HUMAN RESOURCE MANAGEMENT

A PROJECT ON:

Mahindra & Mahindra ltd

Group members

Name Roll NoAmbreen Panjwani 41

Sanaya Kant 18

Ruta Katre 20

Komal Gupta 12

Haseena Shaikh 52

ACKNOWLEDGEMENT

We would like to Thank Our Professor Miss.Sana for giving us the opportunity to do this project .

This helped us to understand the Human Resource Department of Mahindra and Mahindra Group.

We express our gratitude towards the college librarian to help us in providing the necessary books which will help us in our project.

We would like to express sincere gratitude towards Miss Akshaya Patil. -HR Regional ManagerMahindra & Mahindra , Kandivali- East Branch.

We also thank our group members for providing the necessary help to each other.

Declaration

Our Group :

Ambreen Panjwani

Sanaya Kant

Komal Gupta

Ruta Katre

Haseena Shaikh

hereby declare that we have completed this project on “Mahindra

And Mahindra Group”

in the academic year 2010-2011.

The information provided by us is true and original to the best of our

knowledge.

Certificate

I Professor Sana hereby certify that,

Ambreen Panjwani

Sanaya Kant

Komal Gupta

Ruta Katre

Haseena Shaikh

Of Rizvi College of Arts, Science, Commerce & Management has

completed a project on

“Mahindra And Mahindra Group”

in the academic year 2010-2011.

The information provided by them is true and original to the best of my

knowledge.

Signature

Signature

(Principal)

(Professor)

History

Mahindra & Mahindra Limited is part of the Indian Industrial Conglomerate Mahindra Group based in Mumbai. The company was set up in 1945 in Ludhiana as Mahindra & Mohammed by brothers K.C. Mahindra and J.C.

Mahindra along with Malik Ghulam Mohammed. After India gained independence and Pakistan was formed; Malik Ghulam Mohammed

moved to Pakistan where he became the nation's first finance minister. Now, with the Mahindra brothers as the whole sole of the company, its name was changed to Mahindra & Mahindra in 1948.

Initially set up to manufacture general-purpose utility vehicles, Mahindra & Mahindra (M&M) was first known for assembly under licence of the iconic Willys Jeep in India. M&M introduced Jeeps to India and in no time they established themselves as the Jeep manufacturers of India.

The company later branched out into the manufacture of light commercial vehicles (LCVs) and agricultural tractors, rapidly growing from being a manufacturer of army vehicles and tractors to an automobile major with a growing global market presence. At present, M&M is the leader in the utility vehicle segment in India with its flagship UV Scorpio

Company profile

M&M Ltd is the flagship company of US $ 2.59 billion Mahindra group, which has the significant presence in key sector of the Indian economy.

A consistently high performer, M&M is one of the most respected companies in the country.

The M&M brand symbolizes ruggedness, durability, reliability, easy maintenance and operational economy.

The customer profile here includes individuals, traders, entrepreneurs, contractors, tour operator’s taxi owners, car hire companies, government departments and institutions, and the Indian army

Type PublicBSE: 500520

Industry Automotive Farm Equipment

Founded 1945

Headquarters Mumbai, Maharashtra, India

Key people

Keshub Mahindra (Chairman),

Anand Mahindra (Vice-Chairman

& Managing Director)

Revenue ▲  31,568.54 crore (US$6.85 billion)

(2010).[1]

Net income ▲  2,871.49 crore (US$623.11 million)

(2010).[1]

Employees 11,600

Parent Mahindra Group

Website Mahindra.com

CORE VALUES :

Our Core values are influenced by our past tempered by our

present and are designed to shape our future. They are an amalgam of

what we have been, what we are and what we want to be.These values are the compass that will guide our actions, both personal and corporate.

They are:

Good Corporate citizenship : As in the past, we will continue to seek long-term success that is in alignment with

our country’s needs. We will do this without compromising on ethical business standards.

Professionalism : We have always sought the best people and given them the freedom and theopportunity to grow. We will continue to do so. We will support innovation and well-reasoned risk-taking, but will demand performance.

