COLLEGE CERTIFICATE

This is to certify that Mr. Harshad N. Karekar Roll no. 13213 student of Master of Management
Studies has undergone completed his Summer Internship Project having topic To understand
employee engagement drive & its importance of employee satisfaction at Reliance Industries
Limited,

PatalgangaManufacturing

Division(Petrochemical)as

partial

fulfillment

of

requirement for award of degree of Masters of Management Studies from University of Mumbai
academic year 2013-2015.

Dr. N. Mahesh
Guide and Head

Dr. D.G Borse

Director

CERTIFICATE

This is certify that the project entitled To understand employee engagement drive &
its importance of employee satisfaction at Reliance Industries Limited, Patalganga
Manufacturing Division(Petrochemical) is bonafied work of HarshadNitinKarekar(Roll
No.13213) submitted to University of Mumbai in partial fulfilment of the requirement for the
award of degree of Postgraduate in Master of Management Studies.

( Name& sign)

(Name & sign)

Guide

Co-Guide

(Name

&

(Name & sign)

Head of Department

Principal

sign)

Declaration

I declare that this written submission represents my ideas in my own words and where others
ideas or words have been included, I have adequately cited and referenced the original sources. I
also declare that I have adhered to all principels of academic honesty and integrity and have not
misspresented or fabricated or falsified any idea/data/fact/source in my submission. I understand
that any violation of the above will be cause for disciplinary action by the institute and can also
evoke penal action from the sources which have thus not been properly cited or from whom from
proper permission has not been taken when needed.

(Signature)
HarshadNitinKarekar

ACKNOWLEDGEMENT
My mentors Mr. Thomas Eso and Ms. PriyankaGholap..
I would like to express my sincere thanks to Dr. D.G. Borse, Director, A.C. Patil College of
Engineering and Management Research, for providing me with this opportunity.
I would also like to acknowledge with much appreciation the crucial role of my guide Dr. N.
Mahesh, Head of Department, MMS who gave his valuable inputs and support throughout the
project and also helped me write this report.

Special thanks go to my mentor Prof.NilimaAshthankar. who provided me with useful

information during the project.

I also thank Prof. DevashreeGadgiland Prof. ShamliKirpanefor their guidance and support.

(Signature)

HarshadNitin.Karekar

EXECUTIVE SUMMARY
To create organizational effectiveness, business leaders need to focus on
aligning and engaging their employee, the employee management systems,
the structure and capabilities (including organizational culture) to the
strategy. Our results confirm that this engagement is critical - put simply, it
results in higher financial performance, higher job satisfaction and higher
employee retention. An organization that can sustain such alignment will
achieve increased business results. This document provides information and
insight into organizational effectiveness and how you can make it happen.
The ability of the organization to attain its goals largely depends upon the
effectiveness of its Employee Engagement Programmed. Therefore it
deserves great planning and care to formulate and implement Employee
Engagement strategies. The main objectives of the project is to study the
existing process of Employee Engagement in an well reputed organization ,
to explore the current trends in the industry in Employee Engagement
practices. A detailed and exhaustive exploratory research is done over the
net through relevant websites to delineate appropriate Employee
Engagement methods to understand the current trends in the Industry and to
know the company profile. A questionnaire was undertaken as a tool for the
extraction of the effectiveness of the Employee Engagement & job
satisfaction. The candidates from Reliance Industries Limited, Patalganga

Manufacturing Division(Petrochemical) had answered the questionnaires. The

answered questionnaires were, then analyzed. To define in a capsule, it was
more of an observation to find the effectiveness of Employee Engagement.

TABLE OF CONTENTS
Company Certificate
College Certificate
Guide Certificate
Declaration
Acknowledgement
Executive Summary

1. Chapter 1
1.1Introduction
1.2Introduction to the topic
1.3History of the company
1.4Objective of the study
1.5Scope and need of the study
1.6Hypothesis
1.7Limitation of the study

2. Review of literature
3. Human Resource Management
4. Research Methodology
4.1Collection of data
4.2Tools and techniques used
5. Analysis and interpretation
6. Conclusions
7. Annexure
8. Suggestions and Recommendations
9. References and Bibliography

Chapter 1

Introduction
Employee engagement is an emergent property of the relationship between an organization and
its employees. An "engaged employee" is one who is fully absorbed by and enthusiastic about
their work and so takes positive action to further the organization's reputation and interests.
An organization with 'high' employee engagement might therefore be expected to outperform
those with 'low' employee engagement, all else being equal.
"the harnessing of organization members' selves to their work roles; in engagement, people
employ and express themselves physically, cognitively, and emotionally during role
performances." Kahn (1990).
In 1993, Schmidt et al. proposed a bridge between the pre-existing concept of 'job satisfaction'
and employee engagement with the definition: "an employee's involvement with, commitment to,
and satisfaction with work. Employee engagement is a part of employee retention." This
definition integrates the classic constructs of job satisfaction (Smith et al., 1969), and
organizational commitment (Meyer & Allen, 1991).
Defining employee engagement remains problematic. In their review of the literature in 2011,
Shuck and Wollard identify four main sub-concepts within the term:

1. "Needs satisfying" approach, in which engagement is the expression of one's preferred

self in task behaviors.
2. "Burnout antithesis" approach, in which energy, involvement, efficacy are presented as
the opposites of established "burnout" constructs: exhaustion, cynicism and lack of
accomplishment.
3. Satisfaction-engagement approach, in which engagement is a more technical version of
job satisfaction, evidenced by Gallup's own Q12 engagement survey which gives an
r=.91 correlation with one (job satisfaction) measure.
4. The multidimensional approach, in which a clear distinction is maintained between job
and organizational engagement, usually with the primary focus on antecedents and
consequents to role performance rather than organizational identification.
Definitions of engagement vary in the weight they give to the individual vs the organization in
creating engagement. Recent practice has situated the drivers of engagement across this
spectrum, from within the psyche of the individual employee (for example, promising
recruitment services that will filter out 'disengaged' job applicants to focusing mainly on the
actions and investments the organization makes to support engagement.

Generating engagement
While it is possible to measure engagement itself through employee surveys, this does not assist
in identifying areas for improvement within organisations. To manage employee engagement
upwards, it is necessary to identify what drives engagement. Some points from research into
drivers of engagement are presented below:

Employee perceptions of job importance - "...an employee's attitude toward the job's
importance and the company had the greatest impact on loyalty and customer service than all
other employee factors combined."

Employee clarity of job expectations - "If expectations are not clear and basic materials
and equipment are not provided, negative emotions such as boredom or resentment may
result, and the employee may then become focused on surviving more than thinking about
how he can help the organization succeed."

Career advancement/improvement opportunities - "Plant supervisors and managers

indicated that many plant improvements were being made outside the suggestion system,
where employees initiated changes in order to reap the bonuses generated by the subsequent
cost savings."

Regular feedback and dialogue with superiors - "Feedback is the key to giving
employees a sense of where theyre going, but many organizations are remarkably bad at
giving it." "'What I really wanted to hear was 'Thanks. You did a good job.' But all my boss
did was hand me a check.'"

Quality of working relationships with peers, superiors, and subordinates - "...if

employees' relationship with their managers is fractured, then no amount of perks will
persuade the employees to perform at top levels. Employee engagement is a direct reflection
of how employees feel about their relationship with the boss."

Perceptions of the ethos and values of the organization - "'Inspiration and values' is
the most important of the six drivers in our Engaged Performance model. Inspirational
leadership is the ultimate perk. In its absence, it is unlikely to engage employees."

