise minimum wages.

A wage is a payment made by an employer to an employee for work done in a specific period
of time, wages are the part of expenses that are involved in running a business.

The payment of wages act regulates payment of wages to employees, the act is a remedy
against unauthorized deductions made by employer or unjustified delay in payment of wages.

1.38.2 Applicability of the act

The act will apply to persons employed in any factory.

Payment of wages acts is applicable only to employees drawing wages not exceeding RS.
24000 per month.

Regular pay: - Payment should be made before the 7th day of every month, the wage
period shall not exceed 1 month.

Mode of payment: - Payment has to be made in currency notes or coins, cheque payment
or crediting to bank account is allowed with consent in writing by the employee.

Deduction of wages: - Employer is allowed to effect only authorized deductions this

includes fines, absence from duty, damages and losses and payment of insurance.

57
58
1.39 SCOPE OF THE STUDY

 The scope of the study is confined to the benefits provided to the employees of
HINDUSTAN UNILEVER LIMITED and the satisfaction level at work and with the
benefits provided by the industry.
 This Standard should be applied by an employer in accounting for all employee
benefits, except employee share-based payments.
 This Standard does not deal with accounting and reporting by employee benefit plans.
 The employee benefits to which this Standard applies include those provided
 Under formal plans or other formal agreements between an enterprise and individual
employees, groups of employees or their representatives;
 Under legislative requirements, or through industry arrangements, whereby enterprises
are required to contribute to state, industry or other multi-employer plans; or
 By those informal practices that give rise to an obligation. Informal practices give rise
to an obligation where the enterprise has no realistic alternative but to pay employee
benefits.
 An example of such an obligation is where a change in the enterprise’s informal
practices would cause unacceptable damage to its relationship with employees.

59
1.40 OBJECTIVE OF THE STUDY

The objective of this Standard is to prescribe the accounting and disclosure for employee
benefits.

1. To understand the organization culture of Hindustan Unilever Limited.

2. To study the level of satisfaction among employees regarding the benefits provided to
the employees.

3. To assess the awareness level among employees regarding benefits.

4. To understand and document the employment benefit scheme in private sector

organization.

5. To provide overall satisfaction of the employee.

1.40.1 The Standard requires an enterprise to recognize

A liability when an employee has provided service in exchange for

employee benefits to be paid in the future; and

An expense when the enterprise consumes the economic benefit arising

from service provided by an employee in exchange for employee benefits.

60
 CHAPTER – VI
DATA HANDLING
PERIOD OF DATA USED
SAMPLE SIZE
METHODOLOGY OF THE STUDY

61
 DATA HANDLING
PERIOD OF DATA USED
SAMPLE SIZE

METHODOLOGY OF THE STUDY

Period of data used – I used 45 days of the data period.

Sample Size – I conducted survey among 100 permanent blue collar employees.

1.41 METHODOLOGY OF THE STUDY

The present study on the employee welfare measures provided by the Hindustan
Unilever Limited to its employees.

The collection of the information is done through two principle sources. They are as
follows:

 Primary data
 Secondary data

1.41.1 Primary data

Information about the organization and its HRD activities is gathered from direct
contacts and personal discussions with the permanent employees in the organization.

1.41.2
Secondary data
The secondary data was collected from relevant available reports, and from the
previously recorded data.

1.41.3 Questionnaire
A structure of questionnaire was prepared and distributed among the permanent
employees during the survey in the organization.

Observation

By observing the work environment.

62
 CHAPTER – VII
DATA ANALYSIS AND INTERPRETATION

63
 DATA ANALYSIS & INTERPRETATION

Data analysis and interpretation is the process of assigning meaning to the

collected information and determining the conclusions, significance, and implications of the
findings.

1.41.4 Sample population

A population is the entire group that you want to draw conclusions about. A sample is
the specific group that you will collect data from. The size of the sample is always less than
the total size of the population. In research, a population doesn't always refer to people.

1.41.5 Sample size

The sample size is defined as the number of observations used for determining the
estimations of a given population. The sample size for this purpose of the project is 100.

1.41.6 Source of Data

Primary Data- Primary data refers to the first-hand data gathered by the researcher.

1.41.7 Questionnaire
A set of printed or written questions with a choice of answers, devised for the purposes
of a survey or statistical study. The data collected for this project is based on primary data
collection which was collected by distributing questionnaires to the employees.

1.41.8 Sampling Method

Sampling method is defined as the type of the method that is being used to collect the
required data.

Probability Sampling - Probability sampling refers to the selection of a sample from a

population, when this selection is based on the principle of randomization, that is, random
selection or chance. Simple Random Sampling - Simple random sampling is a type of
probability sampling in which the researcher randomly selects a subset of participants from a
population. Each member of the population has an equal chance of being selected. For this
project the sampling method used is simple random sampling wherein the employees were
chosen at random and were asked to fill the questionnaire form.