Customer First : We exist and prosper only because of our customers. We will respond to their changing needs and expectations speedily, courteously and effectively.

Quality Focus : Quality is the key to delivering value for money to our customers. We will make quality a driving value in our work, in our products and in our interactions with others. We will do it “first time right”

Automotive sector

M&M has two main operating divisions:

The Automotive Division manufacturers utility vehicles, light commercial vehicles and there wheelers.

The company has recently entered into a joint venture with Renault of France for the manufacture of a mid-sized sedan, the Logan, and with International Truck and Engine Corporation, USA, for manufacture of trucks and buses in India.

The Tractor (Farm Equipment) division makes agricultural tractors and implements that are used in conjunction with tractors, and has also ventured into manufacturing of industrial engines.

The Tractor Division has won the coveted Deming application Prize 2003, making it only tractor manufacturing company in the world to secure this prize.

M&M employees around 11,600 people and has eight manufacturing facilities spread over 5,00,000 sq.mts.

It has 49 sales offices that are supported by a network of over 780 Dealers across the country. This network is connected to the company’s sales departments by an extensive IT infrastructure.

HR PLANING

The human resource planning in Mahindra and Mahindra is both short term and medium term in nature.

The HR planning apart from time period consists of:

A. Divisionvise manpower planning: In the last quarter of the financial year the HR department rised to all the division heads to submit their manpower planning for the

next financial year. Accordingly the individual department head works out annual manpower plan which will have location wise

I Sanctioned manpower strength level wise ( staff, officer, executives, managers, gm)

II Existing manpower strength level wise

III Vacant position to be filled up

IV Extra manpower required level wise over and above the sanctioned strength along with a justification for the extra manpower required

B. Annual manpower budget (value): On recite of the manpower planning from all the division heads, the HR dept undertake the following

I.Fill up of vacant position in all the division within the company

II.Discuss the excess manpower requirement in a three way meeting between HR, the concerned division and CEO of the company. In this three way meeting the division head will give a complete presentation justifying the excess manpower based on this presentation the ceo approves the extra manpower requirement in full or in parts.Subsequent to this approval the HR dept works out the manpower annual budget

C. HR policy guidelines in the areas of:

Recruitment Compensation (fixed and variable) Employee welfare benefits ( loans , free meals, free

transportation, picnics) Mentoring ( the company identifies high potential

employees in all the divi i.e . sales mrkt, manufact. And these identified employees are then assigned to mentor who will train motivate guide and develop the employees for a higher role and responsibility within the division. The mentor will help the employee in his personal as well as professional development)

Counselling ( on a regular basis the immediate supervisor along with a person from hr sit with the employee and appraise him about his strength and weaknesses. The hr person will then counsel the employee to improve his areas of weakness either through self help or through external help.

Attrition ( the attrition rate in all the sectors have increased in recent past so the company believes in minimizing the level of attrition by having a 3way meeting between employee, hr person and the immediate superior . in this meeting the reasons for resignations are collected and on the spot solutions are offered to the employees so that he withdraws his rezicnation)

Hiring philosophy

With professionalism as one of the Group's core values, it would look for a proper fit and also domain expertise.

The Group strives to tap talent through diverse innovative approaches and aims to reach out to the best people for the job. The Group also looks for core values like good corporate citizenship, customer first, quality focus and dignity of the individual in potential candidates.

 

 

The Mahindra Group is co-creating a culture that offers the freedom to operate without fear. As the Group is rapidly growing, there are great opportunities for career advancement.

 

 

The Group's hiring decisions favour individuals who demonstrate well-reasoned risk taking and an innovative mind set. It believes that these qualities contribute to a performance driven work culture.

Recruitment procedure:

Management trainee

1. The Management Trainees will be recruited from the business  

schools short-listed by the Group.

2. The minimum qualifications will be a Master's degree in Management.

3. A preliminary short-list will be made based on Application details. All short-listed candidates will go through a group discussion, leadership skills assessment and a personal interview.

4. Offers will be communicated immediately to the placement office based on the campus policy.

5. All selected Management Trainees will be expected to join in the third/fourth week of June (date as specified by the Company) and go through a Common Induction Programme.