Effective Internal Employee Communications - which convey a clear description of

"what's going on". "'

Reward to engage - Look at employee benefits and acknowledge the role of incentives.
"An incentive to reward good work is a tried and test way of boosting staff morale and
enhancing engagement."

Commitment theories are rather based on creating conditions, under which the employee will
feel compelled to work for an organization, whereas engagement theories aim to bring about a

situation in which the employee by free choice has an intrinsic desire to work in the best interests
of the organization.
Recent research has focused on developing a better understanding of how variables such as
quality of work relationships and values of the organization interact, and their link to important
work outcomes. From the perspective of the employee, "outcomes" range from strong
commitment to the isolation of oneself from the organization.

Introduction to topic
Hiring and maintaining employees who are thoroughly engaged in their work and demonstrate a
true commitment to see your companys mission accomplished is one of the best investments
your company can make. Good employees will have a more direct and significant impact on your
bottom line than almost any other single area you can spend money on.
Finding good employees is one thing, but keeping them happy and engaged is just as critical to
make sure you can retain them for the long term. Here are five effective activities you can use
right now to make sure you get the best results out of your most valuable resource.

1. Celebrate Successes
Everyone enjoys having their hard work recognized, and its one of the least expensive and most
effective motivators out there. In fact, recognition often outperforms monetary rewards as a
motivating factor for employees.

While a private pat on the back is always appropriate, recognition goes even further when others
learn about it. Make a habit of recognizing successes publicly, by making announcements,
handing out awards, and citing names and accomplishments in company publications and on the
website. For employees who consistently outperform, reward them with a promotion and
increased job responsibilities.

2. Encourage Open Communication

Unlike the old saying about children, employees dont want to be seen but not heard.
To be fully engaged in their jobs, employees need to feel free to express their views on subjects
that affect their work, and they need to feel that what they say is actually being heard. Open
communications is one of the simplest steps you can take to keep employees actively engaged as
a part of the company. This isnt limited to traditional HR areas such as working conditions,
benefits, or dress code. Long-term business strategy is always on the minds of employees who
really want to make a difference, and their unique perspective of working on the front lines can
provide them with valuable insights that senior managers might miss.
Create and promote multiple ways employees can learn about whats going on in the company
and opportunities for them to offer feedback or suggestions that will actually be heard and
considered. For example, consider a company newsletter, a regularly updated intranet, or a
monthly Letter from the CEO, which poses questions to the employees and gives them an
opportunity to respond straight to the top. This kind of interaction boosts engagement and goes
directly toward improving the bottom line.

3. Offer Real-time Progress Reports

Communicate the companys goals clearly, then keep employees apprised of how theyre doing
in helping to reach those goals.

An employee shouldnt need to wait until their annual performance review to know how they are
doing. The best company leaders offer continuous feedback so their employees always know
where they are excelling and where there is an opportunity for improvement.
While C-level executives are often privy to reams of big data about the company, employees are
always interested in how their individual efforts are affecting the organizations progress. If you
want your employees to be thoroughly engaged in the success of the company, consider them
among the group that needs to know all the high-level information executives use to keep their
fingers on the pulse of the business.
Transparency balanced with positive reinforcement creates an environment of trust and mutual
accountability.

4. Choose a Cause and Do Some Good

Many companies have found a strategic corporate philanthropy program or employee
volunteering initiative to be one of the most effective employee engagement activities available,
as it combines team building, skill development, and leadership along with the positive feelings
that come from doing good.
To accomplish the most good on both fronts, have employees participate in choosing some
causes that are important to them, then provide them with as many opportunities as possible to
give monetarily and through volunteering. Keep everyone apprised of how the charitable efforts
are succeeding just as if they were another corporate business initiative, and be sure to celebrate
success.
5. Have Fun Together
Dont fall into the trap of pushing your employees toward higher and higher levels of
productivity and efficiency without taking into account the need for rest, relaxation, and balance.
Make it a point to set aside times for employees to have fun.

Even the most engaged and effective employees will burn out if pushed too hard, so it is essential
to make having fun a part of the overall culture theyre supporting.
Use holidays, corporate milestones, or even just random events as opportunities for employees to
let their hair down for a while and just enjoy each others company in way that isnt focused on
business. As friendships develop in new and unexpected ways, the end result is a company where
everyone truly enjoys going to work and being among their coworkers.

Enthusiastic people brighten up the hospital and are passionate and dedicated to what they do. To
keep the enthusiasm levels high Kohinoor Hospital organises different activities such as
New employee introduction
Birthday Bash
Employee of the Month
Informal Presentation by different departments
Games
Snacks

Learning centre (LC)

Training & development

LC

coordinating for the purpose of any training by mails ,by phone and other

communications to all HODs & employees

Programs:- Health Safety Environment & Fire (HSEF) Training.
- Cluster Development Program (For technical staff).
- Cluster Development Program (For non-technical staff).
- Review of Fire training to each employee.
- Knowledge sharing program on every Friday.
For new commerce:
- Safety training program.
- Induction program: Overall view of plant.
- Gives detailed information about RIL PMD.
- Coordinate with respective mentors.
Carrier development:
- Values &behaviour.

- Management skill.
- Time management.
- All management related soft skill.
- Stress management.
- Supervisory development skill.
Leadership skill:
- Foundation of leadership.
- Leadership, coaching & mentor training program.
- Strategy deals with change.
- Writing skills.
- Time management (special program).
GET/DET Program:
Phase 1:
- Technical program.
- HSEF orientation.
- On job training program.
Phase 2:
- Familiarizations with plant & equipment.
- Basic personal effectiveness.
- GET/DET Confirmation Program.

Fire is also a serious hazard and is normally regarded as having a disaster potential less
than explosion or toxic release that can be controlled at the incipient stage. Certain
examples are tank fire, pool fire, jet flame fire, flash fire, pump fire, flange fire, duct fire,
cable tray fire, etc. A fire involving a storage tank is serious and would require several
days of fire fighting

Toxic Gas Release

Release of toxic chemicals in the form of gases and vapours can pose major hazards if
proper care is not taken. Such hazards presented by a toxic release depend on the duration
of exposure and on the chemical itself. It ranges from a sudden brief exposure at high
concentration to a prolonged exposure at lower concentration over a working lifetime.
Oil & chemical Spill
This procedure deals with uncontrolled release of oil & chemical. Spill may occur on land

or on water. Spills on land are relatively simple to handle. They normally require
collection and transfer of oil and clean up of oily mud. Special attention is given to prevent
the pollution of water resources and aquatic life. Spill on water surface is more difficult to
handle and requires immediate emergency response.

Emergency Organisation
An emergency organisation is established depending upon level of emergency. The
Organogram of the emergency management team showing the reporting of various key
members for different levels of emergency are as per the charts given on the foregoing
pages

EMERGENCY ORGANISATION
LEVEL - 1
Note
Provide leadership and guidance to the Emergency Response team.
Inform and appraise at regular intervals regarding the situation to top management.
Take strategic and technical decisions in line with the incident scenario to terminate
the cause of emergency.
Ensure that all necessary support services are activated.
Liaise with external support services - national and international.
Liaise with the senior officials of Police, Fire Brigade, Medical and Factory
Inspectorate and pass on information on possible effects to the surrounding areas
outside the factory premises and necessity of evacuating the area and moving the
people to safe places.
Requisition for mobilisation of Mutual Aid members.
Ensure logging of all the emergency activities and incoming and out going
messages.