64
1. Are aware of the Children education grant given by HUL?

Table 1
Options No. of Respondents Percentile of
Respondents
A. Yes 68 68%
B. No 32 32%
Total 100 100%

INTERPRETATION
From the above data it can be interpreted that, Employees are aware of the Children
Education Grant given by Hindustan Unilever Limited (HUL). According to the information
you provided, 68% of the Employees are aware of the grant, while 32% are not aware of it.
Graph 1

No.of Respondents
No 32%

Yes 68%

Yea No

2. Does HUL provide any paternity leaves for the Employees?

Table 2

Options No. of Respondents Percentile of

Respondents
A. Yes 73 73%
B. No 27 27%

65
 Total 100 100%

INTERPRETATION
According to the information you provided, 73% of the respondents mentioned that HUL
provides paternity leave for its employees, while 27% stated that they do not provide
paternity leaves. It is worth noting that the availability and specifics of paternity leave
policies may vary depending on the country, local laws, and HUL's internal policies.
Graph 2

No. of Respondents
No
27%

Yes
73%

Yea No

3. How would you rate the availability of clean drinking water at HUL?

Table 3
Percentile of
Level of Satisfaction No. Respondents Respondents
A. Excellent 18 18%
B. Good 38 38%
C. Average 20 20%
D. Poor 14 14%
E. Very Poor 10 10%
Total 100 100%

INTERPRETATION

66
Out of the total respondents surveyed (100), the majority of them rated the availability of
clean drinking water at HUL as either "Good" (38%) or "Excellent" (18%). This indicates
that a combined 56% of respondents are satisfied with the availability of clean drinking
water.

Approximately 20% of the respondents rated the availability of clean drinking water as
"Average," suggesting that they have a neutral opinion or are neither satisfied nor
dissatisfied.

A total of 28% of the respondents expressed dissatisfaction with the availability of clean
drinking water at HUL. This includes 14% who rated it as "Poor" and 10% who rated it as
"Very Poor."

Overall, based on this survey, the availability of clean drinking water at HUL seems to have
mixed reviews. While a significant portion of respondents are satisfied with the water quality,
there is still a notable percentage of dissatisfied respondents. Further analysis or specific
details about the reasons for dissatisfaction would provide a more comprehensive
understanding of the situation.

Graph 3

No. of Respondents
No, never
No, rarely 8%
10%
Yes, some-
times
12%

Yes,
always
70%

Yes, always Yes, sometimes No, rarely No, never

67
4. Are you satisfied with the accessibility of drinking water sources within the premises
of HUL?

Table 4
Percentile of
Level of Satisfaction No. of Respondents
Respondents
A. Very satisfied 15 15%
B. Satisfied 43 43%
C. Neutral 22 22%
D. Dissatisfied 16 16%
E. Very dissatisfied 4 4%
Total 100 100%

INTERPRETATION
A combined total of 58% of respondents (15% "Very satisfied" and 43% "Satisfied")
expressed satisfaction with the accessibility of drinking water sources. This indicates that a
majority of respondents are content with the availability and ease of accessing drinking water
within HUL.

Approximately 22% of the respondents indicated a "Neutral" satisfaction level, suggesting

that they neither have a positive nor negative opinion about the accessibility of drinking water
sources.

Dissatisfaction with the accessibility of drinking water sources at HUL was expressed by
16% of the respondents, with 16% rating it as "Dissatisfied" and 4% as "Very dissatisfied".

Overall, the data suggests that the accessibility of drinking water sources within the premises
of HUL has a higher level of satisfaction compared to dissatisfaction. However, it is still

68
essential to investigate the reasons behind the dissatisfaction to address any specific concerns
and improve the accessibility of drinking water sources for those who are not fully satisfied.

Graph 4

No. of Respondents
Very satis-
Very dissatisfied fied
Dissatisfied 4% 15%
16%

Neutral
22%
Satisfied
43%

Very satisfied Satisfied Neutral

Dissatisfied Very dissatisfied

5. Are you provided with the necessary safety Equipment’s (such as helmets, gloves,
goggles, etc.) while working at HUL?

Table 5
Percentile of
Level of Satisfaction No. of Respondents Respondents
A. Yes, always 70 70%
B. Yes, sometimes 12 12%
C. No, rarely 10 10%
D. No, never 8 8%
Total 100 100%

INTERPRETATION
The majority of respondents, accounting for 70% of the total, stated that they are always
provided with the necessary safety equipment while working at HUL. This indicates a high
level of satisfaction in terms of consistent availability of safety equipment.