Diploma traineeSources of Recruitment:

Campus: engineering colleges. Recommendation of New Employee

The company has the scheme known as Buddy gets Buddy. So after every successful Recruit the employee gets some money. But the general and the effective process is through the Campus selection.

The Criteria to be kept before appearing for the further process is:

• The WST’s must be a Diploma Engineers • WST’s must be an Electrical and Mechanical diploma holders • Candidates must be a fresher • He should pass with 60% and above marks in 1st, 2nd and 3rd yr of their diploma course • Candidates must be Male

Selection process

1. Shortlist Campuses:- M&M search at engineering colleges for their requirements of Diploma holders. It scan the SSC,HSSC and three years marks of diploma course.

2.Choose Recruiting Team:- The search shows that the number of the most effective recruitment team should be 4 to 5 and thorough knowledge of the company and the job. The company should include the alumni from the polytechnic engineering college from which it is hiring to get favourable reference. The composition of team reflects how seriously the campus recruitment is taken.

3. Presentation on the company & Job Profile: The presentation must be given to candidates, which are short listed for the campus interview. The presentation must contain the detail information about the company as well as job profile.

4. Test:- After the presentation there is a test round. The test is about the knowledge of the subject. The criteria: The candidates must acquire minimum 40 marks out of 100. As per the criteria the candidates gets short-listed.

5. Interview:- The short listed candidates must have to face the interview. There are two rounds • HR screening In this round the HR personnel can take the interview of the candidates. In these HR screening round if the candidate is short-listed for the technical round of interview.

• Technical round The technical person must take the interview. In these step the short listed candidates has to face technical interview; where the interviewer check the technical knowledge of the candidate. Technical round is the final round of selection of the candidates.

6. Offer letter: The offer letter comprises of the date on which the selected candidate has to visit at M&M and the details of the stipend that has been offered to the candidate. It also has the details of the documents the joiner will have to carry.

7. Medical Test:- The selected candidates must call for the medical test at M&MJ Ltd. Nagpur. The company has the tie up with Dr. Vaidya & Rainbow pathology lab. Ramdaspeth Nagpur.

Medical Examinations can give the following Information. • Whether the applicant is medically suitable for the specific job or not; • Whether the applicant has health problems or psychological attitudes likely to interfere with work efficiency or future attendence; • Whether the applicant suffers from bad health, which should be

corrected before he can work satisfactorily

8. Contract Form : After the Medical Test the candidates must have to fulfill the contract form, which is also called as BOAT form.

The company has the three years contract with the candidates • Contracts form contains the • Contracts form candidates • Stipend of the candidates • Witness of the candidates • References of the candidates • Date of joining the candidates. There must be three Contract Form For Three Years.

9. Department There are mainly 7 departments namely • Tractor Assembly • Transmission Assembly • Engine Assembly • Transmission Machining • Engine Machining • Hydraulic Assembly & • Hydraulic Machining As per the suitability of candidate the proper department is given to the candidates.

10. Appointment Letter: The appointment letter is given to the candidate on the first day that consists of various terms and conditions under Companies Act,Labour Act and several other Central Govt. Acts, which an employee has to take care of.

TRAINING AND DEVELOPMENT

The company organizes training in three phases.

First is induction training for 55 days. Baksi explains, “It is a high level training. We select students when they are in their third year of engineering. From the third to the fourth year we give them small assignments and projects and update them on areas not covered by the college curriculum.”

Then there is behavioral training for employees, which involves soft skills, customer interaction, communication skills, etc. Overall, the company spends 4 percent of its total revenue in training people

Workforce profile Age Categorization< 25 25.56 percent 26-35 64.16 percent 36-45 9.35 percent 46-55 0.78 percent > 55 0.15 percent Educational Qualifications Graduates 59.40 percentPost-graduates 30.13 percent PhDs 01.94 percentDiploma holders 07.11 percentOthers 01.42 percent

Induction Training

1. The Induction Training will be for a period of 2-3 weeks. It will focus on familiarizing the Management Trainees with the Mahindra Group's history, values, organizational policies,businesses and future growth plans. The batch will also undergo developmental workshops toexplore the transition from academic to corporate life.