 Initiate post-rehabilitation of the affected area.

Brief the press and media about the emergency status.

Fire Coordinator
Report to the Incident Controller at the scene of emergency.
Assess the magnitude of the emergency, appraise and advice Incident Controller
regularly.
Deploy a Fire Officer at CECR for technical assistance to key members.
Develop and direct the line of action for fire fighting and rescue operations.
Ensure adequate fire fighting materials, equipment etc. are made available and
mobilised to the incident site in time.
Seek additional assistance like manpower, fire fighting materials etc. if required.
Activate Mutual Aid Scheme, if required.
Mobilise adequate turnout suits and BA sets for AFS members.
Organise relieving groups for fire fighting and utilize auxiliary fire fighting team.
Inform the Incident controller if the situation is brought under control.
Safe Assembly Points
Safe assembly points shall be located in a safe place away from process risks and in the
least affected downwind direction.
All the Safe assembly points inside the patalganga complex shall be clearly marked by a
green circle marked on the floor and provided with an identification number. The list of
Safe assembly points of various plants / facilities are given in Annexure 9.
In affected and vulnerable plants, all non-essential personnel (who are not assigned on
any emergency duty) shall evacuate the area and report to the declared Safe assembly
point.
Headcount shall be organised by Security In-charge in consultation with the respective
HSEF coordinator/plant shift Incharge& incident controller at the Safe assembly point.
The names and departments of those reporting there shall be recorded.
Before reaching an assembly point or subsequently, if it is required to pass through an
affected area or the release of toxic substance, suitable PPE including respirator,

helmetsetc should be made available to the people.

If the situation escalates beyond control whereby major evacuation of personnel from
the PG site is required, following locations may be used as temporary shelters for
accommodating personnel:

DET/GET PROCESS AT RIL PG SITE

Requirements of GET/DET from RIL PMD(PETCHEM) to Reliance
corporate park(Talent Acquisition Group).
TAG sent a candidate lists to concerned HR as per requirement.
Sorting a candidate data as per requirement of discipline.
Create position in respective discipline & initial through the system.
Communication with respective candidate( for joining date, traveling
details, reaching place, all original certificates identity proof, PAN card
& photos)
Gives detailed information to that candidate aboiut the company
Then all database initial in the system.
Generate appointment letter after approved by GMS-TAG.

After that hiring process & then on boarding process.

Contract cell
Process:
-

Plant HODs gives requirements to contract cell.

Vendor selection by contract cell.
Approval note & getting work order by President.
Create only vendor gate pass.
Verifying all documents as per Govt. rules & regulations like contract labourlicense,

insurance policy for his labours(minimum Rs.8000 basic salary) .

Company provide Form 5 to vendor.
Then Vendor takes permission from Asst. labour Commissioner.
Then company provided gate pass to labour for plant requirement work days.
After labour hiring process company gives safety training to all this labours.
In that agreement company watch minimum wages to all labour.

Documents requirements:
From company:
-

Approval note & work order.

Company provide gate pass

From vendor:
-

Safety:

Labourlicence
Insurance policy of labours
Medical fitness certificate.
Bio data of each labour.
Under taking form.

From company:
-

Safety training to each labour.

Safety card

From vendor:
-

Safety equipment as per company requrments:

* Helmets
* Safety goggles
* Hand gloves.
* Uniforms/ boiler suits.
* Safety shoes.

About the company

Reliance Group
The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is
India's largest private sector enterprise, with businesses in the energy and
materials value chain. Group's annual revenues are in excess of US$ 66
billion. The flagship company, Reliance Industries Limited, is a Fortune
Global 500 company and is the largest private sector company in India.
Backward vertical integration has been the cornerstone of the evolution and growth of Reliance.
Starting with textiles in the late seventies, Reliance pursued a strategy of backward vertical
integration - in polyester, fibre intermediates, plastics, petrochemicals, petroleum refining and oil
and gas exploration and production - to be fully integrated along the materials and energy value
chain.
The Group's activities span exploration and production of oil and gas, petroleum refining and
marketing, petrochemicals (polyester, fibre intermediates, plastics and chemicals), textiles, retail,
infotel and special economic zones.
Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fibre
producer in the world and among the top five to ten producers in the world in major
petrochemical products.

Major Group Companies are Reliance Industries Limited, including its subsidiaries and Reliance
Industrial Infrastructure Limited.

"Growth has no limit at Reliance. I keep revising my vision.

Only when you can dream it, you can do it."

Dhirubhai H. Ambani
Founder Chairman Reliance Group
December 28, 1932 - July 6, 2002
DhirubhaiAmbani founded Reliance as a textile company and led its evolution as a global
leader in the materials and energy value chain businesses.
He is credited to have brought about the equity cult in India in the late seventies and is
regarded as an icon for enterprise in India. He epitomized the spirit 'dare to dream and learn to
excel'.
The Reliance Group is a living testimony to his indomitable will, single-minded dedication
and an unrelenting commitment to his goals.

The Economic Times - Lifetime Achievement Award

TNS-Mode Survey - India's Most Admired CEO
BrihanmumbaiMahanagarpalika - Civic Address and Civic Reception Acceptance Speech

Chemtech Foundation - Man of the Century Award

Acceptance Speech
Citation
FICCI - Indian Entrepreneur of the 20th Century Award
Citation
Asia Week - Dhirubhai among Asia's 50 most powerful people
The Excerpt from Asia Week 1998
The Excerpt from Asia Week 2000
The Times of India - DhirubhaiAmbani voted "Creator of Wealth" of the Century
Business Baron - DhirubhaiAmbani voted "Indian Businessman of the Century"
The complete cover story
DhirubhaiAmbani in Asia Week Hall of Fame
The cover story
Wharton's Dean Medal for DhirubhaiAmbani
Citation and Acceptance Speech
Compilation of the felicitations by National Economic and Political Forum
Business Week - DhirubhaiAmbani one of "The Stars of Asia"
The complete cover story
Business India - DhirubhaiAmbani, Businessman of the Year 1993

Products & Brands

The Company expanded into textiles in 1975. Since its initial public offering in 1977, the
Company has expanded rapidly and integrated backwards into other industry sectors, most
notably the production of petrochemicals and the refining of crude oil.
The Company from time to time seeks to further diversify into other industries. The Company
now has operations that span from the exploration and production of oil and gas to the
manufacture of petroleum products, polyester products, polyester intermediates, plastics,
polymer intermediates, chemicals and synthetic textiles and fabrics.
The Company's major products and brands, from oil and gas to textiles are tightly integrated and
benefit from synergies across the Company. Central to the Company's operations is its vertical
backward integration strategy; raw materials such as PTA, MEG, ethylene, propylene and normal
paraffin that were previously imported at a higher cost and subject to import duties are now
sourced from within the Company. This has had a positive effect on the Company's operating

margins and interest costs and decreased the Company's exposure to the cyclicality of markets
and raw material prices. The Company believes that this strategy is also important in maintaining
a domestic market leadership position in its major product lines and in providing a competitive
advantage.

The Company's operations can be classified into four segments namely:

Petroleum Refining and Marketing business

Petrochemicals business

Oil and Gas Exploration & Production business

Others

The Company has the largest refining capacity at any single location.
The Company is:

Largest producer of Polyester Fibre and Yarn

5th largest producer of Paraxylene (PX)

5th largest producer of Polypropylene (PP)

8th largest producer of Purified Terephthalic Acid (PTA) and Mono Ethylene Glycol
(MEG)

Milestones

Starting as a small textile company, Reliance has in its journney crossed several
milestones to become a Fortune 500 company in less than 3 decades.