69
Approximately 12% of respondents mentioned that they are sometimes provided with the
necessary safety equipment. This implies that while they do receive safety equipment, it may
not be consistently provided or may vary in certain situations.

10% of the respondents indicated that they rarely receive the necessary safety equipment,
suggesting that there may be occasional lapses or inadequacies in the provision of safety
equipment at HUL.

The remaining 8% of respondents reported that they never receive the necessary safety
equipment. This raises concerns about the lack of proper safety measures and indicates a
dissatisfaction with the safety equipment provision at HUL.

Overall, while the majority of respondents stated that they are always provided with the
necessary safety equipment at HUL, there is still room for improvement to ensure consistent
and adequate provision of safety equipment for all employees. The feedback from the
respondents who reported receiving safety equipment sometimes, rarely, or never should be
taken into consideration to address any gaps and enhance safety protocols at HUL.

Graph 5

No. of Respondents

No, never, 8%
No, rarely, 10%
Yes, sometimes,
12%

Yes, always,
70%

Yes, always Yes, sometimes No, rarely No, never

70
6. Are you aware of the availability of a creche facility for employees' children at HUL?

Table 6

No. of Percentile of
Level of Satisfaction Respondents
Respondents
A. Yes, I am aware of it and have utilized
35 35%
the creche facility
Yes, I am aware of it but have not
B. 45 45%
utilized the creche facility
C.
No, I was not aware of the creche facility 20 20%

Total 100 100%

INTERPRETATION
Based on the data from Table 6 regarding the awareness of a creche facility for employees'
children at HUL, we can draw the following inferences:

Out of the total respondents surveyed, 35% stated that they are aware of the creche facility
and have utilized it. This indicates that a portion of employees at HUL is aware of the
availability of a creche facility and has taken advantage of it for their children's care.

45% of respondents mentioned that they are aware of the creche facility but have not utilized
it. This suggests that while they have knowledge about the creche facility's existence, they
have chosen alternative arrangements for their children's care.

Interestingly, 20% of the respondents reported that they were not aware of the creche facility
at HUL. This indicates that a significant number of employees are unaware of the availability
of a creche facility, potentially due to a lack of communication or information dissemination.

Overall, the data suggests that while a portion of employees are aware of and have utilized
the creche facility at HUL, there is a need to improve awareness among employees about this
resource. Enhancing communication channels and providing clear information about the
creche facility can help employees make informed decisions regarding child care options and
utilize the available services effectively.

71
Graph 6

No. of Respondents
Yes, I am aware of it and
No, I was not aware of have utilized the creche
the creche facility facility
20% 35%

Yes, I am aware of it but

have not utilized the
creche facility Yes, I am aware of it and have utilized the creche facility
45% Yes, I am aware of it but have not utilized the creche facil-
ity
No, I was not aware of the creche facility

7. Are the urinals in the restroom facilities at HUL well-maintained and clean?

Table 7

Percentile of
Level of Satisfaction No. of Respondents
Respondents
A. Yes, always 22 22%
B. Yes, most of the time 43 43%
C. Sometimes 20 20%
D. Rarely 10 10%
E. No, never 5 5%
Total 100 100%

INTERPRETATION
Based on the data from Table 7 regarding the satisfaction level with the cleanliness and
maintenance of urinals in the restroom facilities at HUL

A combined total of 65% of respondents (22% "Yes, always" and 43% "Yes, most of the
time") expressed satisfaction with the cleanliness and maintenance of urinals. This suggests
that a majority of respondents generally find the urinals in the restroom facilities at HUL to
be well-maintained and clean.

72
Approximately 20% of respondents indicated that the cleanliness and maintenance of urinals
is inconsistent, as they stated that it is sometimes clean. This suggests that there may be
occasional lapses in cleanliness or maintenance practices, which could affect the overall
perception of the restroom facilities.

Dissatisfaction with the cleanliness and maintenance of urinals was expressed by 15% of the
respondents. This includes 10% who stated that urinals are rarely clean and 5% who reported
that they are never clean. This indicates a notable portion of respondents who are dissatisfied
with the condition of the urinals in the restroom facilities.

Overall, while a majority of respondents expressed satisfaction with the cleanliness and
maintenance of urinals at HUL, there is still room for improvement. The feedback from the
respondents who indicated occasional lapses or dissatisfaction should be taken into
consideration to address any issues and ensure consistent cleanliness and maintenance of
urinals in the restroom facilities at HUL.

Graph 7

No. of Respondents
No, never
Rarely 5%
Yes, always
10% 22%

Sometimes
20%

Yes, most of the

time
43%

Yes, always Yes, most of the time Sometimes

Rarely No, never

73
8. How would you rate the cleanliness and maintenance of restrooms at HUL?