2. Post-induction, the Management Trainees shall be on training for a period of one year. They will undergo three projects: two in their functional specializations (4 months each) and one in a cross-functional area (3 months) in different sectors across the Mahindra Group. An Out Bound Training (OBT) programme to develop leadership, team-building and communication skills is also built as part of the yearlong training programme.

Objective1. To attract, recruit, induct and groom young managerial talent for future leadership positions in the Group. 2. To develop a cadre of managers with cross-functional experience and an aptitude to take up top leadership positions in the future.

Assessments

1. There will be periodic appraisals at the end of each project.

2. There will be a mid-year review where presentations of the first two projects will be made by each Management Trainee to a Senior Panel, followed by an individual feedback session.

Confirmation

The Management Trainee will be confirmed at the end of one year from the date of joining, after being duly appraised. The training period shall end on confirmation.

Post-Training

1. All confirmed Management Trainees would be assigned to specific sectors based on business needs.

2. A development centre at the end of three years is carried out for all Management Trainees to assess training needs, growth prospects and rotation across sectors.

DEVELOPMENT

The Mahindra Group offers a number of High Value Leadership Lifecycle Programmes for leadership development at key transition points for Managers. 'Bodhivriksha' (a place of enlightenment), is a world-class, in-house Management Development Centre that has been set up to promote business values and leadership skills at Nashik.

HIGH VALUE PROGRAMMES

1.Global Managers Program

Program Objective To provide insights into understanding globalization and its impact on industry To appreciate the nuances of International Trade and Finance To give a perspective on International Marketing, Branding and Strategic Planning To understand the importance of cross-cultural sensitivity.

Key Program Content International Marketing & Strategic Selling Customer Relationship Management Cross-cultural Sensitivity - Cultural Nuances in China, South Africa, USA, Europe and Middle East Four T's: Training, Transfer, Teams and Travel Global Marketplace: Implications for domestic/global marketing strategies/projects Scenario Planning Nuances of Legal and Contract Issues

2.Customer-centric Corporation

Program Objective To help understand consumer preferences, perception and behaviour To set frameworks for new product development To help understand brand equity To create unique value for the targeted customer

Key Program Content Understanding customer expectations Capturing the voice of customers of the Mahindra Group - Benchmarking studies, J. D. Power, CSI etc. Setting frameworks for new product development Positioning for competitive advantage Creating value for competitive advantage Co-creating value through experience

'Bodhi Vriksha' - Mahindra Management Development

CentreThe potential for learning is limitless.

This is the spirit of Bodhi Vriksha, the Mahindra Management Development Centre. Established in 1999, this residential training facility for the Mahindra Group's management staff aims to promote business values and leadership skills.

This is in keeping with the Group's belief that systems and practices must be upgraded constantly to keep pace with the dynamic business environment.

Located 7 kms away from Nashik, one of the most favored industrial destinations in Maharashtra, the Mahindra Management Development Centre sprawls across 4 acres of beautifully landscaped terrain.

The architecture is charmingly rustic and the infrastructure is ultra-modern, providing the ideal setting for employees to 'Reflect-Network-Develop'. It offers residential management development program with a mix of Classroom and Action learning.

The Mahindra Management Development Centre was commissioned in April 2005, and since then, over 4500 executives from the Mahindra Group have benefited from its training programs. 'Bodhi Vriksha' is truly a temple of learning for the Group.

The campus also houses the world- class Mahindra Institute of Quality (MIQ) to impart Total Quality Management training to both, the Mahindra Group and the Indian industry. The Mahindra Institute of Quality has Japanese accreditation and a top-notch faculty from India and Japan

Shadow Boards

The Mahindra Group follows a unique practice called Shadow Boards to help anticipate change, and throw out outmoded ways of thinking and working.

This practice ensures that young high potential managers are more involved in the planning process of the Company.

Their mandate is to discuss and give recommendations on major issues, both strategic and operational, andidentify critical success factors.

