A

PROJECT REPORT

ON

Human Resource In Taxation

In partial fulfillment of the requirements for the award of theDegree in

M.B.A

Dr. BHIMRAO AMBEDKAR UNIVERSITY,AGRA

(SPCJ Institute of Management Khandari)

Submitted to:

Submitted by :

Prof. Alok Saxena Alok Ratan

Roll.No. 01`

M.B.A

1.DECLARATION

VAE VKN Industries Pvt. Ltd. Sonepat (Haryana) (formerly known as Veekayan

Industries Pvt. Ltd.) is a joint venture ,multinational company in collaboration with

VEA GmbH, Austria, globally renewed and a pioneer company in the field of

Railway Track Systems and its affiliate company JEZ Sistemas Ferroviarios S.L.,

Spain ,specialized in manufacture of CMS crossings for conventional, heavy-haul

and high –speed applications.

VEA VKN has achieved unambiguous competence through this joint venture to

produce indigenously all the components constituting the track structure with the

latest technology till date available.

VEA VKN is well equipped with most modern and state of the art infrastructure and

technical back up by VAE and their associates all over the world over to produce

and meeting quality requirement of the customers in all respects.

VAE VKN is an ROSO-certified Class -A Foundry, approved supplier for a wide

range of track work products for Indian Railways and ISO 9001:2000 certified.

The company is managed by competent, well qualified technical, commercial and

managerial professionals merging international and local Indian expertise.

CERTIFICAT

This is certified that the project entitled “HUMEN RESOURESE

MANAGEMENT“ submitted by ALOK RATAN in partial fulfillment for the

award of master of management studies in HUMAN RESOURESE

MANAGEMENT for the academic session 2012-2014 from Dr. BHEEM RAO

AMBEDKAR UNIVERSITY, AGRA .This his original work and does not form

any part of the project undertaken previously.

Also it is certified that project represents the original work of the candidate.

Prof. ALOK SAXENA Project guide (MBA Department)

TABLE OF CONTENTS

S.NO. TOPIC SIGNATURE

1. Declaration 1

2. Certificate 2

3. Summary 3

4. Acknowledgement 4

5. Company profile 5

6. Objective of study 6

7. Research methodology

8. Introduction of topic 8

9. Analyse and Interpretation

10. Findings 10

11. Limitations 11

12. Suggestions 12

13. Conclusion 13

14. Bibliography 14

15. Annexure 15

3.SUMMARY

VAE VKN Industries Pvt. Ltd. Sonepat (Haryana) (formerly known as Veekayan

Industries Pvt. Ltd.) is a joint venture ,multinational company in collaboration with

VEA GmbH, Austria, globally renewed and a pioneer company in the field of

Railway Track Systems and its affiliate company JEZ Sistemas Ferroviarios S.L.,

Spain ,specialized in manufacture of CMS crossings for conventional, heavy-haul

and high –speed applications.

Through this report we get to know about the company profile, products that are

manufactured by VAE VKN Industries. our brief description is on excise duty, it’s

introduction, analysis and interpretation.

VAE VKN is an RDSO-certified Class-A Foundry, approved supplier for a wide

range of track work products for Indian Railways and ISO 9001:2000 certified.

The Company is managed by competent, well qualified technical, commercial and

managerial professionals merging international and local Indian expertise .

In this report, limitations, bibliography, suggestions, are also explained.

4.ACKNOWLEDGEMENT

I am over helmed in all humbleness and gratefulness to acknowledge

our depth to Mrs. Lalita Jindal (Company secretary cum Senior Manager HRD &

Marketing) who have helped me to put these ideas, well above the level of simplicity

and into something concrete.

I m very thankful for guidelines of DR.ALOK KUMAR SAXENA,FACUlty guide for

summer internship, seth padam chand jain institute of management,Dr.Bhimrao

ambedkar University Agra and Miss.Garima and lalita jindil their valuable

help.VAE VKN Industries Pvt.Ltd.Sonipat (Haryana) He was always there to show

me the right track when I needed his help. With the help of his valuable suggestions,

guidance and encouragement, I was able to perform this observational training.

I would like to thank to all members of this organizations, who often helped and gave

me support at critical junctures during this training.

I would also like to thank DCRUSTM for giving me this opportunity to learn

something new.

5.ABOUT COMPANY.

Welcome to VAE VKN Industries Pvt. Ltd.

VAE VKN Industries Pvt. Ltd., Sonepat (Haryana) (formerly known as Veekayan

Industries Pvt. Ltd.) is a joint venture, multinational company in collaboration with

VAE GmbH, Austria, globally renowned and a pioneer company in the field of

Railway Track Systems and its affiliate company JEZ Sistemas Ferroviarios S.L.,

Spain, specialized in manufacture of CMS Crossings for conventional, heavy-haul

and high-speed applications.

VAE VKN has achieved unambiguous competence through this joint venture to

produce indigenously all the components constituting the track structure with the

latest technology till date available.VAE VKN is well equipped with most modern

and state of the art infrastructure and technical back up by VAE and their associates

all over the world over to produce and meeting quality requirement of the customers

in all respects.

VAE VKN is an RDSO-certified Class-A Foundry, approved supplier for a wide

range of trackwork products for Indian Railways and ISO 9001:2000 certified.

The Company is managed by competent, well qualified technical, commercial and

managerial professionals merging international and local Indian experti

6. OUR OBJECTIVES.

Continuous quality-improvement of services and products

Introduction of latest technology production processes

Application of engineering know-how accessible from Sister Companies around the

world

Reduction of Life-Cycle Costs of products supplied

Decrease maintenance / reconditioning requirements

Optimize materials, processes and designs 

Increase of track-safety through excellence of products

Supply of high-quality products according to latest designs

New-technology partner of Indian Railways

Research and development of new products required by Indian Railways

Jointly develop solutions for further improvement in the track network

Design & Development of complete turnout systems to become one-stop shop

for trackwork-customers

Provide complete process to customer - from site-specific design to installation on

track

Positive, motivated environment for our employees to enable their individuality

to unfold and generate outstanding performance for our customers

Open communication channels throughout the organisation

Improvement Proposal Scheme

Maximum involvement of employees in decision process.

MANAGEMENT.

Naresh AGGARWAL

Managing Director & Co-Chairman

Marketing / Sales / Administration

Michael DECKAN

Joint Managing Director / CFO

Finance / IT / Logistics

Peter LIESENS

Executive Director

Technical / R&D

DIRECTOR OPERATIONS ORGANIZATIONS

MANAGEMENT TEAM

Naresh Aggarwal / Managing Director

Michael Deckan / Joint Managing Director, CFO

Peter Liesens / Executive Director

Vikas Aggarwal / Director Operations

Kapil Aggarwal / Director Commercial

COMPANY SECRETARY

Lalita Jindal

ADMINISTRATION

Naresh Aggarwal (PU)

HUMAN RESOURCE DEVELOPMENT 

           Lalita Jindal (PU) / Senior Manager (HR & Marketing)

FINANCE / LOGISTICS / IT

Michael Deckan (PU)

FINANCE & ACCOUNTS

           Sunil Goel / General Manager Finance

PURCHASE 

           Bharat Bhushan / General Manager Puchase

MARKETING - FOUNDRY PRODUCTS

Vikas Aggarwal (PU)

Peter Liesens (PU)

MARKETING - TURNOUT SYSTEM

MARKETING 

           Deepak Talwar / Vice President (Marketing)

           Mukesh Kumar / Deputy General Manager (Marketing)

           Lalita Jindal (PU) / Senior Manager (HR & Marketing)

OPERATIONS MANAGEMENT

Vikas Aggarwal (PU)

QUALITY, DESIGN & R&D

          Anuranjan Prasad / Senior Vice President (Technical)

                   TURNOUT DESIGN and R&D

                   Anuranjan Prasad (PU)

QUALITY

                   K.K. Sharma / General Manager Quality

WORKS SONEPAT

               Pawan Garg / General Manager (Works)

MELTING

                   D.D. Sharma / General Manager Melting

MACHINING

                   Pawan Garg (PU)

PRODUCTION PLANNING

                   Puneet Gupta / Deputy General Manager (Production Planning)

FACTORY MANAGER

                   Puneet Gupta (PU)

JOINT-VENTURE PARTNERS.