Reliance continues to cross newer & bigger milestones in its quest for what is known
as "Growth is Life".

Major Milestones
2013-2014

Reliance Jio and Bharti signed agreement under which Reliance Jio will utilize
dedicated fiber pair on Bharti's i2i submarine cable that connects India and Singapore.
The i2i cable system will provide Reliance Jio direct access and ultra-fast connectivity
to major hubs across Asia Pacific.

RIL and its partners announced a significant gas and condensate discovery (MJ-1
discovery) in the KG-D6 block off eastern coast of India.

S&P upgraded the long-term corporate credit rating on Reliance to 'BBB+' from 'BBB',
one of the highest ratings by S&P for an Indian corporate and the highest rating by S&P
for an Indian Oil & Gas company. The new rating is two notches above the rating for
the Indian sovereign.

Reliance Jio and Reliance Communications signed agreement for sharing of RCom's
nationwide telecom towers infrastructure.

RIL-BP announced a new gas condensate discovery off the east coast of India in the
deepwater block CY-DWN-2001/2 (CY-D5) in the Cauvery basin.

Reliance Jio received Unified License for all 22 Service Areas across India and
becomes the first telecom operator in the country to get pan India Unified License.

Reliance Jio acquired spectrum in 14 key circles across India in the 1800 MHz band in
the spectrum auction conducted by DoT, Government of India.

Reliance Jio and Viom Networks signed agreement for sharing of Viom's nationwide
telecom towers infrastructure.

RIL selected for two offshore blocks (M17 and M18) in Myanmar Offshore Block
Bidding Round - 2013.

Reliance Jio and ATC India signed a tower sharing agreement for utilizing telecom
tower infrastructure of ATC India across the country.

RIL commissioned new PFY plant at Silvassa which is the most automated and one of
the most environment-friendly plants globally.

Financial Milestones
2013

RILs Revenues for FY 2012-13 were Rs. 371,119 crore ($ 68.4 billion), Net Profit was
Rs. 21,003 crore ($ 3.9 billion), Networth was Rs. 176,766 crore and Total Assets were
Rs. 318,511 crore, unparalleled in the Indian Private Sector.

Exports for FY 2012-13 were Rs. 239,226 crore ($ 44.1 billion), 14% of Indias total
exports.

RIL declared Dividend of 90%. Payout of Rs. 3,092 crore, one of the highest in the
Indian Private Sector.

During the year, RIL signed $ 4.5 billion equivalent facilities, backed by Export Credit
Agencies, which included:
o $ 2 billion equivalent facility from Euler Hermes, the German Export Credit
Agency
o $ 2 billion facility from the Export- Import Bank of the United States of
America
o $ 500 million equivalent facility from Korea Trade Insurance Corporation, the
South Korean Export Credit Agency

In January 2013, RIL issued $ 800 million (5.875%) Senior Perpetual Notes. The Notes
have no fixed maturity date and the Company will have an option, from time to time, to
redeem the Notes, in whole or in part, on any semi-annual interest payment date on or
after February 5, 2018 at 100% of the principal amount plus accrued interest.

RIL raised $ 1.5 billion from syndicated loan facility. The deal represented the largest
bank group for an unsecured syndicated loan with tenor in excess of five years in Asia
in 2012 with a strong participation from a total of 28 international and Indian banks.
RIL received the Best Loan Syndication in Asia and Best Corporate Issuer in Asia
awards for 2012 from The Asset, a leading Asian financial publication for this deal.

2012

RILs Revenues for FY 2011-12 were Rs. 339,792 crore ($ 66.8 billion), Net Profit was

Rs. 20,040 crore ($ 3.9 billion), Networth was Rs. 166,096 crore and Total Assets were
Rs. 295,140 crore, unparalleled in the Indian Private Sector.

Exports for FY 2011-12 were Rs. 208,042 crore ($ 40.9 billion), 14% of Indias total
exports.

RIL declared Dividend of 85%. Payout of Rs. 2,941 crore, one of the highest in the
Indian Private Sector.

Reliance Holding USA Inc., a wholly-owned subsidiary of RIL raised $ 1.0 billion
through the issuance of 5.4%, 10-year Guaranteed Senior Notes in February 2012.

Reliance Holding USA Inc., a wholly-owned subsidiary of RIL raised $ 500 million
through the issuance of 5.4%, 10-year Guaranteed Senior Notes in February 2012.

RIL signed a $ 400 million equivalent facility backed by guarantee from SACE, the
Italian Export Credit Agency, with a door-to-door tenor of 13 years to part-finance the
expansion of its petrochemical facilities, to set up a new gasification plant and refinery
off-gas cracker.

Major Subsidiaries & Associates

Major Subsidiaries :
Reliance Netherlands B.V.
Reliance Retail Limited
Reliance Jamnagar Infrastructure Limited
Reliance Haryana SEZ Limited
Reliance Industrial Investments and Holdings Limited
Reliance Ventures Limited

Reliance Strategic Investments Limited

Reliance Exploration and Production DMCC
Reliance Industries (Middle East) DMCC
Reliance Commercial Associates Limited
RIL (Australia) Pty Ltd
Recron (Malaysia) SdnBhd
Gulf African Petroleum Corporation (Mauritius)
GAPCO Tanzania Limited
GAPOil Tanzania Limited
GAPCO Kenya Limited
Transenergy Kenya Limited
GAPCO Uganda Limited
GAPCO Rwanda Sarl
GAPOil (Zanzibar) Limited
Reliance Fresh Limited
Retail Concepts and Services (India) Limited
Reliance Retail Insurance Broking Limited
Reliance Dairy Foods Limited
Reliance Retail Finance Limited
RESQ Limited
Reliancedigital Retail Limited
Reliance Financial Distribution and Advisory Services Limited
Reliance Hypermart Limited
Reliance Retail Travel &Forex Services Limited
Reliance Brands Limited
Reliance Wellness Limited
Reliance Footprint Limited
Reliance Integrated Agri Solutions Limited

Reliance Trends Limited

Reliance Lifestyle Holdings Limited
Reliance Universal Ventures Limited
Reliance Autozone Limited
Strategic Manpower Solutions Limited
Reliance Gems and Jewels Limited
Delight Proteins Limited
Reliance F&B Services Limited
Reliance Agri Products Distribution Limited
Reliance Leisures Limited
Reliance Retail Securities and Broking Company Limited
Reliance Home Store Limited
Reliance Trade Services Centre Limited
Reliance Food Processing Solutions Limited
Reliance Supply Chain Solutions Limited
Reliance Loyalty and Analylitics Limited
Reliance Digital Media Limited
Reliance-GrandOptical Private Limited
Reliance Vantage Retail Limited
Reliance People Serve Limited
Reliance Infrastructure Management Services Limited
Reliance Petroinvestments Limited
Reliance Universal Commercial Limited
Reliance Global Commercial Limited
Wave Land Developers Limited
Reliance Global Business B.V.
Reliance Global Energy Services Limited
Reliance Gas Corporation Limited