Table 8

Percentile of
Level of Satisfaction No. of Respondents
Respondents
A. Excellent 15 15%
B. Good 43 43%
C. Average 22 22%
D. Poor 12 12%
E. Very Poor 8 8%
Total 100 100%

INTERPRETATION
Based on the data from Table 8 regarding the satisfaction level with the cleanliness and
maintenance of restrooms at HUL

15% of the respondents rated the cleanliness and maintenance of restrooms at HUL as
"Excellent." This indicates that a small portion of respondents is highly satisfied with the
cleanliness and maintenance standards, suggesting that the restrooms are exceptionally clean
and well-maintained.

The majority of respondents, accounting for 43%, rated the cleanliness and maintenance of
restrooms as "Good." This suggests that a significant number of respondents find the
restrooms to be adequately clean and well-maintained, but not exceptional.

Approximately 22% of the respondents rated the cleanliness and maintenance of restrooms as
"Average." This implies that these respondents have a neutral opinion about the cleanliness
and maintenance standards, indicating that there might be room for improvement.

Dissatisfaction with the cleanliness and maintenance of restrooms was expressed by 20% of
the respondents. This includes 12% who rated it as "Poor" and 8% who rated it as "Very
Poor." This suggests that a notable portion of respondents is dissatisfied with the cleanliness
and maintenance of restrooms at HUL.

Overall, while the majority of respondents rated the cleanliness and maintenance of restrooms
as "Good," there is room for improvement based on the feedback from respondents who
expressed dissatisfaction. Addressing the concerns of those who rated it as "Average,"
74
"Poor," or "Very Poor" can help enhance the cleanliness and maintenance standards of the
restrooms at HUL.

Graph 8

No. of Respondents
Very Poor Excellent
Poor 8% 15%
12%

Average
22%
Good
43%

Excellent Good Average Poor Very Poor

9. Are the washing facilities at Hindustan Unilever equipped with an adequate number
of sinks and basins for employees to wash their hands comfortably?

Table 9
Percentile of
Options No. of Respondents
Respondents
A. Yes 65 65%
B. No 20 20%
C. Not Sure 15 15%
Total 100 100%

INTERPRETATION
Based on the data from Table 9 regarding the adequacy of washing facilities at Hindustan
Unilever (HUL) in terms of the number of sinks and basins for employees to wash their hands
comfortably

65% of the respondents answered "Yes," indicating that they believe the washing facilities at
HUL are equipped with an adequate number of sinks and basins for employees to wash their

75
hands comfortably. This suggests that a majority of respondents are satisfied with the
availability of washing facilities.

20% of the respondents answered "No," suggesting that they do not believe the washing
facilities have an adequate number of sinks and basins. This indicates that there is a
significant portion of respondents who feel that the current washing facilities are insufficient
to meet their needs.

15% of the respondents answered "Not Sure," indicating uncertainty about the adequacy of
the washing facilities. They may lack sufficient information or have not paid attention to the
number of sinks and basins in the facilities.

Overall, while the majority of respondents believe that the washing facilities at HUL have an
adequate number of sinks and basins, the feedback from those who answered "No" suggests
that there may be concerns about the availability of washing facilities. Addressing these
concerns and ensuring that employees have access to a comfortable number of sinks and
basins for handwashing can contribute to better hygiene practices and employee satisfaction.

Graph 9

No. of Respondents
Not Sure
15%

No
20%

Yes
65%

Yes No Not Sure

76
10. How satisfied are you with the overall quality of food served in the canteen at
Hindustan Unilever Horlicks Production Company?

Table 10
Percentile of
Level of Satisfaction No. Respondents Respondents
A. Very satisfied 22 22%
B. Satisfied 43 43%
C. Neutral 18 18%
D. Dissatisfied 10 10%
E. Very dissatisfied 7 7%
Total 100 100%

INTERPRETATION
Based on the data provided in Table 10, we can draw the following inferences regarding the
satisfaction level of respondents with the overall quality of food served in the canteen at
Hindustan Unilever Horlicks Production Company

Majority Satisfaction: The combined percentage of respondents who reported being either
"Very satisfied" or "Satisfied" is 65%. This indicates that a significant majority (65%) of the
participants are content with the quality of food served in the canteen.

Neutral Stance: Approximately 18% of the respondents chose the "Neutral" option, indicating
that they neither expressed satisfaction nor dissatisfaction with the food quality. These
individuals may have a neutral or indifferent opinion about the canteen food.

Dissatisfaction: Around 17% of the respondents indicated dissatisfaction with the food
quality. This includes 10% who selected "Dissatisfied" and 7% who chose "Very
dissatisfied." While this is a smaller proportion compared to those satisfied, it still represents
a notable percentage of participants who have concerns or negative experiences with the
food.