VAE VKN is a multinational joint-venture company, having the following parters:

Aggarwal Family

(the Promoters)

India

VAE GmbH

www.voestalpine.com/vae

Austria

JEZ Sistemas Ferroviarios S.L.

www.jez.es

Spain

SISTER COMPANIES OF VAE VKN

VAE E isenbahnsysteme , Austria 

     WWG Worth, Austria

     SST, Germany 

     CONTEC, Germany

JEZ, Spain

VAE UK, United Kingdom

VAE Italia, Ital

BWG, Germany 

     Butzbach, Germany 

     Gotha, Germany 

     Kirchmoser, Germany

     HBW, Netherlands 

     WBN, Netherlands

VAE Riga, Latvia

VAE Legetecha, Lithuania

VAE Sofia, Bulgaria

VAE Apcarom, Romania

VAMAV ,  Hungary

VAE Polska, Poland

VAE SA, South Africa  

     Kimberly

     Bloemfontein

     Isando

Digvijay Steels, India,VAE Railway Systems, Australia

HISTORY

Know-How since more than 40 years

Foundation of Veekayan Industries in 1964

 First operation in Batala, Punjab

Switches

Elastic Rail Clips

Nuts and Bolts

 Expansion to Sonepat, Haryana in 2000

Cast Manganese Crossings (CMS)

 Approved vendor from RDSO since 1994 for switches

 Approved vendor from RDSO since 2001 for CMS Crossings

Approval of 4 prototypes of CMS in record-time of 8 months

 Joint-Venture with VAE and JEZ in 2004

 Only performing single-source supplier for complete Diamond Crossing (w/o, single

and double slip) in India

 Only approved vendor in India for CMS Crossing

1:16, UIC60

1:20, UIC 60

1:8.5, IRS 52kg for Meter Gauge

CONTACT

VAE VKN Industries Pvt. Ltd.

T.: +91/11/23965651

F.: +91/11/23965653

E-Mail: office@vaevkn.com

Registered Office:

24/5 Sri Ram Road,

Civil Lines,

New Delhi 110054,

India

Works:

42 Milestone, G.T. Road

Bahalgarh - 131021

District Sonepat

Haryana

India

TURNOUT SYSTEMS

Turnout Systems

VAEVKN offers Turnout Systems for every traffic application:High SpeedHeavy HaulMass Rapid Transit Systems in urban areas 

for all possible angles and radii

for regional as well as international Standards such as IRS, UIC and AREMA

for all available rail sections

for all required gauges

for all track systems as slab track and ballasted track

for all required rail fastenings

The benefit of our Turnout Systems is based on minimized life cycle costs by

high lifetime

low maintenance

SWITCH DEVICES

Switch devices made by VAE VKN offer state-of-the-art quality. The diverging path geometry of our switches is optimised according to the principles of vehicle dynamics. This cuts induced forces and thereby improves travelling comfort and service life. The use of highly wear-resistant materials together with most advanced production technologies facilitates the practical use of the knowledge gained from EDP-supported simulation programmes. Products made by the VAE-group meet also the requirements of the Technical Specification for Interoperability of Directives 96/48/EC and 01/16/EC for European High-speed Rail Systems.

GEOMETRY OPTIMIZATION

KGO (Kinematic Gauge Optimisation)

Optimised geometry and wheel/rail contact, reduced deflecting forces - Layout geometry (e.g.circular curve turnouts, asymmetric clothoids) - Kinematic Gauge Optimization KGO for special applications (self-steering effect) - Load-optimised switch and wheel transition - Wheel contact geometry (Delta-Kappa, constant running radius difference for different wheel positions)

Optimised geometry and wheel/ rail contact. Switch geometry optimization by use of- Multibody-dynamic vehicle simulations as mass-spring-damper system and track with variable sections

PRODUCTION

CNC Machining of Switches and CMS Crossings

Manufactured by CAD/CAM systems, using standard materials or special wear-resistant materials like HSH (Head Special Hardened). Switches with an asymmetrical transition area which is heat-treated to guarantee a constant hardness gradient in the forged area. Similarly, CMS Crossings are being CNC-machined for optimum dimensional accuracy and best surface finish

- Reduced wear - Lower forces

- Lower accelerations

MANUFACTURE

Different microstructure and hardness in the switch rail section. The switches are manufactured in accordance with the technical terms of supply of UIC and CEN, supplemented by the specific requirements of the customers and the vast experience of VAE. Tongue rails can be manufactured and delivered in lengths of 50 meters and more, with or without forging, in one piece.

Milling of the switch rail .The switches are prepared for the mounting of all commonly used locking types and setting devices. For medium and high loads, the material R260 (S900) is generally used for stock rails and switches. For highest loads, rails type R350 HT (S900 HSH) (Head Special Hardened) are used. These rails are

manufactured according to a special heat-treatment procedure. The fine pearlitic structure is particularly suitable for rolling contact due to its high wear resistance combined with high tensile strength and elongation.

SWITCH FORGINGAt the end of the asymmetrical switch section, the required rail section is obtained by forging. The tools and equipment for this essential technology are designed and manufactured at the VAE factories in order to be able to supply top quality products and provide safe manufacturing procedures. The weld joint is in any case outside of the transition area.

Inductive Heat Treatment

HEAT TREATMENTThe decreasing tensile strength in the heat affected zone of the forging is eliminated by a computer-controlled heat treatment process, which is carried out as a standard procedure at VAE. This patented procedure reduces the formation of soft spots on the running surface of the switch. After the forging procedure, the fishing table corresponds to the measurements of the rolled rail. The area of the head and foot is adjusted to the required measurements by machining.

CROSSINGS

Cast Manganese Crossings

Explosion Depth Hardening of CMS Crossings.

VAEVKN are currently approved suppliers from RDSO for the following types of CMS Crossings

1:12, UIC 60

1:8.5, UIC 60

1:12, IRS 52

Currently a develepmental order of four more types of CMS Crossing for a complete Scissor Crossover is under execeution .CMS Crossings being used on the track of Indian Railways have the surface hardness of 180-220 BHN and under traffic load leads to metal flow on the top running surface, hence adversely affecting the service life and comforts. In order to seize this tendency of metal flow to crop up appreciated increase in life span and service comforts, the surface hardness of the top surface needs an increase to the range of 330 – 360 BHN, which can be achieved by imparting “Explosion Depth Hardening” (EDH) process. Through application of the ‘EDH’-process, the total life of the CMS Crossing can reach up to double its conventional life, in addition to the improved dimensional stability and other structural benefits.

WELDABLE CMS CROSSING

Presently weldable CMS crossings are not produced in India. At present CMS Crossings are connected by fish-plated machined joints, as the welding technology of Cast Manganese Steel crossing with normal rails of carbon steel is not available in our country. Fish plated machined constitutes the weak link in the track which leads to less safety and comfort in the track. It also attracts heavy wear and tear also of CMS Crossing. Hence, Railways needs to undertake increased maintenance and has additional down-time of the track. VAE GmbH, Austria is one of the few that has developed this special welding technology and is in course of transferring this technology to VAE VKN in India.Thus, we can offer this technology to our Indian customers and will serve them through not only by increasing the life of these costly assets but also providing much more safety in the track which will subsequently lead to considerable reduction in both tangible and intangible cost to Railways. It is recommended to use the EDH-process especially also for weldable CMS which will further improve the lifespan and reduce the life-cycle costs

Monoblock made of austenitic high-manganese steel (AMS) with welded-on legs.

The complete central part of the crossing is cast in one high-manganese steel block. This part is similar to a monoblock crossing, with the exception of the fishing table lengths. At the four ends, closure rails (made from standard rail sections) are welded to the central block by the flash-butt welding process (intermediatepiece welding)

patented by VAE and proven worldwide. These weldings are subjected to ultrasonic tests. The supporting surfaces (plate bearings) as well as the complete running edges and surfaces are milled. Most importantly, The patented flash-butt welding process of VAE permits the connection of AMS high manganese steel with normal rail steel and thus it can be welded into the CWR track. Further Explosion Depth Hardening process can be applied on the AMS monoblock to increase hardness and thus further increase lifetime of the crossing

Advantages

Can be thermit welded into the track

Requires little maintenance because no bolts are used

Excellent wear resistance due to work-hardening process of AMS

Optimized wheel transfer conditions

Guaranteed exchangeability

Suitable for curved turnouts

Built-up and repair welding possible without pre-heating

Suitable for all types of rail fastenings

Reduced maintenance, particularly for high axle loads because the running surface can be pre-hardened

Technical characteristics:

Material

grades:

Crossing

High-manganese steel according to UIC 866

Closure

Rails  

Either S900 according to UIC 860 and 260 as per

CEN

or

S900A head-hardened (HSH) and 350HT as per

CEN

Special grades on request

\

DIAMOND CROSSING

VAE VKN is the first and foremost company in India which has developed and is actively supplying complete diamond crossings (with double slip, single slip and without slip) as a single-source supplier of the key components, CMS Crossings and Switches.