Reliance Global Energy Services (Singapore) Pte. Ltd

Reliance Polymers (India) Limited
Reliance Polyolefins Limited
Reliance Aromatics & Petrochemicals Private Limited
Reliance Energy and Project Development Private Limited
Reliance Chemicals Limited
Reliance Universal Enterprises Limited
Reliance One Enterprises Limited
Reliance Personal Electronics Limited
International Oil Trading Limited
Reliance Review Cinema Limited
Reliance Replay Gaming Limited
Reliance Nutritional Food Processors Limited
Reliance Commercial Land & Infrastructure Limited
Reliance Eminent Trading & Commercial Private Limited
Reliance Progressive Traders Private Limited
Reliance Prolific Traders Private Limited
Reliance Universal Traders Private Limited
Reliance Prolific Commercial Private Limited
Reliance Comtrade Private Limited
Reliance Ambit Trade Private Limited
Reliance Corporate IT Park Limited
Reliance Petro Marketing Limited
LPG Infrastructure (India) Limited
RIL USA Inc.
Reliance Corporate Centre Limited
Reliance Corporate Services Limited

Reliance Convention and Exhibition Centre Limited

Central Park Enterprises DMCC
Reliance International B.V.
Reliance Oil and Gas Mauritius Limited
Reliance Exploration and Production Mauritius Limited
Reliance Holding Cooperatief U. A.
Reliance Holding Netherlands B. V.
Reliance International Gas B. V.
Reliance Exploration and Production B. V.
Reliance Exploration and Production Limited
Reliance Holding USA, Inc.
Reliance Marcellus LLC
Reliance Strategic (Mauritius) Limited
Indiawin Sports Private Limited
Reliance Eagleford Midstream LLC
Reliance Ealgeford Upstream LLC
Reliance Eagleford Upstream GP LLC
Reliance Eagleford Upstream Holding LP
Infotel Broadband Services Limited
Mark Project Services Private Limited

Reliance Energy Generation and Distribution Limited

Reliance Marcellus II LLC

Reliance Industries Investment and Holding Private Limited

Reliance Security Solutions Limited

Reliance Office Solutions Private Limited

GenNext Innovation Ventures Private Limited

Reliance Home Products Limited

Reliance Style Fashion India Limited

Reliance Styles India Limited

Infotel Telecom Limited

Rancore Technologies Private Limited

Reliance Bio-fuel Holding BV

Major Associate :
Reliance Industrial Infrastructure Limited

Objective of study

To understand employee engagement drive.

To study onimportance of employee satisfaction..
To understand process of new DET/GET joining process & confirmation process.
To study importance of valid ID card, Gate pass & make them available to new

joinings.
To know the safety & emergency planning.
Activities of employee engagement like Reliance Family Day, various

competitions, retirement & sendoff ceremony,Family inclusive events.

The opportunity an employee has to improve skills.
To study ESOS process/ cluster development training.
To study value & behavior in RIL-PMD (PETCHEM)
To study hiring process of contract labors.

Scope of study

Reduce employee turnover

Pinpoint the factors that drive employee satisfaction / dissatisfaction
Identify key characteristics to look for when hiring
Identify gaps in employee training
Capture upward feedback on managers and directors

Hypothesis

1)The various factors of employee engagement are not

significantly related with the overall employee
engagement.
2) There exist no significant difference between the
various employee engagement factors and the
demographic and other variables

Limitation of study

1) Lack of time was the major limitation in the project.

2) Many colleges offerthe same course. Due to this the competition is very stiff.
3) Shortage of manpower was another limitation. Manpower was needed to collect more data.
4) Personal information that the student provide were not correct. Some gave wrong contact
number and some gave wrong email id. So the data collected was not fully valid.
5) Many people hesitate in giving away their personal information. Because of this it was
difficult to track those people at later stages of the project.

Chapter 2

Review of Literature
1) Employee Engagement: The Human Thread Between

Sustainability

and Results
The 2014 Sustainable Brands conference in San Diego gathered some of the most influential
companies, organizations and thought leaders in the sustainability space. During the event, one
unexpected theme arose over and over: employee engagement and its role in corporate
sustainability.
A recent PwC study found that more than half of recent college graduates are seeking a
company that has corporate social responsibility (CSR) values that align with their own, and
56 percent would consider leaving a company that didnt have the values they expected. As Andy
Savitz, author of Talent, Transformation and the Triple Bottom Line put it in a panel
discussion on Tuesday: Theyre looking for purpose, not just a paycheck.
While some business leaders may have a first-instinct shrug when it comes to employee
engagement, it offers scores of benefits for companies. In a 2012 report that compiled 263
research studies across 192 companies,Gallup found that companies in the top quartile for
engaged employees, compared with the bottom quartile, had 22 percent higher profitability, 10
percent higher customer ratings, 28 percent less theft and 48 percent fewer safety incidents.

In a panel discussion on Tuesday, Desso CEO Alexander CollogdEscury called employees a

companys most important resource, while Savitz identified employee engagement as the
human thread between sustainability, the triple bottom line and business results.
In the past, the best business cases for sustainability focused on cost savings. It makes sense:
When a company reduces environmental impact, it ups efficiency, reduces waste and reaps the
financial benefits. But in recent years employee attraction, engagement and retention has caught
up to if not surpassed cost savings as the driving factor influencing companies to embrace
sustainability goals.
I hear this a lot in companies: The ability to attract and retain really good people partly depends
now on how youre managing [the world's] mega challenges, Andrew Winston, environmental
strategy consultant and author of The Big Pivot told Triple Pundit in a recent interview.
Companies are hearing this in recruiting, even from the millennials who are desperate for jobs.
While brand values are surely important to millennials entering the job market, its worth noting
that those PwC figures are down from a much more substantial 88 percent in 2008. (The drop
may be thanks to a job market that hasnt been too kind to recent grads; more than 25 percent
are unemployed or underemployed
, compared to just over 10 percent in 2000.)
In its report, PwC noted that the importance of corporate responsibility in attracting and
retaining young talent is waning in raw numbers alone. But in an exclusive interview with
Triple Pundit, Clinton Moloney and Amy Longsworth of PwC championed employee
engagement as crucial to a companys success and said in no uncertain terms that corporate
responsibility will only become more important in achieving it.
Wherever you are in an enterprise, everybody wants to be part of something positive,
Longsworth told Triple Pundit. Moloney agreed, pointing to PwCs emphasis on sustainability
and social responsibility in its own recruiting.

This is a critical part of the strategy for our own firm, Moloney said. Were the No. 1 oncampus recruiter in the United States. So, if youre trying to hire the best and the brightest all
over the country, [one of] the distinguishing factors that set us apart from our competitors is that
we not only do the sustainability work with our clients, but we do a great deal of it for
ourselves.
In its most recent move to bolster employee engagement around sustainability while doing social
good, PwC made a $150 million commitment over five years to drive up volunteerism in the
company. The program, calledEarn Your Future, allows PwC employees to increase financial
literacy in children and teens by creating lesson plans for students of all ages.

2) Supercharge Your Employee Engagement This Summer

Even if you are enjoying a lovely summer like we are in San Francisco, as the sun roles in people
just seem to run on slow-mo. As people are taking holidays, airport hopping and taking a break
from the daily grind, its important to kickstart your team as the summer begins, get them excited
and back in the swing of things. Employee engagement is crucial to the success of your team and
business momentum. An engaged, motivated employee will move up the ranks and get the
recognition they deserve.
Jump Back on the Social Train
With traveling and family time, most people took a break from business social medias the
summer begins. Parents and Grandparents uttered more than once, Get off that Facebook thing
for once! you know what I mean
Its time to get back into it the socialsphere and re-engage your customers, partners and
prospects. It is important for an organization to generate buzz on Social Media. Providing coworkers with interesting content can kickstart this. Raise the bar by sharing great content with
your employees for them in turn to post across their personal networks.