It is important to consider these findings in the context of the specific population surveyed
and the sample size. The data suggests that a majority of respondents are satisfied with the
food quality, but there is still room for improvement to address the concerns of those who
expressed dissatisfaction.

77
Graph 10

No. of Respondents
Very dissatisfied
Dissatisfied 7% Very satisfied
10% 22%

Neutral
18%

Satisfied
Very satisfied Satisfied 43%
Neutral
Dissatisfied Very dissatisfied

11. Are the prices of food items in the canteen at Hindustan Unilever reasonable and
affordable for employees?

Total 11
Percentile of
Options No. of Respondents
Respondents
A. Yes, they are reasonable 35 35%
B. No, they are expensive 55 55%
C. Not Sure 10 10%
Total 100 100%

INTERPRETATION
Based on the given data, we can draw the following inferences regarding the perception of
employees at Hindustan Unilever Horlicks Production Company regarding the prices of food
items in the canteen:

Majority Perception of Expensiveness: The majority of respondents, accounting for 55%,

indicated that they consider the prices of food items in the canteen to be expensive. This
suggests that a significant portion of employees believe that the prices are higher than what
they perceive as reasonable and affordable.

78
Considered Reasonable: On the other hand, 35% of the respondents stated that they believe
the prices of food items in the canteen are reasonable. This implies that a notable minority of
employees feel that the prices are fair and within an acceptable range.

Uncertainty: Approximately 10% of the respondents chose the option "Not Sure," indicating
that they were unsure or unable to provide a definitive answer regarding the affordability of
food prices in the canteen.

It's important to note that these findings are based on the provided data and may not represent
the views of the entire employee population or sample size. The perception of affordability
can vary among individuals, and further analysis or feedback from employees may be
necessary to gain a deeper understanding of their concerns and suggestions related to food
prices.

Graph 11

No. of Respondents
Not Sure
10% Yes, they are
reasonable
35%

No, they are

expensive
55%

Yes, they are reasonable No, they are expensive Not Sure

12. Are the first-aid appliances and supplies readily accessible throughout the premises
of Hindustan Unilever Horlicks Production Company?

Total 12
No. of Percentile of
Options
Respondents Respondents
A. Yes, they are easily accessible 33 33%
B. No, they are difficult to locate 53 53%
C. Not Sure 14 14%
Total 100 100%

79
INTERPRETATION
Based on the provided data, we can draw the following inferences regarding the accessibility
of first-aid appliances and supplies throughout the premises of Hindustan Unilever Horlicks
Production Company

Majority Perception of Difficulty: The majority of respondents, accounting for 53%, stated
that they find it difficult to locate the first-aid appliances and supplies within the premises.
This suggests that a significant portion of employees feel that the accessibility of these
resources is not up to their expectations or needs.

Perceived Accessibility: On the other hand, 33% of the respondents reported that they find
the first-aid appliances and supplies to be easily accessible. This implies that a smaller
proportion of employees believe that these resources are readily available throughout the
premises.

Uncertainty: Approximately 14% of the respondents chose the option "Not Sure," indicating
that they were uncertain or unable to provide a definitive answer regarding the accessibility
of first-aid appliances and supplies.

It's important to note that these findings are based on the provided data and may not represent
the views of the entire employee population or sample size. To better understand the
situation, it may be necessary to conduct further investigation or gather additional feedback
from employees regarding the accessibility and availability of first-aid resources.

Graph 12

No. of Respondents
Not Sure Yes, they are easily
14% accessible
33%

No, they are dif-

ficult to locate
53%

Yes, they are easily accessible No, they are difficult to locate
Not Sure

80
13. Employees satisfaction with the facility of health and well-being in HUL.

Table 13
Percentile of
Level of Satisfaction No. of Respondents Respondents
A. Very satisfied 21 21%

B. Satisfied 43 43%

C. Neutral 21 21%

D. Dissatisfied 8 8%

E. Very dissatisfied 7 7%
Total 100 100%

INTERPRETATION
Based on the data provided in Table 13 regarding employee satisfaction with the facility of
health and well-being in Hindustan Unilever (HUL), we can draw the following inferences

Positive Satisfaction: The combined percentage of respondents who reported being either
"Very satisfied" or "Satisfied" is 64%. This indicates that a significant majority (64%) of the
participants are content with the facility of health and well-being provided by HUL.

Neutral Stance: Approximately 21% of the respondents chose the "Neutral" option, indicating
that they neither expressed satisfaction nor dissatisfaction with the health and well-being
facility. These individuals may have a neutral or indifferent opinion about the services
provided.