Our clients benefit from assurance of complete and accurate fitment of the components inclusive of fittings and fastenings which can only be ensured in case of providing the complete turnout from a single source.

Further the logistics in the hand of the customer is being streamlined as through the complete supply from VAE VKN there is no requirement of seperate control that all components required reach the installation site on time which is always a critical part in case of split purchase of crossings, switches and fittings / fastenings.

 

Diamond Crossing with Cast Manganese Crossings (Frogs)

The diamond crossing consists of 4 centre-block crossings CENTRO MN13, made from austenitic high-manganese steel (AMS) with fishplated or welded-on closure rails and the corresponding check rails. The complete central part of the crossing is cast in one block from high-manganese steel. At the four ends, are either connecting rails are connected through fishplated joints closure rails are flash-butt welded to the blocks using VAE's wordwide patented and proven procedure (intermediate piece welding).

On these welds geometrical tests, visual tests (VT) and ultrasonic tests (UT) are performed as well as a dye penetration test (PT). The bearing surfaces (bearing of the plates) and the complete running and head surfaces are machined.

Advantages

Can be thermit welded into the track (no fishplated joints, low noise and vibration emissions)Requires low maintenance because boltless design

Excellent wear resistance due to work hardening process of AMS during operation -> long service life

Technical characteristics

Material

grades:

Crossings

High-manganese steel as per UIC 866

Closure

rails

Optionally, S900 as per UIC 860 and 260 as per CEN

or

S900A head-hardened (HSH)

Special grades on request

SCISSOR CROSSOVER

VAE VKN is the first and sole company which has taken on the task of developing the scissor crossover in cast manganese steel. This solution allows Indian Railways to stay with their preferred crossing solution, namely CMS crossings, also for special requirements like scissor crossovers. Through this development completed by VAEVKN, Indian Railways is now in a position of benefiting from the excellent wear-characteristics of CMS and thus generate additional value through a reduction in the life-cycle-costs of scissor crossovers compared to any existing railbound designs.

Scissor Crossover in CMS

The Scissor Crossover consists of 8 centre-block crossings CENTRO MN13, made from austenitic high-manganese steel (AMS) with fishplated or welded-on closure rails and the corresponding check rails. The complete central part of the crossing is cast in one block from high-manganese steel. At the four ends, rails are either connected through fishplated joints or closure rails are flash-butt welded to the CMS-monoblocks using VAE's worldwide proven process (intermediate piece welding). On these welds geometrical tests, visual tests (VT) and ultrasonic tests (UT) are performed as well as a dye penetration test (PT). The bearing surfaces (bearing of the plates) and the complete running and head surfaces are machined.

CURVED AND SPECIAL ANGLE CROSSING

SWINGNOSE CROSSING

Moveable point (overrunning area) 

Indian Railways is striving towards the modernization and upgradation of the track technology and swing nose crossing can be one the best alternatives for handling the upcoming heavy haul traffic comprising of more than 25 ton axle load for the Golden Quadrilateral project, which is the dream project for Indian Railway, as well as the dedicated Freight Corridor connecting Mumbai, Delhi & Kolkata. Moreover this will be the best possible turnout solution for high speed trains also.

Advantages

Continuous wheel overrunning area (no running edges and head surface interruptions), therefore particularly suitable for high-speed and heavy haul traffic as well as for mixed operation (different vehicles and wheel set types)

No check rails required – a condition for high-speed traffic

Reduced airborne and structure-borne noise

Highest possible service life because there are no impacts in the wheel transition area

Can be thermite welded into the track

With special anti-creep equipment for transmission of longitudinal forces in the continuously welded track.

Materials, field of application as per type of

 

crossing

Wing rails Made from high-manganese steel as per UIC

866

Point of the crossing

Optional, S900 as per UIC 860 and 260 as per

CEN

or

S900A head-hardened (HSH) and 350 HT as per

CEN

Special grades on request

Crossing with moveable point, type “HBS-HBM“ with manganese base plat.

CASTING FOR TOOLS AND WEAR RESISTANCE

Using our specialized infrastructure for quality castings for the railway industry, we are also manufacturing various wear-resistant castings in our ISO 9001 certified workshop in Sonepat, Haryana, India.

Wear Resistant AMS Castings

Our Product Range comprises

Wear parts for crushing, milling and dredging equipments, such as:

Cones for gyratory crushers

Jaws for jaw crushers

Milling wheels

Hammers for impactors

Teeth’s

Dredging buckets

All of those products are made in AMS HIGH AUSTENITIC MANGANESE STEEL

Ductile cast Iron castings (1 T max.)

Gray Cast Iron Castings (1 T max.)

Sales Contacts

Kapil AGGARWAL

Position: Sales / Turnout Systems

T.: +91/11/23965651

F.: +91/11/23965653

E-Mail: kapil@vaevkn.com

Vikas AGGARWAL

Position: Sales / Foundry Products - India

T.: +91/1/23965651

F.: +91/11/23965653

E-Mail: vikas@vaevkn.com

Peter LIESENS

Position: Sales / Foundry Products - Export

T.: +91/11/23965651

F.: +91/11/23965653

E-Mail: liesenspeter@yahoo.fr

ENGINEERING

Competence

The VAE Group is proud of its high potential for engineering and R&D capacity.

More than 150 engineers worldwide are working on

- customized requirements

- challenges in the high-speed and heavy haul areas

- LCC (Life Cycle Cost) optimized turnouts and diamonds.

Some locations have their specific strengths, like high-speed, heavy haul or light rail

(metro and tramways) or hydraulic and electronic systems (hytronics): Each VAE

factory has its own engineering department so that customers' needs are dealt with

locally. The central engineering department of the parent company coordinates the

flow of know-how within the VAE Group.

Customized Solutions

We analyse the requirements of our customers and recommend the best technical and

economical solution. The excellent staff potential together with outstanding technical

knowledge ensures that customized solutions are put into practice within a short

time.

RAMS (Reliability, Availability, Maintainability, Safety) Management

The close connection between safety, reliability and life cycle costs asks increasingly

for optimized products with regard to reliability, availability and safety.

Within the scope of the RAMS Management of VAE analysis of risks, reliability,

maintainability and safety for each product are carried out in accordance with EN 50

126 standards. The goal of our RAMS Management is to minimize potential risks for

humans and the environment and to maximize the reliability and safety of our

products.

QUALITY

 Certifications for Quality, Environment and HSE

ISO 9001:2008 Certificate

Cast Products for both railways and industrial clients, Switches as well as other

Turnout Components have always been developed, designed and produced with

specially strict quality requirements.

To guarantee safe and reliable functioning of VAEVKN's Turnout Components and

Wear-resistance

Castings, we endeavour to achieve a high quality level in all our products and

optimise our processes according to ISO 9001:2000

ISO 14001:2004 Certificate

In our aim to manufacture products not only at highest quality but also with a view of

contributing to a sustainably protected environment, our environmental protection

activities have resulted on the accreditation according to ISO 14001:2004

OHSAS 18001:2007 Certificate

We are convinced that in order to achieve a premium product, it is imperative that we

provide a proper and safe work environment for our team of staffmembers.

Our Occupational Health and Safety Management system has been certified

according to OHSAS 180

YOUR PARTNER

Anuranjan PRASAD

Position: Vice President Turnouts / R&D

T.: +91/11/23965651

F.: +91/11/23965651

M.: +91/9729086399

E-Mail: aprasad@vaevkn.com

Registered Office:

24/5 Sri Ram Road,

Civil Lines,

New Delhi 110054,

India

Works:

42 Milestone, G.T. Road

Bahalgarh - 131021

District Sonepat

Haryana

India

The process approach when developing, implementing and improving the

effectiveness of our quality management system shall help to enhance customer

satisfaction by meeting customer requirements. In case of an audit we gladly allow

our customers to have a look at our quality procedures and quality records.

JOBS AND CAREER

 Vacant Positions

 It is our aim always to be one step ahead:

We think and act internationally. We seek new ways of innovating, and tackle them

boldly and enthusiastically.

Take the next step by joining our team

Vacancies

VAE VKN Industries Pvt. Ltd. 