3) Employee Engagement is love

Employee engagement seems to be a hot topic in every organisations agenda. Many studies
showed a direct correlation to productivity and performance, employers are extremely interested
in getting the most out of their people.
We all know that employee engagement is about people, however employers look for reward
strategies to motivate and engage them, this includes financial rewards, family support, health
benefits and personal development.
Employers tend to forget that human engaging strategies are the most rewarding. Latest research
shows that not everybody is interested in a pay rise or a promotion, the trend shows that an
increase of praise from senior leadership and direct managers are now most appreciated.
If employee engagement is about people...a questions springs to mind...How can I make people
happier, more involved, more satisfied and therefore more engaged ?
You can start by looking at finding ways to connect on human level, showing an interest to the
other individuals life including family circumstances and getting to know them well is a great
way to start. We are talking human being, so finding ways to bring a good feeling to them by
praising their efforts and every single thing that they do well. This represents a huge opportunity
to engage and thats where many businesses miss out, possibly their leaders, managers, or
executives dont have that awareness yet.
Bearing in mind humanity and the need to support each other on a human level. Ask yourself the
question.do I feel that your line manager or boss actually cares about me ?
Once again show your staff that you care, not by telling them, but showing them with actions,
kindness and respect go a long way.

4) Optimizing Employee Engagement Globally

though manufacturing goods in Asia, Latin America and Eastern Europe offers electronics
companies and their manufacturing and solutions partners significant economic advantages, this
strategy is not a panacea. When employees feel a company is not meeting their needs, the results
can be expensive from high turnover and the cost of hiring and training replacements to low
productivity and a suffering reputation.
Ensuring employees are happy and fulfilled is not only the right thing to do, but it's also good for
business. Companies striving for this must often rethink their approach to employee engagement,
not just individual initiatives but the overall culture. By carefully evaluating employees'
situations and needs and implementing corporate best practices adapted to these different
scenarios, manufacturers can improve performance.
Whether it involves better onboarding to make new workers feel at home, training for career
advancement or guidance in people management for front-line supervisors, a strategy for
improving the employee experience can pay big dividends for everyone.

Global Engagement Challenges

Regional differences, including culture and laws, play a significant role in engaging employees.
In China, higher wage rates and increasing labor shortages have defined the market in recent
years. Employees many of whom have moved hundreds of miles for work have their choice
of jobs in China's manufacturing-intensive regions and may be easily persuaded to change jobs
for a small increase in compensation.
Ensuring employees have professional and social connections, fair pay and a safe and respectful
working environment is key. They must feel comfortable with the company culture and that they
are contributing to the company's success in order for them to stay.
In Mexico, where employees typically have extended families nearby, it is important to make
certain that they have access to medical care, transportation and schedules that allow them to

care for their children. It can be powerful for companies to invest in community-support services
such as schools and health centers.
Engagement from the Ground up
Many electronics original equipment manufacturers (OEMs) and service providers tackle the
basics of engagement by providing on-campus dormitories and meals for employees in certain
countries, transportation from offsite locations, and health and safety programs. Additionally, a
strong corporate commitment to investing in development programs is needed to drive success.
Following are a few examples of initiatives that target the full spectrum of engagement needs.
Welcoming New Employees
Conducting extensive onboarding of new employees makes them feel at home in the
organization. For example, the global program at Jabil Inc. focuses on three groups: production
employees, office employees and managers. Every employee is given a "buddy," and co-workers
from the same home town are encouraged to reach out to the new hire. The company also
provides a special kit with a discount card for local stores and information about the next job
level to which the worker can aspire. Educational funding is offered to help employees prepare
for advancement.
Empowering Individual Advancement
Training and education are critical to empower individual advancement. The goal should be to
develop competitive, knowledgeable and skilled employees committed to continuous
improvement, learning and critical thinking.
At Jabil's Employee Development International Institute in China, employees are trained for six
months in functional skills, English and leadership. In Mexico, another program enrolls highperforming production workers for a year of development in functional skills, English, leadership
and university training. In 2013, Jabil delivered more than 500,000 hours of training and
education to employees through online and classroom instruction.

Guiding Frontline Managers

A manager engagement toolkit can help managers motivate their employees. A structured
manager training program will promote the corporate culture and values, which should be part of
manager development.

5) Best Of Blogs: Employee

Engagement

As an executive, keeping employees engaged may be your biggest challenge. Last month, Fast
Company reported that 74% of workers want to walk away from their jobs. Whether its burnout,
a perceived lack of appreciation, or a disconnect between the priorities stressed by the company
and those expressed by the customer, if people dont want to do the job their given, theyre
disengaged. How do companies on the Fortune 2014 Best Companies to Work For List like
Google, Salesforce and NetApp keep their people engaged? Whats their secret?
According to Fast Company, To achieve engagement, senior managers need to stop acting like
great kings of old, raising statues in their own honor to boost morale. Instead they should be like
a sports teams supporters, cheering everyone else on.

Conclusion
Employee engagement is attracting a great deal of interest from employers across numerous
sectors. In some respects it is a very old aspiration the desire by employers to find ways to
increase employee motivation and to win more commitment to the job and the organisation. In
some ways it is new in that the context within which engagement is being sought is different.
One aspect of this difference is the greater penalty to be paid if workers are less engaged than the
employees of competitors, given the state of international competition and the raising of the bar
on efficiency standards. A second aspect is that the whole nature of the meaning of work and the
ground rules for employment relations have shifted and there is an open space concerning the

character of the relationship to work and to organisation which employers sense can be filled
with more sophisticated approaches.
But there is reason to worry about the lack of rigor that has, to date, often characterised much
work in employee engagement. If we continue to refer to engagement without understanding
the potential negative consequences, the core requirements of success, and the processes through
which it must be implemented, and if we cannot agree even to a clear definition of what people
are supposed to be engaged in doing differently at work (the engaged in what question), then
engagement may just be one more HR thing that is only here for a short time. On a positive
note, there is now a wider array of measurement techniques with which to assess trends in
engagement and an associated array of approaches to effect some change. Thus, aspiration can
more feasibly be translated into action.

Chapter 3

Human resource management

Human resource management is a function in organizations designed to maximize employee

performance in service of their employers strategic objectives. [1] HR is primarily concerned with
how people are managed within organizations, focusing on policies and systems. HR
departments and units in organizations are typically responsible for a number of activities,
including

employee recruitment, training and

development, performance

appraisal,

and

rewarding (e.g., managing pay and benefit systems). HR is also concerned with industrial
relations, that is, the balancing of organizational practices with regulations arising from
collective bargaining and governmental laws.
HR is a product of the human relations movement of the early 20th century, when researchers
began documenting ways of creating business value through the strategic management of the
workforce.

The

function

was

initially

dominated

by

transactional

work,

such

as payroll and benefits administration, but due to globalization, company consolidation,

technological advancement, and further research, HR now focuses on strategic initiatives
like mergers and acquisitions, talent management, succession planning, industrial and labor
relations, and diversity and inclusion.
In startup companies, HR's duties may be performed by trained professionals. In larger
companies, an entire functional group is typically dedicated to the discipline, with staff
specializing in various HR tasks and functional leadership engaging in strategic decision making
across the business. To train practitioners for the profession, institutions of higher education,
professional associations, and companies themselves have created programs of study dedicated
explicitly to the duties of the function. Academic and practitioner organizations likewise seek to
engage and further the field of HR, as evidenced by several field-specific publications. HR is
also a field of research study that is popular within the fields of management
and industrial/organizational psychology, with research articles appearing in a number of
academic journals, including those mentioned later in this article.
In the current global work environment, all global companies are focused on retaining the talent
and knowledge held by the workforce. All companies are focused on lowering the employee
turnover and preserving knowledge. New hiring not only entails a high cost but also increases the
risk of the newcomer not being able to replace the person who was working in that position
before. HR departments also strive to offer benefits that will appeal to workers, thus reducing the
risk of losing knowledge.