Shadow Boards impact our work in the following ways: Voice out-of-box views of Generation Next Challenge established modes of thinking Offer new perspectives and insights Catalyze implementation Help in the grooming of future business leaders

Career Path

The career path outlines the organization’s vision for the growth of Management Trainees. The time estimates are rough guides and not fixed periods. The belief is that the progress a Trainee makes in the system will depend on his/her performance and potential. The time periods mentioned also do not indicate vertical growth in terms of grades.

0-6 years : Direct exposure to ground realities in Marketing, Finance, Human Resources, Manufacturing, Procurement including Manufacturing support functions, Exposure to lower level leadership roles in their respective functional specialization and also first level leadership roles depending upon potential.

7-11 years : Exposure to inter functional integration issues, beginning of global exposure and exposure to senior leadership roles.

11-14 year : Exposure at this stage will be at a more macro level to give a bird's eye view of the organization. The executives will be given a more global experience that will come fromprojects, Executive Assistant positions, Location Head positions in Manufacturing, Marketing,Procurement, Investor relations.Post this phase; the executives will be required to take on the positions of business leaders of the organization.

Performance management system

The PMS process starts with setting of business goals & organisation’s objectives. In M&M Ltd., organizational goals are set in the month of March every year. After this step, departmental and individual goals are set.

Here, in M&M Ltd., Top Down approach is followed for goal setting. Departmental Goal Setting:

For departmental goal setting, Balanced Score Card approach is adopted. It is derived from the Business Plan and Functional Strategies.

In 1992, Robert S. Kalpan and David P. Norton’s concept of the Balanced Score Card revolusionised conventional thinking about performance metrics.

Customer Internal processes.

The balanced scorecard allows managers to look at the business from these four important perspectives. The scorecard wasn’t a replacement for financial measures; it was their complement.

It provides answers to four basic questions:

How do customers see us? (Customer perspective) What must we excel at? (Internal processes perspective) Can we continue to improve and create value?

(Learning and Development perspective) How well do we look to our stakeholders? (Financial

perspective)

In M&M Ltd., weight ages are assigned to all four perspectives. The weight ages may vary according to the department. Balanced Score Card also depends upon business plans for the particular year.

Individual Goal Setting:After setting Departmental goals, Individual goals are set. Following diagram shows various steps in the process of individual goal setting:

Step 1: Communication Workshop:

Communication workshop is conducted in months of May or June every year. It is compulsory for all employees, right from operational level to strategic level. This workshop is conducted for two days.KRA setting and How to conduct appraisal are the topics which are covered on first and second day respectively. It is useful to both appraisers as well as appraisees. It helps appraisers for KRA setting and review meetings. It helps appraisees as they

the review which is useful for them during review discussions.

Step 2: KRA setting:

Measurable goals for every individual, linked with the business goals are set before the beginning of the financial year. Each individual has 3 to 5 KRAs. Each KRA set has a weightage and the total of weightages is 100%.

All the targets i.e. KRAs are set after discussion between superior i.e. appraiser and subordinate i.e. appraisee. Performance with respect of KRAs forms a basis for the calculation of Performance payout amount for an individual.

There is a particular format in which KRAs are set (Annexure E). Level of Performance (LOP) and Measure of Performance (MOP) are decided at the time of setting KRAs.

MOP means a measurable parameter which will indicate progress of GOAL set. E.g. Goal - cost reduction has MOP - reduction in Variable Cost / Vehicle - 5%. LOP i.e. Level of performance is method to set targets for MOPs to indicate good, superior and excellent performance.E.g. Reduction in variable Cost per vehicle - Level 3 - 5% Level 4 - 10% Level 5 - 15%

Normally, KRAs for the next year are set before the final review. Signatures of both i.e. appraiser as well as appraisee are taken on the KRA sheet. The KRA sheets are sent to Corporate HR Department.

Step 3: Mid – Term Review:

Mid – term reviews are conducted in the month of October. Mid – term reviews are done with a view to know how much goals the appraisee has achieved. If the appraisee has failed to achieve the targeted level then the superior can have a discussion with the appraisee regarding this and the reason for not achieving the desired level of performance is found out.