Manager Moulding

Manager (Finishing)

Engineer (Quality Control)

Design Engineer

Senior Chemist

Melter / Shift Incharge

Store Incharge

Store Assistant

NEWS

MRTS-Seminar 2007:-As followup to 2006, CII organized another National Seminar on

Mass Rapid Transit Systems which has taken place on December 13, 2007 in New Delhi.

Honorable speakers on the dias were:

Mr. Rajeev Jyoti, Chairman Railway Equipment Division, CII & Managing

Director Bombardier Transportation .

Mr. Gajendra Haldea, Advisor (Infrastructure) Planning Commission .

Mr. Satish Kur, Director (Electrical), Delhi Metro Rail Corporation Ltd.

Mr. Naresh Aggarwal, Managing Director and Co-Chairman, VAE VKN

Industries Pvt. Ltd.

This was a most interesting event and a platform that brought together metro &

railway organizations, construction companies & trackwork and rolling-stock

manufacturers.

It provided an update on the latest developments of MRTS projects in India and

fruitful discussions on the ways forward for further and faster introduction of

efficient, environmental-friendly metro systems in the country

Naresh Aggarwal

 IREE 2007

Modernization of Railways & Heavy Haul Track

These where the main topics at the International Railway Conference organized by

CII together with Indian Railways parallel to the IREE. Amongst the visionary, elite

speakers were the Honorable Minister of State for Railways, Mr. Maranbhai J

Rathwa, senior officials from Indian Railways & RDSO, and railway-industry

leaders from around the world.

Marc Kaddoura (CEO VAE Group) & Naresh Aggarwal (MD VAE VKN) with

Honorable Minister of State for Railways, Mr. Maranbhai J Rathwa at the

Inauguration of the IRC 2007

Enter A New Dimension

This was the credo of our stall at the International Railway Equipment Exhibition.

We were providing an outlook on future track solutions for India with dedicated

Freight and High-Speed lines, focussing on turnouts and turnout components which

ensure optimized Life Cycle Costs, highest availabilty of track and fulfilling highest

safety standards.

Live demonstration of Spherolock (r) fitted on hollow tie with integrated point

machin

VAE VKN, showcasing live Spherolock model and 3 dimensional turnout

experience in our 3D-cinema

The Team of VAE VKN

AWARD FOR EXPORT EXCELLENCE

Economic Times, 16. Oct. 2006

Our continuous efforts to supply our high-quality products not only to our domestic

but also to our export customers have been recognised and acknoledged by the

Engineering Export Promotion Council (Northern Region) of India by granting an

Award for Export Excellence to VAE VKN.

Award for Export Excellence 2003-2004

Innotrans 2006

VAE VKN @ Innotrans

We participated again in 2006 through our parent company JEZ Sistemas

Ferroviarios in the Innotrans 2006-exhibition in Berlin.This not only gave us the

opportinity to showcase our own developments and achievements.More importantly

we were updating ourselves to the latest international developments and trends in the

trackwork industry in order to keep up our high quality of services to assist our

customer in their own developments and upgradation  

MRTS-Seminar 2006

VAE, the world-market leader in turnout technology, participated actively through

VAE VKN in the National Seminar on Mass Rapid Transit Systems organized by

CII on July 21, 2005 in New Delhi.

Mr. Naresh Aggarwal, MD & Co-Chairman of VAE VKN, who acted as Convenor

of this event of behalf of CII, had the special privilege to welcome Dr. E.

Sreedharan, Manading Director of DMRC, as the Guest of Honor.Other

honorable speakers on the dias were:-

Mr. J P Chowdhary, Chairman Railway Equipment Division, CII &

Managing Director Titagarh Wagons Ltd

Dr. K K Gokhale, Managing Director Konkan Railways Corporation Ltd

Dr. Marc Kaddoura, President & CEO, VAE GmbH & Chairman, VAE

VKN Industries Pvt. Ltd.

 This was a most interesting event and a platform that brought together metro &

railway organizations, construction companies & trackwork and rolling-stock

manufacturers.

Dr. E. Sreedharan

Dr. E. Sreedharan, Managing Director of Delhi Metro Rail Corporation, sharing his

experiences from DMRC and giving a visionary speech on the future potential and

importance of Mass Rapid Transit Systems in India

Naresh Aggarwal & Dr. E. Sreedharan

Mr. Naresh Aggarwal, Managing Director & Co-Chariman of VAE VKN, who acted

as convenor of this event for CII, is thanking Dr. E. Sreedharan for his participation

Parallel to the seminar we participated in the exhibition and showcased our most

advanced, life-cycle-cost optimized turnout solutions for Mass Rapid Transit

Systems along with safety and diagnostics systems like Spherolock® or VAE

Roadmaster 2000

The sucess of this event was reflecting in significant coverage in both print and

online-media such as:

The Financial Express

The Hindu

Hindu Business Line

Hindustan

The Political and Business Daily

The Tribune

Shah Times

Veer Arjun

Dainik Bhaskar

IPWE-Seminar 2006

Annualy, the Institute for Permanent Way Engineers IPWE is organizing a seminar

on PWE-related items which in 2006 was taking place in Chennai.VAE VKN

participated in the seminar as well as in the exhibition to showcase its latest

developments and to provide an outlook on the new-tech trackwork components

which partly are already manufactured indiginously in our works in Sonepat,

Haryana. 

Naresh Aggarwal, MD & Co-Chairman VAE VKN, welcoming the honorable

delegationfrom Indian Railways / IPWE at our exhibition stall

Active discussions on the

problem areas of existing trackwork items and demonstration of solutions (like in

this case Weldable CMS crossings)

CMS Crossings

Cast magnesse steel (CMS) crossings having13% magnesse that gives it high wear

resistance and high axle load can be obtained. These composition and techniques

used in VAE VKN Industries Pvt. Ltd gives extra ordinary feature to sustain heavy

duty performance. These crossings used in railways and grade of these products are

governed by ROSO and DMRC. The company is concerned to achieve then best

quality and it is achieved.

The different sizes of CMS crossings manufactured here,

SIZE WEIGHT

1 IN 12 52kg

1 IN 12 60kg

1 IN16 60kg

1 IN 20 60kg

1 IN 8.5 52kg

1 IN 8.5 60kg

PRODUCTS THAT ARE MANUFACTURED BY VAE VKN INDUSTRIES

PVT. LTD.

1. Cast Manager Steel (CMS) crossing with explosion depth hardening.

1. Diamond crossing (Obtuse crossing) with CMS.

2. weldable crossing with closure rail.

Thick Web Switch with HSN-rail

Thick Web Switches

Switches made from specific asymmetrical tongue rail sections are forged at the end to match the standard rail section. The transition from one section to the other lies mostly in the clamped area at the end of the switch, which makes welding in the flexible area superfluous. The length of the forging can be adjusted to the specific connecting system such as welding, insulated fishplating or emergency fishplating. In order to reduce the setting forces and to influence the elastic line of the switch, it is possible to mill the base in the flexible area.

Advantages

State-of-the-art design

No weld joint in the complete, non-clamped switch area

High wear reserves

Little maintenance work

3. Totally Enclosed Locking System”SPHEROLOCK”.

4. VAE Road-Master 2000.

Eisenbahnsysteme GmbH since the early 80's dealt intensively with the topic of remote diagnostics of stationary controls with the emphasis of switch diagnosis. The goal of the development was to improve and optimise track availability, early recognition and predictability of failures as well as the reduction of the Life Cycle Costs.The collected know-how during this development process led to a modular, intelligent diagnostic system VAE ROADMASTER 2000.

5. Swing Nose Crossing.

6. Switch Expansion Joint.

Rail movement joints are required when tracks are layed across engineering structures such as bridges and viaducts. These structures are exposed to changes in lengths due to ambient influences like traffic load, temperature and wind. These influences sometimes lead to angular rotations of the end spans in the abutment. Rail movement joints are installed to bridge such length variations and - if required - to accommodate angular rotations of the end spans.

6.OBJECTIVE OF STUDY

Our objective is to learn the taxation system in the industry. we get the knowledge

related to Human reshours.

7.RESEARCH METHODOLOGY

Research in common parlance refers to a search for knowledge. Once can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact, research is anart of scientific investigation. The Advanced Learner’s Dictionary of Current English lays down the meaning of research as “a careful investigation or inquiry specially through search for new facts in any branch of knowledge.”