Objectives of Human Resource Management

1.

Societal

2.

Organizational

3.

Functional

4.

Personal

1.

Societal
HRM may contribute ethically and socially regarding the needs and challenges emerging in
the society. If an organization fails to use its resources for society benefits in ethical ways it
may lead to restriction by society. For example, society may limit the HR decisions through
laws in hiring, it may limit laws that address discrimination, laws regarding safety or other
area of concern.

2.

Organizational
The main objective of HRM is to achieve organizational goals by bringing organizations
effectiveness. HRM is not an end but it is a means to assist the organization in order to attain
its objectives

3.

Functional
Functional objective of HRM deals with contributions of each department regarding their need
and effectiveness in order to attain organization goal. All the resource or skill set get wasted if
HRM is not able to fulfill up with the organizational demand.

4.

Personal
HRM also deals with personal objectives of the individuals so that personal and organizational
objectives can be met or order to achieve maximum production and attain competitive
advantage. These personal objectives are important in order to maintain, retain and to motivate
employees. If this not done employees dissatisfaction and poor performance will result in
attrition or low productivity.

Human Resource Management Functions

Recruitment
The success of recruiters and employment specialists generally is measured by the number of
positions they fill and the time it takes to fill those positions. Recruiters who work in-house -- as
opposed to companies that provide recruiting and staffing services -- play a key role in
developing the employer's workforce. They advertise job postings, source candidates, screen
applicants, conduct preliminary interviews and coordinate hiring efforts with managers
responsible for making the final selection of candidates.

Safety
Workplace safety is an important factor. Under the Occupational Safety and Health Act of 1970,
employers have an obligation to provide a safe working environment for employees. One of the
main functions of HR is to support workplace safety training and maintain federally mandated
logs for workplace injury and fatality reporting. In addition, HR safety and risk specialists often
work closely with HR benefits specialists to manage the company's workers compensation
issues.

Employee Relations
In a unionized work environment, the employee and labor relations functions of HR may be
combined and handled by one specialist or be entirely separate functions managed by two HR
specialists with specific expertise in each area. Employee relations is the HR discipline
concerned with strengthening the employer-employee relationship through measuring job
satisfaction, employee engagement and resolving workplace conflict. Labor relations functions
may include developing management response to union organizing campaigns, negotiating
collective bargaining agreements and rendering interpretations of labor union contract issues.

Compensation and Benefits

Like employee and labor relations, the compensation and benefits functions of HR often can be
handled by one HR specialist with dual expertise. On the compensation side, the HR functions
include setting compensation structures and evaluating competitive pay practices. A comp and
benefits specialist also may negotiate group health coverage rates with insurers and coordinate
activities with the retirement savings fund administrator. Payroll can be a component of the

compensation and benefits section of HR; however, in many cases, employers outsource such
administrative functions as payroll.

Compliance
Compliance with labor and employment laws is a critical HR function. Noncompliance can result
in workplace complaints based on unfair employment practices, unsafe working conditions and
general dissatisfaction with working conditions that can affect productivity and ultimately,
profitability. HR staff must be aware of federal and state employment laws such as Title VII of
the Civil Rights Act, the Fair Labor Standards Act, the National Labor Relations Act and many
other rules and regulations.

Training and Development

Employers must provide employees with the tools necessary for their success which, in many
cases, means giving new employees extensive orientation training to help them transition into a
new organizational culture. Many HR departments also provide leadership training and
professional development. Leadership training may be required of newly hired and promoted
supervisors and managers on topics such as performance management and how to handle
employee relations matters at the department level. Professional development opportunities are
for employees looking for promotional opportunities or employees who want to achieve personal
goals such as finishing a college degree. Programs such as tuition assistance and tuition
reimbursement programs often are within the purview of the HR training and development area.

Chapter 4

Research Methodology

Definition :-The process used to collect information and data for the purpose
of making businessdecisions. The methodology may
include publication research, interviews, surveys and other research techniques, and could
include both present and historical information.

Types of Research Methodology

There are two types of research which can be done to develop a thesis or dissertation:

Practical Research: The practical approach consists of the empirical study of the topic under
research and chiefly consists of hands on approach. This involves first hand research in the form
of questionnaires, surveys, interviews, observations and discussion groups.[1]

Theoretical Research: A non empirical approach to research, this usually involves perusal
of mostly published works like researching through archives of public libraries, court rooms and
published academic journals.

The objectives of the project are:

1) To review, compare and evaluate employee engagement in reliance organization.
2) To make recommendations as to how employee engagement can be further integrated into the
system.
3) To promote the most innovative and effective system for employee engagement across the
sector.

4) To subsequently grow a sustainable community of practice through enhanced training and

development for employee retention process.

Data collection
Whether youre in human resources or head an organization, you know that your success
depends upon your employees. Who they are, the skills they have, and how dedicated they are
will have a direct impact on whether you achieve your goals. To make it easy to see where you
stand, I compiled the data from hundreds of employee engagement surveys into a comprehensive
benchmark report.

Tools and techniques used

THE VALUE OF ENGAGEMENT
Engaged employees are an immense asset to an organization. Employee engagement leads to
high customer ratings, low turnover, better safety, lower incidence of cheating and theft, greater
creativity, less absenteeism, high productivity, and high profitability. For example, engaged
employees are 27 percent more likely to show up for work than disengaged employees are, and
turnover among disengaged employees is 31 percent higher than among engaged employees.

1) In the current climate I might see a substantial improvement in the percentage of positive
responses to a typical intention to stay question.
2) I worked so hard on retention strategies Or I look beyond the data, to determine what is
driving the result?
3) There are a number of tools and techniques I used to triangulate the research. This approach
gives me a more accurate picture of what is happening and why?

4) Working with a survey provider that can provide external benchmarks is especially helpful
during times of research.
5) I did qualitative study to support my quantitative work can add flesh to the bones of my
survey results.

Chapter 5

EMPLOYEE ENGAGEMENT SURVEY

OBJECTIVE: TO HAVE AN OVERVIEW OF THE IMPACT ON EMPLOYEE

ENGAGEMENT DRIVE AT RIL PMD PETCHEM.
Age_____

Shift:_G_A_B_C

Experience:____
A) < 1Year
B) 1 Years 5 Years

C) 5 years - 10 Years
D) > 10 Years

1) Do you feel proud of being engage in terms of employment with RIL?

A) Yes
B) No
2) Are you clear your role & expectation from at work?
A) Yes
A) B)No
3) Are you getting environment which is encouraging for our overall development?
A) Yes
B) No
4) Do you think the company has given you enough time to exposure to perform/ give output in
the role of entrusted upon you?

A) Yes
B) No

5) Which type of training do you like?

A)
B)
C)
D)

E- learning (Ex. WBT, Webinar, etc.)

Class room training (CRT)
Work shop training
All of above

6) How you are connected with RIL?