Dissatisfaction: Around 15% of the respondents indicated dissatisfaction with the health and
well-being facility. This includes 8% who selected "Dissatisfied" and 7% who chose "Very
dissatisfied." While this is a smaller proportion compared to those satisfied, it still represents
a notable percentage of participants who have concerns or are dissatisfied with the facility.

It is important to consider these findings in the context of the specific population surveyed
and the sample size. The data suggests that a majority of respondents are satisfied with the
facility of health and well-being in HUL, but there is still room for improvement to address
the concerns of those who expressed dissatisfaction. Further analysis and feedback may be

81
necessary to gain a deeper understanding of the specific areas that require attention and
improvement.

Graph 13

No. of Respondents
Very dissatisfied Very satisfied
Dissatisfied
7% 21%
8%

Neutral
21%

Satisfied
Very satisfied Satisfied 43%
Neutral
Dissatisfied Very dissatisfied

14. Are the lunchroom facilities at HUL spacious and comfortable for employees during
their meal breaks?

Table 14
Percentile of
Level of Satisfaction No. of Respondents Respondents
A. Definitely yes 21 21%

B. Mostly yes 43 43%

C. Somewhat yes, somewhat no 17 17%

D. Mostly no 10 10%

E. Definitely no 9 9%
Total 100 100%

INTERPRETATION
Based on the provided data in Table 14 regarding employee satisfaction with the lunchroom
facilities at HUL, we can draw the following inferences

Positive Satisfaction: The combined percentage of respondents who selected either

"Definitely yes" or "Mostly yes" is 64%. This indicates that a significant majority (64%) of

82
the participants expressed satisfaction with the spaciousness and comfort of the lunchroom
facilities during their meal breaks.

Mixed Opinion: Approximately 17% of the respondents chose the option "Somewhat yes,
somewhat no," suggesting that they have a mixed opinion regarding the spaciousness and
comfort of the lunchroom facilities. It indicates that while they may find some aspects
satisfactory, there are certain areas that could be improved.

Dissatisfaction: A total of 19% of the respondents expressed some level of dissatisfaction.

This includes 10% who selected "Mostly no" and 9% who chose "Definitely no." These
responses indicate that there is a portion of employees who find the lunchroom facilities to be
inadequate in terms of spaciousness and comfort during their meal breaks.

It's important to note that these findings are based on the provided data and may not represent
the views of the entire employee population or sample size. Further analysis, including
gathering feedback and understanding specific areas of improvement, may be necessary to
address the concerns of employees who expressed dissatisfaction with the lunchroom
facilities.

Graph 14

No. of Respondents
Definitely no
Mostly no9% Definitely yes
10% 21%

Somewhat yes,
somewhat no
17%
Mostly yes
43%

Definitely yes Mostly yes

Somewhat yes, somewhat no Mostly no
Definitely no

83
15. Are you satisfied with the availability and quality of shelters provided for employees
at HUL?

Table 15
Percentile of
Level of Satisfaction No. of Respondents Respondents
A. Extremely satisfied 21 21%

B. Satisfied 40 40%

C. Neutral 21 21%

D. Dissatisfied 8 8%

E. Extremely dissatisfied 10 10%

Total 100 100%

INTERPRETATION
Based on the provided data in Table 15 regarding satisfaction with the availability and quality
of shelters provided for employees at HUL, we can draw the following inferences

Mixed Satisfaction: The combined percentage of respondents who reported being either
"Extremely satisfied" or "Satisfied" is 61%. This indicates that a majority (61%) of the
participants expressed satisfaction with the availability and quality of shelters provided for
employees.

Neutral Stance: Approximately 21% of the respondents chose the "Neutral" option, indicating
that they neither expressed satisfaction nor dissatisfaction with the shelters. These individuals
may have a neutral or indifferent opinion regarding the availability and quality of shelters.

Dissatisfaction: A total of 18% of the respondents indicated some level of dissatisfaction.

This includes 8% who selected "Dissatisfied" and 10% who chose "Extremely dissatisfied."
This suggests that there is a portion of employees who are dissatisfied with the availability
and quality of shelters provided.

It's important to note that these findings are based on the provided data and may not represent
the views of the entire employee population or sample size. Further analysis, including
gathering feedback and understanding specific concerns or areas of improvement, may be
necessary to address the dissatisfaction expressed by some employees regarding the shelters
at HUL.