1 Redman and Mory define research as a “systematized effort to gain new knowledge.”

2 Some people consider research as a movement, a movement from the known to the unknown. It is actually a voyage of discovery. We all possess the vital instinct of inquisitiveness for, when the unknown confronts us, we wonder and our inquisitiveness makes us probe and attain full and fuller understanding of the unknown. This inquisitiveness is the mother of all knowledge and the method, which man employs for obtaining the knowledge of whatever the unknown, can be termed as research..Research is an academic activity and as such the term should be used in a technical sense. According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions; collecting, organising and evaluating data; making deductions and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit theformulating hypothesis. D. Slesinger and M. Stephenson in the Encyclopaedia of Social Sciences define research as “the manipulation of things, concepts or symbols for the purpose of generalising to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in thepractice of an art.”

3 Research is, thus, an original contribution to the existing stock of knowledge making for its advancement. It is the persuit of truth with the help of study, observation, comparison and experiment. In short, the search for knowledge through objective and systematic method of finding solution to a problem is research. The systematic approach concerning generalisation and the formulation of a theory is also research. As such the term ‘research’ refers to the systematic method

1 The Advanced Learner’s Dictionary of Current English, Oxford, 1952, p. 1069.

2 L.V. Redman and A.V.H. Mory, The Romance of Research, 1923, p.10.

3 The Encyclopaedia of Social Sciences, Vol. IX, MacMillan, 1930.2 Research Methodology consisting of enunciating the problem, formulating a hypothesis, collecting the facts or data, analyzing the facts and reaching certain conclusions either in the form of solutions(s) towards the concerned problem or in certain generalisations for some theoretical formulation.

OBJECTIVES OF RESEARCH

The purpose of research is to discover answers to questions through the application of scientific procedures. The main aim of research is to find out the truth which is hidden and which has not been discovered as yet. Though each research study has its own specific purpose, we may think of

research objectives as falling into a number of following broad groupings:

1. To gain familiarity with a phenomenon or to achieve new insights into it (studies with this object in view are termed as exploratory or formulative research studies);

2. To portray accurately the characteristics of a particular individual, situation or a group (studies with this object in view are known as descriptive research studies);

3. To determine the frequency with which something occurs or with which it is associated with something else (studies with this object in view are known as diagnostic research studies);

4.To test a hypothesis of a causal relationship between variables (such studies are known as hypothesis-testing research studies).

MOTIVATION IN RESEARCH

What makes people to undertake research? This is a question of fundamental

importance. The possible motives for doing research may be either one or more of

the following:

1. Desire to get a research degree along with its consequential benefits;

2. Desire to face the challenge in solving the unsolved problems, i.e., concern over practical problems initiates research;

3. Desire to get intellectual joy of doing some creative work;

4. Desire to be of service to society;

5. Desire to get respectability

TYPES OF RESEARCH

The basic types of research are as follows:

(i) Descriptive vs. Analytical: Descriptive research includes surveys and fact-

finding enquiries of different kinds. The major purpose of descriptive research is

description of the state of affairs as it exists at present. In social science and

business research we quite often use Research Methodology: An Introduction 3

the term Ex post facto research for descriptive research studies. The main

characteristic of this method is that the researcher has no control over the variables;

he can only report what has happened or what is happening. Most ex post facto

research projects are used for descriptive studies in which the researcher seeks to

measure such items as, for example frequency of shopping, preferences of people, or

similar data. Ex post facto studies also include attempts by researchers to discover

causes even when they cannot control the variables. The methods of research utilized

in descriptive research are survey methods of all kinds, including comparative and

correlational methods. In analytical research, on the other hand, the researcher has to

use facts or information already available, and analyze these to make a critical

evaluation of the material.

(ii) Applied vs. Fundamental: Research can either be applied (or action) research or

fundamental (to basic or pure) research. Applied research aims at finding a solution

for an immediate problem facing a society or an industrial/business organisation,

whereas fundamental research is mainly concerned with generalisations and with the

formulation of a theory.“Gathering knowledge for knowledge’s sake is termed ‘pure’

or ‘basic’ research.”

(iii) Quantitative vs. Qualitative: Quantitative research is based on the measurement

of quantity or amount. It is applicable to phenomena that can be expressed in terms

of quantity.Qualitative research, on the other hand, is concerned with qualitative

phenomenon, i.e.,phenomena relating to or involving quality or kind. For instance,

when we are interested in investigating the reasons for human behaviour (i.e., why

people think or do certain things),we quite often talk of ‘Motivation Research’, an

important type of qualitative research. This type of research aims at discovering the

underlying motives and desires, using in depth interviews for the purpose. Other

techniques of such research are word association tests,

sentence completion tests, story completion tests and similar other projective

techniques.Attitude or opinion research i.e., research designed to find out how people

feel or what they think about a particular subject or institution is also qualitative

research. Qualitative research is specially important in the behavioural sciences

where the aim is to discover the underlying motives of human behaviour. Through

such research we can analyse the various factors which motivate people to behave in

a particular manner or which make people like or dislike a particular thing. It may be

stated, however, that to apply qualitative research

(iv) Conceptual vs. Empirical: Conceptual research is that related to some abstract

idea(s) or theory. It is generally used by philosophers and thinkers to develop new

concepts or to reinterpret existing ones. On the other hand, empirical research relies

on experience or observation alone, often without due regard for system and theory.

It is data-based research, coming up with conclusions which are capable of being

verified by observation or experiment. We can also call it as experimental type of

research. In such a research it is necessary to get at facts firsthand, at their source,

and actively to go about doing certain things to stimulate the production of desired

information. In such a research, the researcher must first provide himself with a

working hypothesis or guess as to the probable results. He then works to get enough

facts (data) to prove or disprove his hypothesis. He then sets up experimental designs

which he thinks will manipulate the persons or the materials concerned so as to

bring forth the desired information. Such research is thus characterised by the

experimenter’s control over the variables under study and his deliberate manipulation

of one of them to study its effects. Empirical research is appropriate when proof is

sought that certain variables affect other variables in some way. Evidence gathered

through experiments or empirical studies is today considered to be the most powerful

support possible for a given hypothesis.

(v) Some Other Types of Research: All other types of research are variations of one or more of the above stated approaches, based on either the purpose of research, or the time required to accomplish research, on the environment in which research is done, or on the basis of some other similar factor. Form the point of view of time, we can think of research either as one-time research or longitudinal research. In the former case the research is confined to a single time-period, whereas in the latter case the research is carried on over several time-periods. Research can be field-setting research or laboratory research or simulation research, depending upon the environment in which it is to be carried out. Research can as well be understood as clinical or diagnostic research. Such research follow case-study methods or indepth approaches to reach the basic causal relations. Such studies usually go deep into the causes of things or events that interest us, using very small samples and very deep probing data gathering devices. The research may be exploratory or it may be formalized. The objective of exploratory research is the development of hypotheses

rather than their testing, whereas formalized research studies are those with substantial structure and with specific hypotheses to be tested. Historical research is that which utilizes historical sources like documents, remains, etc. to study events or ideas of the past, including the philosophy of persons and groups at any remote point of time. Research can also be classified as conclusion-oriented and decision-oriented. While doing conclusionoriented research, a researcher is free to pick up a problem, redesign the enquiry as he proceeds and is prepared to conceptualize as he wishes. Decision-oriented research is always for the need of a decision maker and the researcher in this case is not free to embark upon research according to his own inclination. Operations research is an example of decision oriented research since it is a scientific method of providing executive departments with a quantitative basis for decisions regarding operations under their control.

Research Approaches

The above description of the types of research brings to light the fact that there are two basic approaches to research, viz., quantitative approach and the qualitative approach. The formerinvolves the generation of data in quantitative form which can be subjected to rigorous quantitativeanalysis in a formal and rigid fashion. This approach can be further sub-classified into inferential, experimental and simulation approaches to research. The purpose of inferential approach to research is to form a data base from which to infer characteristics or relationships of population. Thisusually means survey research where a sample of population is studied (questioned or observed) to determine its characteristics, and it is then inferred that the population has the same characteristics.

Experimental approach is characterised by much greater control over the research

environment and in this case some variables are manipulated to observe their effect

on other variables. Simulation approach involves the construction of an artificial

environment within which relevant information and data can be generated. This

permits an observation of the dynamic behaviour of a system (or itssub-system)

under controlled conditions. The term ‘simulation’ in the context of business and

socialsciences applications refers to “the operation of a numerical model that

represents the structure of a dynamic process. Given the values of initial conditions,

parameters and exogenous variables, asimulation is run to represent the behaviour of

the process over time.”Simulation approach can also be useful in building models for

understanding future conditions.

