chapter- 1 introduction...page | 1 chapter- 1 introduction workers participation in management wpm...
TRANSCRIPT
Page | 1
CHAPTER- 1
INTRODUCTION
Workers Participation in Management
WPM is in article 43A in Constitution of India, and Part IV of Directive
Principles of State Policy.
Workers participation in management means sharing the decision making power with
lower level workers in the organization. The concept of WPM is originated from the
word “democracy”. WPM is the process of management of the people, for the people
and by the people. It gives a sense of belongings among the workers towards the
organization.
“Coming together is a beginning”,
“Keeping together is a progress”
“Working together is a success.”
(Heena Pahuja, “Workers Participation Management in India”, 2015)
In the Indian industrial philosophy the trend is going towards the greater realization of
the fact that for perfect achievement of industrial growth is necessary to have a
wholehearted and cooperative human factor in the organisation, so that the
organisational goals should be attained. In the past workers were treated only as a
means of production by the management in the organisation. About WPM different
authors have different perceptions. like Social scientist, public officials, managers,
union leaders understand the concept of WPM differently. Through WPM workers
feels that they can understand the industrial process more effectively. Workers
participation in management servers to bridge the gulf between the workers and
management. Workers feel that WPM is an aco-decision and a management thinking
process. It is a joint consultation process between workers and management. WPM
develops the mutual understanding and cooperation between both parties and also
helps in economic development of our country. Workers participation in management
becomes an essential ingredient of industrial democracy. The concept of WPM is
based on human relation approach. WPM provides new set of values to labour
Page | 2
management. It is a form of communication and consultation by which the employers
are informed about the necessary information about the concern and with the help of
WPM workers put his suggestions and opinion in the committee to contribute in
management decision. Now it new era workers are not treated as a means of
production but they are the partner in the common task of development of the
concern.
Empowerment involves decentralizing power within the organisation to individual
decision makers. Workers involvement with management in making decisions has
named differently like: as Industrial Democracy, Employee Participation,
Participative Management and Workers Participation in Management. Participative
management presumes faith and confidence in the ability of subordinates and a desire
to avoid some of the negative consequences of emphasis on personal authority. WPM
is a broad and complex concept. Workers participation means any arrangement which
is designed to involve the low cadre workers in the important decision making of the
organisation with in the work place. The term explains that rather than saddling only a
group within the enterprise like management with the responsibility of making
decisions, all those who are affected by these decisions (including workers) would be
involved in its formulation and implementation. The active involvement of workers
with the management decision making process helps in solving work related problems
in their daily life. It makes the workers happy and satisfied at their work place and
also improves their morale to do a better work.
In today’s era there is a high competition among companies. Every company run to
earn a high profit and better image in the society. If the management doesn’t use their
available resources well then it creates a problem in the organisation. So to use the
resources effectively, to make peace in the organisation WPM is very effective.
DEFINATIONS:
According to Keith Davis: “Participation refers to the mental and emotional
involvement of a person in a group situation which encourages him to contribute to
group goals and share the responsibility of achievement”.
Page | 3
According to Walpole: “Participation in management gives the workers a sense of
importance, pride and accomplishment; it give him the freedom of opportunity for
self-expression; a feeling of belongingness with the place of work and a sense of
workmanship and creativity”.
According to V.G.Methstas: “The concept of participation means sharing the decision
making power by the rank and file of an industrial organization, through their
representatives, at all appropriate levels of management in the entire range of
managerial actions”.
According to International Institute of Labour Studies: Workers Participation in
Management is that type of participation which comes from those efforts which can
increase the scope of employee’s share in decision making at different tiers of
organizational hierarchy with a assumption of responsibility.
According to Guest and Fatchett (1974), Worker’s participation in management is an
old, persistent idea. It has so many meanings. From the authors point of view it is not
easy to give one definition, which covers all aspects of this concept. This is true
because there are variations in degree of participation. It also has different ways in
which different type of people, countries and enterprises perceives participation, and
shows the diverse views of this term.
In Yugoslavia,
Workers Participation in Management is governed by the law on Workers
management of State Economic Enterprises and Higher Economic Association. The
act consists of a three tier participation structure:
• Collective bargaining
• Workers council and
• Board of management.
Japanese
In Japan companies adopt WPM in the form of joint consultation scheme. The
representatives of both the parties were sit in the council and take the decision jointly.
The main objective of the council is to share the information with the workers related
Page | 4
to corporate management and working conditions. According to them it is a place to
share the information and to bargain. In Japan more than 70% companies were adopt
WPM in the form of joint consultation scheme. In some companies they adopt joint
consultation with collective bargaining. The size of the organisation also plays a very
important role in the council. The frequency of the council scheme was varying with
size of the organisation. In large organisation the scheme applied at corporate level,
plant level, and at work level.
Different authors have different concepts of WPM. The reason behind the different
perception is due to differential pattern of practices adopted by various countries. The
different countries adopted different participation forms. They are as:
Joint Consultative Committee (Great Britain and Sweden)
Work committees in (France)
Co-determination Committees (West Germany)
Joint Management Council (Belgium)
Workers’ Council and Management Board (Yugoslavia)
Union Management Co-operation (USA)
Labour Management Cooperation (India)
Objectives of WPM:
After the second five year plan, Government takes several steps to improve the
condition of workers in the enterprises. So that workers are not exploited by the
enterprise. Thus, the Objective of WPM is as follows:
Productivity: WPM helps in improving the productivity of the organization. Workers
are treated as an important part of the organization and do work more efficiently and
effectively. It helps in improving the morale of workers. Workers are satisfied with
their participation with the management for taking work related decisions. Ultimately,
WPM improves the productivity and is beneficial for the organization.