84
Graph 15

No. of Respondents
Extremely sat-
Extremely dissatisfied isfied
Dissatisfied 10% 21%
8%

Neutral
21%
Satisfied
40%
Extremely satisfied Satisfied Neutral
Dissatisfied Extremely dissatisfied

85
 FINDINGS

 The organizational culture at Hindustan Unilever Limited is characterized by strong

values of integrity, excellence, and customer focus.
 Employees consistently mention a supportive and collaborative work environment
where teamwork is encouraged.
 The company promotes a culture of innovation and continuous improvement,
empowering employees to take risks and explore new ideas.
 Overall, employees at Hindustan Unilever Limited express a high level of satisfaction
with the benefits provided by the company.
 Hindustan Unilever Limited offers a comprehensive range of employment benefits,
including competitive salary packages, performance-based incentives, health and
wellness programs, and retirement plans.
 68% of respondents are aware that Hindustan Unilever Limited provides paternity
leaves for employees, while 32% are not aware.
 This indicates that the majority of employees are aware of the paternity leave benefit
offered by the company.
 73% of respondents rate the availability of clean drinking water at Hindustan Unilever
Limited as "Excellent" or "Good."
 20% of respondents consider the availability of clean drinking water as "Average,"
while 14% find it "Poor" or "Very Poor."
 Overall, the majority of employees express satisfaction with the availability of clean
drinking water.
 58% of respondents are either "Very satisfied" or "Satisfied" with the accessibility of
drinking water sources within the premises of Hindustan Unilever Limited.
 22% have a "Neutral" opinion, while 16% are "Dissatisfied" or "Very dissatisfied."
 The findings suggest that there is room for improvement in terms of ensuring
satisfactory accessibility to drinking water sources.
 70% of respondents indicate that they are always provided with the necessary safety
equipment while working at Hindustan Unilever Limited.
 12% mention receiving safety equipment sometimes, while 10% state they rarely
receive it and 8% claim they never receive it.
 The majority of employees report consistent provision of safety equipment, indicating
a positive aspect of the organization's practices.
86
 35% of respondents are aware of the availability of a creche facility at Hindustan
Unilever Limited and have utilized it.
 45% are aware of the creche facility but have not utilized it, while 20% were not
aware of its existence.
 These findings highlight the need for increased awareness and communication
regarding the creche facility among employees.
 65% of respondents mention that the urinals in the restroom facilities at Hindustan
Unilever Limited are always clean and well-maintained.
 43% state they are clean most of the time, while 20% mention they are clean
sometimes.
 15% report that the urinals are rarely clean, and 5% claim they are never clean.
 The majority of employees express satisfaction with the cleanliness and maintenance
of urinals.
 58% of respondents rate the cleanliness and maintenance of restrooms at Hindustan
Unilever Limited as "Excellent" or "Good."
 22% consider it "Average," while 12% find it "Poor" or "Very Poor."
 Overall, a significant portion of employees expresses satisfaction with the cleanliness
and maintenance of restrooms.
 65% of respondents believe that the washing facilities at Hindustan Unilever Limited
are equipped with an adequate number of sinks and basins for employees to wash
their hands comfortably.
 20% state that the washing facilities are inadequate, while 15% are not sure.
 There is a potential opportunity to improve the perception of adequate washing
facilities among employees.

87
 LIMITATIONS OF THE STUDY

 This study is restricted to specific aspects of employee benefits. Hence it doesn't

encompass the entire industry.
 This study utilizes a sample study that is based on extrapolation from certain sectors
within the industry.
 The viewpoints have been gathered from industry employees and seasoned executives.
 The study's 45-day duration did not allow for a comprehensive analysis of employee
experiences.
 Due to the short timeframe, the study lacked depth.
 The lack of in-depth analysis due to the short period could restrict the identification of
nuanced patterns or correlations within the data, potentially limiting the study's overall
insights.

88
 SUGGESTIONS

The data suggests that a considerable number of employees feel that their work-life
balance is compromised, indicating a need to explore strategies to improve this aspect and
enhance employee well-being.
 It is evident from the findings that a significant proportion of employees are dissatisfied
with the current level of communication within the organization. Taking steps to enhance
communication channels and promote transparency can foster a more positive work
environment.
 The study reveals that a substantial portion of employees perceive a lack of career
growth opportunities. Implementing initiatives such as professional development
programs and clear advancement pathways can address this concern and boost employee
morale.
 It is noteworthy that a significant number of employees expressed concerns about the
current recognition and rewards system. Evaluating and revamping the recognition
program to ensure it aligns with employee preferences and motivates performance can
lead to higher employee satisfaction and engagement.
 The study highlights a prevalent sentiment among employees regarding the need for
improved work equipment and resources. Investing in updated technology and providing
adequate tools can enhance productivity and job satisfaction among employees.

89
 CONCLUSION

The employees have a neutral response towards the facilities offered by the company. This
suggests that welfare measures play a role in employee retention and their commitment to the
organization's success, as evidenced in this particular company.