Qualitative approach to research is concerned with subjective assessment of

attitudes, opinions and behaviour. Research in such a situation is a function of

researcher’s insights and impressions.Such an approach to research generates results

either in non-quantitative form or in the form which are not subjected to rigorous

quantitative analysis.

Significance of Research

“All progress is born of inquiry. Doubt is often better than overconfidence, for it

leads to inquiry, andinquiry leads to invention” is a famous Hudson Maxim in

context of which the significance of research can well be understood. Increased

amounts of research make progress possible. Research inculcates scientific and

inductive thinking and it promotes the development of logical habits of thinking

and organisation.The role of research in several fields of applied economics, whether

related to business or to the economy as a whole, has greatly increased in modern

times. The increasingly complex nature of business and government has focused

attention on the use of research in solving operational problems. Research, as an aid

to economic policy, has gained added importance, both for government and business.

Research provides the basis for nearly all government policies in our economic

system.For instance, government’s budgets rest in part on an analysis of the needs

and desires of the people and on the availability of revenues to meet these needs. The

cost of needs has to be equated to probable revenues and this is a field where

research is most needed. Through research we can devise alternative policies and can

as well examine the consequences of each of these alternatives.

Decision-making may not be a part of research, but research certainly facilitates the

decisions of the policy maker. Government has also to chalk out programmes for

dealing with all facets of the country’s existence and most of these will be related

directly or indirectly to economic conditions. The plight of cultivators, the problems

of big and small business and industry, working conditions, trade union activities,

the problems of distribution, even the size and nature of defence services are matters

requiring research. Thus, research is considered necessary with regard to the

allocation of nation’s resources. Another area in government, where research is

necessary, is collecting information on the economic and social structure of the

nation. Such information indicates what is happening in the economy and what

changes are taking place. Collecting such statistical information is by no means a

routine task, but it involves a variety of research problems. These day nearly all

governments maintain large staff of research technicians or experts to carry on this

work. Thus, in the context of government, research as a tool to economic policy has

three distinct phases of operation, viz., (i) investigation of economic structure

through continual compilation of facts; (ii) diagnosis of events that are taking

place and the analysis of the forces underlying them; and (iii) the prognosis, i.e., the

prediction offuture developments.Research has its special significance in solving

various operational and planning problems of business and industry. Operations

research and market research, along with motivational research, are considered

crucial and their results assist, in more than one way, in taking business decisions.

Market research is the investigation of the structure and development of a market for

the purpose of formulating efficient policies for purchasing, production and sales.

Operations research refers to the application of mathematical, logical and analytical

techniques to the solution of business problems of cost minimisation or of profit

maximisation or what can be termed as optimisation problems. Motivational research

of determining why people behave as they do is mainly concerned with market

characteristics.

In other words, it is concerned with the determination of motivations underlying the

consumer (market) behaviour. All these are of great help to people in business and

industry who are responsible for taking business decisions. Research with regard to

demand and market factors has great utility in business. Given knowledge of future

demand, it is generally not difficult for a firm, or for an industry to adjust its supply

schedule within the limits of its projected capacity. Market analysis has become an

integral tool of business policy these days. Business budgeting, which ultimately

results in a projected profit and loss account, is based mainly on sales estimates

which in turn depends on business research. Once sales forecasting is done, efficient

production and investment programmes can be set up around which are grouped the

purchasing and financing plans. Research, thus, replaces intuitive business decisions

by more logical and scientific decisions.

Research is equally important for social scientists in studying social relationships and

in seeking answers to various social problems. It provides the intellectual satisfaction

of knowing a few things just for the sake of knowledge and also has practical utility

for the social scientist to know for the sake of being able to do something better or in

a more efficient manner. Research in social sciences is concerned both with

knowledge for its own sake and with knowledge for what it can contribute to

practical concerns. “This double emphasis is perhaps especially appropriate in the

case

of social science. On the one hand, its responsibility as a science is to develop a body

of principlesthat make possible the understanding and prediction of the whole range

of human interactions

Type Methods Techniques

1. Library (i) Analysis of historical Recording of notes, Content analysis, Tape and

Film listening and Research records analysis.

(ii) Analysis of documents Statistical compilations and manipulations, reference and

abstract guides, contents analysis.

2. Field (i) Non-participant direct Observational behavioural scales, use of score

cards, etc. Research observation

(ii) Participant observation Interactional recording, possible use of tape recorders,

photo graphic techniques.

(iii) Mass observation Recording mass behaviour, interview using independent

observers in public places.

(iv) Mail questionnaire Identification of social and economic background of

respondents.

(v) Opinionnaire Use of attitude scales, projective techniques, use of sociometric

scales.

(vi) Personal interview Interviewer uses a detailed schedule with open and closed

questions.

(vii) Focused interview Interviewer focuses attention upon a given experience and its

effects.

(viii) Group interview Small groups of respondents are interviewed simultaneously.

(ix) Telephone survey Used as a survey technique for information and for discerning

opinion; may also be used as a follow up of questionnaire.

(x) Case study and life history Cross sectional collection of data for intensive

analysis, longitudinal collection of data of intensive character.

2. Laboratory Small group study of random Use of audio-visual

recording devices, use of observers, etc.

3. Research behaviour, play and role analysis

From what has been stated above, we can say that methods are more general. It is the

methods that generate techniques.However, in practice, the two terms are taken as

interchangeable and when we talk of research methods we do, by implication,

include research techniques within their compass.8 Research Methodology use in

performing research operations. In other words, all those methods which are used by

the researcher during the course of studying his research problem are termed as

research methods. Since the object of research, particularly the applied research, it to

arrive at a solution for a given problem, the available data and the unknown aspects

of the problem have to be related to each other to make a solution possible. Keeping

this in view, research methods can be put into the following three groups:

1. In the first group we include those methods which are concerned with the

collection of

data. These methods will be used where the data already available are not sufficient

toarrive at the required solution;

2. The second group consists of those statistical techniques which are used for

establishing relationships between the data and the unknowns;

3. The third group consists of those methods which are used to evaluate the accuracy

of the results obtained

Research methods falling in the above stated last two groups are generally taken as

the analytical tools of research.Research methodology is a way to systematically

solve the research problem. It may beunderstood as a science of studying how

research is done scientifically. In it we study the various steps that are generally

adopted by a researcher in studying his research problem along with the logic behind

them. It is necessary for the researcher to know not only the research

methods/techniques but also the methodology. Researchers not only need to know

how to develop certain indices or tests, how to calculate the mean, the mode, the

median or the standard deviation or chi-square, how to

apply particular research techniques, but they also need to know which of these

methods or techniques, are relevant and which are not, and what would they mean

and indicate and why. Researchers also need to understand the assumptions

underlying various techniques and they need to know the criteria by which they can

decide that certain techniques and procedures will be applicable to certain problems

and others will not. All this means that it is necessary for the researcher to design his

methodology for his problem as the same may differ from problem to problem. For

example, an architect, who designs a building, has to consciously evaluate the basis

of his decisions, i.e., he has to evaluate why and on what basis he selects particular

size, number and location of doors, windows and ventilators, uses particular

materials and not others and the like. Similarly, in research the scientist has to expose

the research decisions to evaluation before they are implemented. He has to specify

very clearly and precisely what decisions he selects and why he selects them so that

they can be evaluated by others also. From what has been stated above, we can say

that research methodology has many dimensions and research methods do constitute

a part of the research methodology. The scope of research methodology is wider than

that of research methods. Thus, when we talk of research methodology we not only

talk of the research methods but also consider the logic behind the methods we use in

the context of our research study and explain why we are using a particular method

or technique and why we are not using others so that research results are capable of

being evaluated either by the researcher himself or by others. In the broadest sense of

the word, the definition of research includes any gathering of data, information and

facts for the advancement of knowledge.Secondary method is used for data

collection in the report:-

www.vaevkn.com

www.haryanatax.com

www.CBEC.Gov.in

Primary method is used for data collection in the report:-

Excise duty by R.K jai

8.INTRODUCTION OF HRM

Human Resource Management

Human Resource Management (HRM) is the function within an organization that focuses on

recruitment of, management of, and providing direction for the people who work in the

organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related to

people such as compensation, hiring, performance management, organization development,

safety, wellness, benefits, employee motivation, communication, administration, and training.

Human Resource Management is also a strategic and comprehensive approach to managing

people and the workplace culture and environment. Effective HRM enables employees to

contribute effectively and productively to the overall company direction and the

accomplishment of the organization's goals and objectives.