Appraisal happens twice a year. A mid – term (qualitative appraisal) happens in the month of Sept – Oct. The annual appraisal are done in the month of May. Appraises are reviewed on the basis of achievement of KRAs, assessment of significant tasks other than KRAs, if any, leadership competencies (M&M Ltd has adopted 7 leadership competencies) and strengths of the appraises.

Employee & Superior together fill up the appraisal form based on which the assessment is carried out.

Step4. Performance appraisal:

It is a one to one discussion between the appraiser & the appraisee about* Performance based on goals set & results achieved* Training and the developmental needs for the employee

At the end of the appraisal process employee’s comment on the process of appraisal feedback is recorded, to validate transparency & fairness of the appraisal process.

In M&M Ltd., employees are rated on two scales:

Performance Pay Rating• The rating scale 5, 4, 3, 2, 1• Rating would be based on the level of Performance on a specific KRA based on the Achievement levels agreed at the beginning of the Financial Year.• No Distribution norms will be applicable.

Overall Rating Performance Pay Rating:• The rating scale ES, S, G, MI, U• DH level and above:- 50% competencies + 50% performance• Below DH level:- 40% competencies + 60% performance• Agreed distribution norms would be applicable

For the performance pay calculation, the overall performance is divided into two parts:• Business Performance

• Individual Performance

As an employee goes higher on hierarchy, the share of business performance increases and that of the individual performance starts reducing.

Step5.Feedback and Counselling:

In M&M Ltd., superior gives the feedback to the subordinate immediately after the final performance appraisal. Following points explain the very purpose of performance dialogues

The appraiser and the appraisee together review overall performance of an individual against agreed targets.• Helps in identifying Areas for Improvement.• Provides development opportunities for the growth of people.• Agree / Generate Data for actions relating to Increments, Promotions, etc.

The next step that the Corporate HR department takes after collecting all performance appraisals is checking whether all the performance appraisals are normally distributed. If they are normally distributed, then Corporate HR department contacts the relevant departments and then after discussion, final letters are sent to the employees on 1st August every year.

Questionnaire for performance appraisal.

Miss Akshaya Patil.HR Regional ManagerMahindra & Mahindra , Kandivali- East Branch

1. Since, how many years are you working with Mahindra?

4.5 yrs

2. How was your experience? Excellent

3. What is the main motive behind conducting Performance Appraisal? Role clarity, identifying skill gaps, rewarding good performance

4. Who conducts the performance Appraisal? Immediate superior, 20% reviews HR participates

5. How often do conduct the Performance Appraisal? Twice in a year

6. Do you use the same method evrytime or change it ?

Same method for all every time.

7. How do you reward or rectify your employees after the assessment is done?Performance bonuses + promotions + salary hikes are linked to performance levels. We do action planning for bad performers & monitor it closely.

8. Approximately, over last 3 years what changes have taken place due to the conduct of Performance Appraisal? Performance oriented culture

9. Are employees aware of this system? How do they respond to this system of performance Appraisal? They are aware. We do conduct awareness workshops for them. We ask employees questions in employee satisfaction survey about PSM to check their understanding, trust in this system, satisfaction abt the system

Quality of feedback given by immediate superiors. However over past 2-3 years we have trained more &

more managers on how to give feedback effectively.

1. What are your personal views about this system(performance Appraisal)?Its very well establish & strong system.

2. Please provide me the History of Performance Appraisal of Mahindra We follow Japanese concept of Policy Deployment.it is a Strategic planning /Strategic management methodology, based on a concept popularised in Japan by Professor Kaoru Ishikawa in the late 1950s when he said the 'each person is the expert in his or her own job and Japanese TQC (Total Quality Control) is designed to use the collective thinking power of all employees to make their organisation the best in its field.

Mahindra & Mahindra policiesAt Mahindra all procedures, policies & systems have been developed to ensure that working with them is a pleasant and enriching experience. A central HR council composed of business sector HR heads is responsible for handling all matters concerning labour practices each group company adheres to the following policies.