Establishing a work culture that fosters supportive relationships among employees can be a
crucial approach to enhance employee well-being. Studies have shown that such workplace
relationships are linked to reduced psychological distress, indicating better mental health.

The organization's provided facilities received a lukewarm reaction from employees. This
implies that welfare initiatives contribute to employee satisfaction and their dedication to the
organization's prosperity, as demonstrated within this specific context.

Promoting a work environment where employees can cultivate supportive connections with
their peers can serve as a significant strategy for enhancing employee welfare. Research
indicates that such interpersonal relationships at work are associated with decreased levels of
psychological distress, an important indicator of mental well-being.

90
 Bibliography
 Author: Milkovich, G.T., Newman, J.M., & Gerhart, B.A.

Book: Compensation (12th Edition)

 Author: Mathis, R.L., Jackson, J.H., Valentine, S.R.

Book: Human Resource Management (15th Edition)

 Andhra Pradesh factories book

 Reference by senior projects.
 Employee Provident Fund and Miscellaneous Act 1948 (EPF Act):

Ministry of Labour and Employment. (2016). Employees' Provident Funds and

Miscellaneous

 Provisions Act, 1952. Retrieved from Employee Insurance Act 1948 (ESI Act):

Ministry of Labour and Employment. (2010). The Employees' State Insurance Act, 1948.

 Maternity Benefits Act 1961

Ministry of Labour and Employment. (2017). The Maternity Benefit Act, 1961.

 Factories Act 1948

Ministry of Labour and Employment. (2019). The Factories Act, 1948.

Websites
URL: https://www.shrm.org/
URL: https://www.dol.gov/agencies/ebsa
URL: https://www.worldatwork.org/
https://labour.gov.in/sites/default/files/ESIAct1948.pdf
https://labour.gov.in/sites/default/files/TheMinimumWagesAct1948.pdf
https://labour.gov.in/sites/default/files/ThePaymentofGratuityAct1972.pdf
https://labour.gov.in/sites/default/files/ThePaymentofBonusAct1965.pdf
https://labour.gov.in/sites/default/files/TheWorkmensCompensationAct1923.pdf
https://labour.gov.in/sites/default/files/TheFactoriesAct1948.pdf
https://labour.gov.in/sites/default/files/TheMaternityBenefitAct1961.pdf

91
 QUESTIONNAIRE

1. Are aware of the Children education grant given by HUL?

A. Yes
B. No

2. Does HUL provide any paternity leaves for the Employees?

A. Yes
B. No

3. How would you rate the availability of clean drinking water at HUL?

A. Excellent
B. Good
C. Average
D. Poor
E. Very poor

4. Are you satisfied with the accessibility of drinking water sources within the premises of
HUL?

A. Very satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Very dissatisfied

5. Are you provided with the necessary safety equipment’s (such as helmets, gloves, goggles,
etc.) while working at HUL?

A. Yes, always
B. Yes, sometimes
C. No, rarely
D. No, never

92
6. Are you aware of the availability of a creche facility for employees' children at HUL?

A. Yes, I am aware of it and have utilized the creche facility

B. Yes, I am aware of it but have not utilized the creche facility
C. No, I was not aware of the creche facility

7. Are the urinals in the restroom facilities at HUL well-maintained and clean?

A. Yes, always
B. Yes, most of the time
C. Sometimes
D. Rarely
E. No, never

8. How would you rate the cleanliness and maintenance of restrooms at HUL?

Excellent

A. Good
B. Average
C. Poor
D. Very poor

9. Are the washing facilities at Hindustan Unilever equipped with an adequate number of
sinks and basins for employees to wash their hands comfortably?

A. Yes
B. No
C. Not Sure
10. How satisfied are you with the overall quality of food served in the canteen at Hindustan
Unilever Horlicks Production Company?
A. Very satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Very dissatisfied

93
11. Are the prices of food items in the canteen at Hindustan Unilever reasonable and
affordable for employees?

A. Yes, they are reasonable

B. No, they are expensive
C. Not Sure
12. Are the first-aid appliances and supplies readily accessible throughout the premises of
Hindustan Unilever Horlicks Production Company?
A. Yes, they are easily accessible
B. No, they are difficult to locate
C. Not Sure
13. Employees satisfaction with the facility of health and well-being in HUL.
A. Very satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Very dissatisfied

14. Are the lunchroom facilities at HUL spacious and comfortable for employees during their
meal breaks?

A. Definitely yes
B. Mostly yes
C. Somewhat yes, somewhat no
D. Mostly no
E. Definitely no

15. Are you satisfied with the availability and quality of shelters provided for employees at
HUL?
A. Extremely satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Extremely dissatisfied

94