Human Resource Management is moving away from traditional personnel, administration,

and transactional roles, which are increasingly outsourced. HRM is now expected to add

value to the strategic utilization of employees and that employee programs impact the

business in measurable ways. The new role of HRM involves strategic direction and HRM

metrics and measurements to demonstrate value.

Features of HRM

Organizational management

Personnel administration

Manpower management

Industrial management

But these traditional expressions are becoming less common for the theoretical discipline.

Sometimes even employee and industrial relations are confusingly listed as synonyms,[ although these normally refer to the relationship between management and workers and the

behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are individuals

with varying goals and needs, and as such should not be thought of as basic business

resources, such as trucks and filing cabinets. The field takes a positive view of workers,

assuming that virtually all wish to contribute to the enterprise productively, and that the main

obstacles to their endeavors are lack of knowledge, insufficient training, and failures of

process.

Human Resource Management(HRM) is seen by practitioners in the field as a more

innovative view of workplace management than the traditional approach. Its techniques force

the managers of an enterprise to express their goals with specificity so that they can be

understood and undertaken by the workforce, and to provide the resources needed for them to

successfully accomplish their assignments. As such, HRM techniques, when properly

practiced, are expressive of the goals and operating practices of the enterprise overall. HRM

is also seen by many to have a key role in risk reduction within organisations. Synonyms such

as personnel management are often used in a more restricted sense to describe activities that

are necessary in the recruiting of a workforce, providing its members with payroll and

benefits, and administrating their work-life needs. So if we move to actual definitions,

Torrington and Hall (1987) define personnel management as being

HRM strategy

An HRM strategy pertains to the means as to how to implement the specific functions

of Human Resource Management. An organization's HR function may possess

recruitment and selection policies, disciplinary procedures, reward/recognition

policies, an HR plan, or learning and development policies, however all of these

functional areas of HRM need to be aligned and correlated, in order to correspond

with the overall business strategy. An HRM strategy thus is an overall plan,

concerning the implementation of specific HRM functional areas.

An HRM strategy typically consists of the following factors:-

"Best fit" and "best practice" - meaning that there is correlation between the

HRM strategy and the overall corporate strategy. As HRM as a field seeks to

manage human resources in order to achieve properly organizational goals, an

organization's HRM strategy seeks to accomplish such management by

applying a firm's personnel needs with the goals/objectives of the organisation.

As an example, a firm selling cars could have a corporate strategy of

increasing car sales by 10% over a five year period.

Accordingly, the HRM strategy would seek to facilitate how exactly to

manage personnel in order to achieve the 10% figure. Specific HRM

functions, such as recruitment and selection, reward/recognition, an HR plan,

or learning and development policies, would be tailored to achieve the

corporate objectives.

Close co-operation (at least in theory) between HR and the top/senior

management, in the development of the corporate strategy. Theoretically, a

senior HR representative should be present when an organization's corporate

objectives are devised. This is so, since it is a firm's personnel who actually

construct a good, or provide a service. The personnel's proper management is

vital in the firm being successful, or even existing as a going concern. Thus,

HR can be seen as one of the critical departments within the functional area of

an organization. Continual monitoring of the strategy, via employee feedback,

surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a

number of factors, namely the size of the firm, the organizational culture within the

firm or the industry that the firm operates in and also the people in the firm.

An HRM strategy can be divided, in general, into two facets - the people strategy and

the HR functional strategy. The people strategy pertains to the point listed in the first

paragraph, namely the careful correlation of HRM policies/actions to attain the goals

laid down in the corporate strategy. The HR functional strategy relates to the policies

employed within the HR functional area itself, regarding the management of persons

internal to it, to ensure its own departmental goals are met.

Role of Human Resource Manager

Human Resources Generalists, Managers, and Directors, depending on the size of the

organization, may have overlapping responsibilities. In larger organizations, the Human

Resources Generalist, the Manager, and the Director have clearly defined, separated roles in

HR management with progressively more authority and responsibility in the hands of the

Manager, the Director, and ultimately, the Vice President who may lead several departments

including administration.

HR directors, and occasionally HR managers, may head up several different departments that

are each led by functional or specialized HR staff such as the training manager, the

compensation manager, or the recruiting manager.

Human Resources staff members are advocates for both the company and the people who

work in the company. Consequently, a good HR professional performs a constant balancing

act to meet both needs successfully.

The Changing Human Resources Role

The role of the HR professional is changing. In the past, HR managers were often viewed as

the systematizing, policing arm of executive management. Their role was more closely

aligned with personnel and administration functions that were viewed by the organization as

paperwork.

When you consider that the initial HR function, in many companies, comes out of the

administration or finance department because hiring employees, paying employees, and

dealing with benefits were the organization's first HR needs, this is not surprising.

In this role, the HR professional served executive agendas well, but was frequently viewed as

a road block by much of the rest of the organization. While some need for this role

occasionally remains — you wouldn’t want every manager putting his own spin on a sexual

harassment policy, as an example — much of the HR role is transforming itself.

New HR Role

The role of the HR manager must parallel the needs of his or her changing organization.

Successful organizations are becoming more adaptable, resilient, quick to change direction,

and customer-centered.

Within this environment, the HR professional, who is considered necessary by line managers,

is a strategic partner, an employee sponsor or advocate and a change mentor. At the same

time, especially the HR Generalist, still has responsibility for employee benefits

administration, often payroll, and employee paperwork, especially in the absence of an HR

Assistant.

Depending on the size of the organization, the HR manager has responsibility for all of the

functions that deal with the needs and activities of the organization's people including these

areas of responsibility.

Recruiting

Hiring

Training

Organization Development

Communication

Performance Management

Coaching

Policy Recommendation

Salary and Benefits

Team Building

Employee Relations

Leadership

With all of this in mind, in Human Resource Champions, Dave Ulrich, one of the best

thinkers and writers in the HR field today, and a professor at the University of Michigan,

recommends three additional roles for the HR manager.

HR Role: Business and Strategic Partner

In today’s organizations, to guarantee their viability and ability to contribute, HR managers

need to think of themselves as strategic partners. In this role, the HR person contributes to the

development of and the

accomplishment of the organization-wide business plan and objectives.

The HR business objectives are established to support the attainment of the overall strategic

business plan and objectives. The tactical HR representative is deeply knowledgeable about

the design of work systems in which people

succeed and contribute. This strategic partnership impacts HR services such as the design of

work positions; hiring; reward, recognition and strategic pay; performance development and

appraisal systems; career and succession planning; and employee development.

To be successful business partners, the HR staff members have to think like business people,

know finance and accounting, and be accountable and responsible for cost reductions and the

measurement of all HR programs and processes. It's not enough to ask for a seat at the

executive table; HR people will have to prove they have the business savvy necessary to sit

there.

HR Role: Employee Advocate

As an employee sponsor or advocate, the HR manager plays an integral role in organizational

success via his or her knowledge about and advocacy of the employees. This advocacy

includes expertise in how to create a work environment in which people will choose to be

motivated, contributing, engaged, and happy.

Fostering effective methods of goal setting, communication and empowerment through

responsibility, builds employee ownership of the organization. The HR professional helps

establish the organizational culture and climate in which people have the competency,

concern and commitment to serve customers well.

In this role, the HR manager provides employee development opportunities, employee

assistance programs, gain sharing and profit-sharing strategies, organization development

interventions, due process approaches to employee complaints and problem solving, and

regularly scheduled communication opportunities.

HR Role: Change Champion

The constant evaluation of the effectiveness of the organization results in the need for the HR

professional to frequently champion change. Both knowledge about and the ability to execute

successful change strategies make the HR professional exceptionally valued.

Knowing how to link change to the strategic needs of the organization will minimize

employee dissatisfaction and resistance to change.

The HR professional contributes to the organization by constantly assessing the effectiveness

of the HR function. He or she also sponsors and supports change in other departments and in

work practices. To promote the overall success of his or her organization, the HR professional

champions the identification of the organizational strategic plan: mission, vision, values,

goals and action plans. Finally, he or she helps determine the measures that will tell the

organization how well it is succeeding in all of this.

New Role of HR(Support for Brand)

Except in a few instances, most companies offer largely undifferentiated products and

services; airlines fly the same planes and serve the same food, financial service businesses

offer similar advice and investment options, and retail stores offer the same merchandise. The

list goes on.

Because of the undifferentiated nature of their businesses, such firms as, Disney, Fidelity,

Southwest Airlines, to name a few, have made branding a core element in their business

strategy. In many respects, their brand strategy is their business strategy, and vice versa.

A brand, simply put, is a promise to customers that a specific level of value, quality, and

service will be received. Think of a brand as a covenant between a business and its customers.