A. HR administration: This policy ensures that our HR performs at peak potential. For this purpose we have set up the following services and mechanisms-

An effective grievance redressal mechanism Employee counselling services Sexual harassment committee to ensure that any case of

harassment are resolved effectively

B. Collective bargaining agreements: Employees relations policy promotes non interference with employees rights to form unions and encourages collective bargaining. Most of our employees are unionised and we do not an any way discriminate our various business units or employees

C. Period of notice for operational changes: During reporting period all our companies which employ unionised labour followed the letter and intent of all pertinent regulations the industrial dispute act 1947 is one such statute that applies to labour relations. It specifically mentions a three week notice period for all changes.

D. Safety & occupational health: Covers all the manufacturing facilities Ensures process safety, use of protective gear Sector president has the overall responsibility for

employees safety and plant manager have responsibility for their respective plants

Regularly conduct safety audits and risk analysis.

E. Human rights policy: At Mahindra discrimination, child labour and forced labour is unacceptable there is an active grievance cell to address any such issues.

F.Green IT guidelines: focuses on power management , environment friendly

vendors and products the IT head of each company is responsible for compliance

of the green IT policy.

Mahindra & Mahindra Workers Union

Mahindra’s Nashik facility manufactures 486 utility vehicles daily- 240 utility vehicles, ‘Scorpio’ & ‘Xylo’ on the same assembly line, 180 Bolero utility vehicles and 66 sedan car ‘Logan’.

The Nashik plant has 4450 employees:

2750 permanent employees, 1200 temporary employees and 500 apprentices

The employees are primarily members of the following organisations:a) BHARTIYA KAMGAR SENA (BKS)b) MAHINDRA AND MAHINDRA WORKERS UNIONc) MAHINDRA & MAHINDRA EMPLOYEES UNIONd) CENTRE OF INDAIN TRADE UNIONS (CITU)

69 Laws ruling the workers under the WST scheme:

These WSTs have the Labour Laws Applicable

1. Apprenticeship Act 2. Minimum Wages Act 3. Payment of Wages Act 4. Factories Act 5. Workmen compensation Act

The Laws NOT ApplicableESIC –Employee State Insurance Corporation ActProvidend Fund

Payment of Gratuity ActBonus Act

Provisions Are:

1. The employer is not a loud to give it to any person under the age of 14 years and the prescribed Qualification not fulfilled If not done then 6 months Imprisonment Rs. 500 fine or both

2. Time of working should be from 10 a.m. to 6 p.m. Leave and compensation is governed by the Factory’s Act.

3. If not performed well or up to the mark then the training is extended by the supervisor.

4. Training / Classroom /the Rupees is spent by the employer in the course of the Apprenticeship Training.

5. Accident compensation when the accident happens in the organization comes under the workmen compensation Act.

Labour strike

Mumbai, May 19 (IANS) Auto major Mahindra and Mahindra (M&M) Tuesday said its employees have withdrawn their tools-down strike at its plant near Maharashtra’s Nashik town.The workers went on strike demanding pay revision and reinstatement of a sacked labour leader.

“Following the withdrawal of this strike, production has resumed in the Nashik plant of the company and normalcy restored,” the company said in a regulatory statement Tuesday. M&M said the strike was withdrawn Monday following a wage agreement signed with workers May 15.

The pact, which is valid for three and a half years, was signed by the Bhartiya Kamgar Sena Union that represents Mahindra’s workers at its Igatpuri plant near Nashik.

Earlier in the month, the labour union had decided to move the Mumbai High Court following an order from the Nashik Labour Court to withdraw its strike, which it termed as “illegal”.

Workers at Igatpuri had gone on an indefinite tools-down strike from May 4 in protest against the suspension of labour leader Madhav Dhatrak and the company’s alleged delay in signing the salary agreement for the past 22 months.

BIBLOGRAPHY:

Miss Akshaya Patil.HR Regional Manager

Mahindra & Mahindra , Kandivali- East Branch.

WWW.Mahindra&mahindra.com

Mahindra & Mahindra Groups Annual Report