A)
B)
C)
D)

Email/ Digital communique

Open halls
Personal interactions
Others (Please mention):_____________

7) How was your overall experience in case of various employee engagement initiatives of RILPMD (viz. Reliance family day, Family visit, Sports, Competitions, Get-to- gather)
A)
B)
C)
D)

Need Improvement
Good
Very good
Excellent

8) Which of the following initiatives / amenities provided by RIL are useful to retain employees
for longer duration?
A)
B)
C)
D)

Job profile
Welfare facility
Salary & Other financial benefits
Others (Please mention):_____________

9)Over all satisfied are you with your current job? Please rate on scale of 1 to 5.
(1-Lowest, 5-Highest)
A)
B)
C)
D)

1
2
3
4

10) Please suggest some initiatives to be taken for engagement of employees in near future
-_______________________________________________________________
Optional:
Name: ________________________________________________________________

1) Do you feel proud of being engage in terms of employment with RIL?

1
2

1= Yes
2= No
Conclusion- 98 % of employees in RIL are proud of being engage in term of
employment.

2) Are you clear your role & expectation from at work?

1
2

Conclusion 94 % employees are clear about role & expectation from at

work in RIL.

3) Are you getting environment which is encouraging for

our overall development?

1
2

Conclusion 90% employees thinks that environment they are getting

encouraging environment

4) Do you think the company has given you enough time to exposure to perform/
give output in the role of entrusted upon you?

1
2

Conclusion- 82% employees think that RIL company is giving enough time to exposure the
perform.

5) Which type of training do you like?

40
35
30
25
20
15
10
5
0
1

Conclusion- 0% employees are still not interested in E-learning.

- 8% employees like classroom training.
- 22% employees like workshop/ seminar.
- 70% employees want every type of traing.

6) How you are connected with RIL?

25
20
15
10
5
0
1

Conclusion- 50% employees are connected through E-mail.

10% employees are connected through open hall.
40% employees are connected through personal
interaction.

7) How was your overall experience in case of various

employee engagement initiatives of RIL-PMD (viz.
Reliance family day, Family visit, Sports, Competitions,
Get-to- gather)
25
20
15
10
5
0
1

Conclusion- 16% employees need improvement in employee engagement activities.

- 28% thinks that employee engagement activites are good in RIL .
- 46% of employees replied employee engagement activities very good.
- 10% of employees replied employee engagement activities excellent.

8) Which of the following initiatives / amenities provided

by RIL are useful to retain employees for longer duration?
35
30
25
20
15
10
5
0
1

Conclusion- 14% employees think that job profile is useful to retain

employees.
- 14% employees thinks that welfare
facilities ex. Canteen transport is useful to
retain employees.
-62%R of employees thinks that salary & other financial benefits is useful to
retain
employees.

9)Over all satisfied are you with your current job? Please rate on scale of 1 to
5.
20
18
16
14
12
10
8
6
4
2
0
1

Chapter 6

Conclusion
Engaged employees are an immense asset to an organization. Employee engagement leads to
high customer
ratings, low turnover, better safety, lower incidence of cheating and theft, greater creativity, less
absenteeism, high productivity, and high profitability. For example, engaged employees are 27

percent more likely to show up for work than disengaged employees are, and turnover among
disengaged employees is 31 percent higher than among engaged employees.
Ultimately, employee engagement reaps revenues. A companys earnings per share, sales, and
even average
employee incomes rise as the percentage of engaged employees increases. Generally, great
managers are not
motivated by money, however. They feel a moral obligation to do right by their staff, who they
see as people, not just performers.

Conclusion- VAUES& BEHAVIOURS at Reliance (PG-Petro). For this questioner were, fill
by Senior Managers, General Managers, Managers ,HODs and executives were . This session
organized for giving information about values and behavior what Reliance expecting from
employees and also about employee engagement, why Reliance need change, and how the
change going to happen. In this change values &behavior play very important role for our
company.
The change require for achieving future goals by giving our best performance, for
empowering our employees by telling responsibility come with accountability. Transparency
should be maintained in critical time. Reliance is expecting leadership qualities from employees
and also polishing the skills. LIVING THE VALUES AND BEHAVIOURS. It means it
matters how things are done as much as what we do.Importance of values and behaviours
explained with the example of ZAPPO .COM and ACCENTURE. In this values and behaviours
are related as a key to success.Values can help in decision making it was convey by
DECISIONDOCTOR activity. In this different scenario are given in which decisions are taken
with help of values.
Through this employees mind set have changed towards value and behavior of company.

Chapter 7

Annexure
This two cross words games was approved by mentor Ms. PriyankaGholap.
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O
L
I
H
N

R
H
T
F
X
N
L
P
T
V

I
E
M
P
O
W
E
R
M
E

T
A
B
W
L
Z
N
M
Q
X

Y
K
E
T
Q
A
T
O
T
V

C
Y

Q
W

E
T

X
D

C
E

E
L

L
E

L
G

E
A

N
T

C
O

E
N

A
N
C
E

C
A
Q
X

T
X
U
C

I
P
N
E

O
O
L
L

N
Y
E
L

X
E
A
E

Y
S
N

Z
W
H
C

Z
I
E

E
Q
N
X

Y
M
G
O

Contract cell
Process:
-

Plant HODs gives requirements to contract cell.

Vendor selection by contract cell.
Approval note & getting work order by President.
Create only vendor gate pass.
Verifying all documents as per Govt. rules & regulations like contract labourlicence,

insurance policy for his labours(minimum Rs.8000 basic salary) .

Company provide form 5 to vendor.
Then Vendor takes permission from Asst. labour Commissioner.
Then company provided gate pass to labour for plant requirement work days.
After labour hiring process company gives safety training to all this labours.
In that agreement company watch minimum wages to all labour.

Documents requirements:
From company:
-

Approval note & work order.

Company provide gate pass

From vendor:
-

Labourlicence
Insurance policy of labours
Medical fitness certificate.
Bio data of each labour.
Under taking form.

Safety:
From company:
-

Safety training to each labour.

Safety card

From vendor:
-

Safety equipment as per company requrments:

* Helmets
* Safety goggles
* Hand gloves.
* Uniforms/ boiler suits.
* Safety shoes.

Chapter 8

Suggestion And Recommendation

(By employees)

1) Technical/ electrical interview, training, workshop process should be faster.

2) Increase no. of job specific trainings to improve effectiveness of employees.
3) Allow rotation in jobs/plants/site so that employees get maximum exposure.
4) Training to be given by same external experts, to improve the knowledge of RIL employees.
5) SAP training is needed.
6) Promote the employees & give responsibilities to young age, if found capable.
7) More recreational activities, infrastructural development for inclusion of various activities for
overall development.

8) Improve IT structure of company.

9) Up gradation of facilities at township.
10) Participation in corporate seminars on RIL competitors.

Chapter 9

Reference and Bibliography

Special thanks to
External guide:
Mr. Thomas Easo.
Ms. PriyankaGholap.
Mr. PrakashBadnapurakar.
Mr. MukundMokal.
Mr. VikasPatil.
Internal guide:
HOD & Prof. Dr. N. Mahesh.
Prof. NilimaAshtankar.

Prof. DevashreeGadgil.
Prof. ShamaliKirpane.

www.slideshare.net/.../objectives-of-research-methodology
www.nwu.ac.za/p-reppp/researchmethodology_objectives.html

https://www.surveymonkey.com/mp/employee-engagement-survey/
www.strategydriven.com/strategydriven-employee-engagementwww.americasdiversityleader.com/.../Employee_Engagement