The promise is usually communicated through mass media advertising. Here are some current

examples.

FedEx – Don’t worry, there’s FedEx

MasterCard – There are some things money can’t buy

Xerox – Break Out

Bose – Better Sound Through Research

GE – Imagination at Work

When a brand promise is not kept, customers flee and go elsewhere. A classic example is the

fate that befell Eastern Airlines when it promised to “Earn its Wings Everyday” through

superior customer service while at the same time losing bags, canceling flights and serving

lousy food.

As a result, the bonds of trust between customers and the airline were irrevocably broken. The

net effect was passengers boycotted Eastern in droves and it eventually went out of business

killing the brand for eternity.

What went wrong? Eastern Airlines failed to align the behavior of their employees with the

brand promise. They failed to understand that the lines of copy in an ad do not deliver a brand

promise, nor by an airplane or piece of machinery - it’s delivered by people.

Herein lies the opportunity for Human Resources to get through the fence and into the game,

by helping ensure that all of the large and small actions that people take every day, throughout

the organization, fall in line with the brand strategy.

This requires becoming knowledgeable about brands and branding as well as becoming

familiar with the company's brand strategy and marketing communications, especially

advertising. This shouldn't be too difficult. There are tons of books on the subject.

In addition, contacting the advertising agency handling the company account and asking for a

"Branding 101" session and a review of the company's advertising and communications

program is a great way to get up to speed.

How to Play: Get Involved With Your Company's Business Brand A second requirement is to

make the brand strategy the lynchpin of the HR strategy. The first step is to convert the brand

promise into "Brand Behaviors." A well known financial services business developed a brand

strategy around the idea that their financial representatives were, "Trusted Financial

Advisors."

The Human Resources function helped to identify the specific behaviors required to deliver

the promise. For example, HR asked people to steer clients away from types of investments

that were lucrative for the financial representative but risky for the client, to refer clients to

other experts when necessary, to always give the pros and cons of investment choices, and to

identify client needs before recommending investments.

After operationalizing the brand promise, the next step is to make sure training and

development programs, performance management systems and compensation programs are

designed to reinforce and promote "brand behavior." In doing so, HR can change the way

employees think and behave as they go about their daily activity.

This includes everyone in the enterprise, not just front line employees. This results in creating

a "brand culture" where the organizing principle for all activity centers on delivering the

brand promise to customers. The success of Southwest Airlines is based on doing this. You'll

know if you've succeeded in creating a brand culture

when everyone in the organization thinks and acts on the idea that "I am the brand."

A third requirement for becoming involved in implementing the brand strategy is to brand the

HR function itself. It's a matter of walking the talk. All internal staff functions have customers

who in an era of outsourcing have the option of looking elsewhere if they are not satisfied.

There is no better way to establish credibility as a player in the branding game than creating

and fulfilling your own brand promise better than any one else in the enterprise.

This requires the same steps as implementing the company's brand strategy: create the

promise, operationalize the required behaviors, and develop training, performance

management and reward programs to align employee behavior.

Many CEOs today see the brand as a strategic asset and spend a great deal of time making

sure the brand is thriving. In a very real sense CEOs have become the "keeper of the brand"

and often have a powerful emotional attachment to their brand.

9.ANALYSE AND INTERPRETATION.

All goods listed in the Central Excise Tariff Act,1985 attract central excise duty

unless specified to the contrary in the Act itself or under any notification issued

under the central excise Act,1944 by the appropriate statutory authority.

Generally speaking, the manufacturer who actually undertakes manufacturing

activity is liable to pay central excise duty.A person does not become a manufacturer

simply by supplying raw materials to the manufacturer or getting his goods

manufacturerd according to his own specification,Brand name or Trade name,etc.

however,for the textile sector, the option is with the supplier of raw material or with

the job worker to pay duty.

The rate of duty on each item is specified in the Central Excise Tariff Act,1985. in

some cases, the statutory rates of duty have been lowered or reduced to nill by the

central government in terms of section 5A of the central excise Act,1944. Anyone

interested in knowing the effectives rates of duty in respect of any goods must

refered to the tariff of seek guidance from the nearest central excise officer, if

necessary.

An SSI unit has to pay duty on monthly basis by 15th of the succeeding month.

Other unit are required to pay duty on monthly basis within 5 days of completion

of the month in question. The assessee is required to deposit the amount of duty

payable in the nominated bank along with the prescribed TR-6 challan and on this

amount being credited in the government account ,he can take credit in the PLA

registered. Such credited amount can then be utilized for discharging the duty on

goods cleared from his factory. However , for the month of march ,the duty has to be

paid by 31st march,both the SSI and non SSI units. Further, in case of default in

payment of duty, the interest is leviable @ 2%p.m. or Rs.1000/- per day,

whichever is higher,starting from the date on which the duty was required to be paid

till the date of payment. In this industry the production every month is 300-400

sets.

In VAE VKN as per TARIFF Rate are @10%, Education Cess 2%, SHE Cess

1%

There is no central excise registration is separately required by 100% EOU. The

licence granted by the jurisdictional custom officer under section 58 of the customs

Act, 1962 is sufficient.Subject to prescribed conditions, no Excise duty is payable

on the capital goods, raw materials, spares, consumables, etc. procured by the

100% EOU. CT-3 certificate is required to be obtained from the range

superintendent of central excise on the basis of which a 100% EOU can procure

duty free indigenous goods. The 100% EOU is required to file monthly return in

prescribed form. Under certaion circumstances, 100% EOUs are permitted by the

Development Commissioner to sell the goods in the local market on payment of

appropriate duty.

The small scale units who manufacture the goods specified in the relevant exemption

notifications and fulfill the conditions specified in such exemption notification, are

exempt from payment of duty till their aggregate clearances do not exceed Rs. 1

crore in a financial year. The small scale units whose clearances in the previous

financial year exceeded the limit of Rs. 3 crores, which will also include the value of

exempted goods (excluding exports) are not entitled to such exemption. Generally

speaking, the small scale units who are availing the CENVAT credit are required to

pay duty at concessional rate 60% of the prescribed rate till their clearances reach

RS.1 crore.

10.FINDINGS

HR is a manpower development. Excise duty on alcohol, alcoholic preparation,

and narcotic subsistances is collected by the state government and is called

‘state excise’ duty.

No license is required and a simple registration with the central excise

department would suffice.

the following categories of persons are required to get themselves registered

with the central excise department; (i)every manufactures of dutiable excisable

goods;(ii) first and second stage dealers or importers desiring to issue cenvatable

invoices ;(iii)persons holding bonded warehouses for storing non duty paid

goods.;(iv) persons who obtain excisable goods for availing end use based

exemption.

All goods listed in the Central Excise Tariff Act,1985.

In VAE VKN as per tariff rate are @10%,EDU. cess @2% and SHE cess @1%.

11.LIMITATIONS

Shortage of time (i.e. 4 weeks) is a main problem to study a new things.

A lots of time is waste on doing the same thing.

Disturbance create while doing work.

No special arrangements is provided for trainees. like separate system,etc.

12.SUGGESTIONS

Industry should prevent the wholesale disturbance.

Industry should give the incentives to its executives as extra benefits after

salary.

Industry should listen and care of sales executive.

The very necessary work is market screening and recognizing the strength

and weaknesses of competitors.

Workers and employees problems should be taken into consideration while

imposing any new rules in the industry.

There should be group discussion for employees to meet future planning’s.

13.CONCLUSION

The project which I have completed during my training period not only gave me a

holistic view of the organization but it also helped me in learning the practical aspect

of the topic. It was really a memorable experience to work in a very lively

organization. Where all cadres were very cooperative.

For an organization to run smoothly and efficiently it is very important that it’s

employees should be made very happy and satisfied. It is very natural that when

people are satisfied and happy they perform their best.

The result f the study done say that the management although paying attention,needs

a few changes for the bettwerment nad improvement of the employees. It is seem

that clearity of goals and objectives will leads to satisfaction regarding their part in

the company.

Working environment,communication and information as well as the canteen

services are the most important dimentions.

Everybody wants that the work they perform should be acknowledged factors

contributing to dissatisfaction are sevices within the premises of the company. The

Excise duty which is paid by the company is very high .They should diversify the

things in such a way which helps in decreasing the Excise rate and helps in

improving the sales and also improve the production of the company.

14.BIBLIOGRAPHY

http://www.vaevkn.com

http://www.haryanatax.com

http://CBEC.Gov.in

15.ANNEXURE