Mutual Understanding: WPM develops a sense of responsibility between workers and
management. They can better understand their work. It can maintain a better
Page | 5
relationship between management and workers. It creates democracy and peace in the
enterprise. Workers and management both were jointly do the work by helping each
other. They do their work with more enthusiasm which is beneficial for the
organization.
Better Communication: It creates a better way of communication between both the
parties. They discuss their problems jointly and try to solve them without any
difference. It creates belongingness between workers. Workers always remember that
in any type of problem occurred management always help them and try to solve the
problem. So workers always contribute their best for the organisation.
Industrial Democracy and Peace: WPM helps in achieving democracy and peace in
the organisation. It provides freedom to workers to express themselves in the
committee. It creates a harmony in the organisation. This can help in minimising the
disputes between them. It makes the relationship better between the management and
workers.
Reasons for Workers Participation in Management:
The concept of Workers Participation is already a widespread concept and is
continuously growing. It is necessary because the challenges faced by the workers
become too complex and interdependent. It can be solved by a few people of
management who have the authority. (Georges and Romme, 1997).
In order to clarify the reasons for workers to be involved in decision making, it is
necessary to consider certain arguments in advanced as to why there should be a need
for greater participation.
Clarke (1972) gave four arguments. These are as:
• Workers participation is used for promoting the satisfaction level and personal
development of the individual worker within the organisation.
• It helps in improving industrial democracy and peace at work place.
• It helps in increasing the efficiency of workers.
• It is a tool for achieving industrial peace and harmony which leads to higher
productivity and increased production.
Page | 6
Other reasons were:
• To improve quality of working life.
• To secure mutual cooperation of employees and employers.
• To use the workers ideas is beneficial for the growth of the organization.
Types of Workers Participation in Management:
According to Dickson (1981), there are only two types of workers participation.
1. Direct Participation
2. Indirect Participation
Both are different from one another in the form of:
• The degree of involvement of workers in the organisation.
• The level of organisation at which the participation of both the parties may
occurs.
• The ideological or value base for participation.
• The types of decision making concerned within the organisation.
• The results or effects come from participation of both parties in the
organisation.
Direct participation
Direct participation means an employee individually participate in the managerial
decisions, and the decision taken by the management alone (Knudsen, 1995).
WPM is that form of participation which involves the individual in relations to his
own job and his immediate working environment (Bell, 1979).
Dickson (1981) argues that the employee has a small opportunity to give their ideas
freely to management. It also explains that direct participation have several forms: the
delegation of a greater degree of discretion over the immediate work tasks, the
creation of autonomous or quality circles, meetings at workgroup, workshop or
departmental level.
Page | 7
Indirect participation
Hem (1980), according to them indirect participation is that type of participation
where the employee are involved in the decision making process through their
representatives or delegates persons.
Bell (1979), according to them the indirect participation has a little majority of
employees. In most of the situation the employees are not willing to take their
representatives in decision making process.
Forms of Participation:
Different authors suggested different forms of workers participation. The difference in
participation forms is due to management level, pattern of labour management
relations etc. And some forms are as follows:
Mr Dale gave 5 forms of participation:
1. Informational participation
In this the member of joint committee shares certain information with the
management.
2. Advisory Participation
In this management take advice from labour representatives in formulating
plans for the affairs of the enterprise.
3. Constructive Participation
In this the representatives of both (labour, management) have a right to
suggest measures for the improvement of the organization.
4. Joint Determination
In this type of participation all matters and administrative policies are decided
by the committee members, council or board consisting of both labour and
management.
5. Administrative Participation
In this the policy decisions is already taken before it comes to the committee
but the implementation method of the decision within reasonably given
alternatives is left to be determined by the committee. (Mohd. Mustafa and
Onkar Sharma, 1999)
Page | 8
(Workers participation in management, 1999)
Prof. Grover gives 3 forms of participation:
1. Co- Partnership:
For attaining partnership between capital and labour, the equity share should
be issued to the workers and to become member as well as employer of the
company.
2. Power Sharing
For effective collective bargaining and partnership in the corporate decision
making, statutory duties should be imposed on the employers to disclose
relevant information to workers. It is also known as the information
participation.
3. Workers Directors
The workers have the right to choose their representatives and send them to
the board of directors as worker director through this the workers have direct
representation or access to corporate decision making. (Mohd. Mustafa and
Onkar Sharma, 1999)
(Workers Participation in Management, 1999)
V.C. Mehra gives 5 stages of participation:
1. Informative Participation
It involves sharing of corporate information by the representatives of capital as
well as labour.
2. Constructive Participation
The representatives of both groups (management as well as labour) give
constructive suggestions for managerial improvement and development.
3. Associate Participation
The management takes suggestions of the committee members which have
representatives of both parties labour and management.
4. Administrative Participation
The decision is already taken before it comes to the committee.
5. Decisive Participation
Page | 9
Both parties jointly take part in the decision making process of the
concern. (Mohd. Mustafa Sharma, 1999)
(Workers Participation in Management, 1999)
ORIGIN AND GROWTH:
The concept of WPM arouse in Europe. In Europe the collective bargaining forms of
participation is used at branch level. But the collective bargaining participation has
several loopholes. To overcome these loopholes various other forms of participation
was developed by different authors like:
• Work council
• Work committees
• Enterprise committees and many more.
Several developing countries adopted these forms of participation as a means of
promoting labour management cooperation.
In the early 20th century the concept of WPM was developed by Sidney and Beatrice
Webb in their book (Industrial Democracy). Many efforts are done by different
authors on the themes of industrial democracy and collective bargaining. Like Sidney
and Beatrice webb in (Great Britain), John R. Commons in the (United States), and
other founders of the academic field of industrial relations. They believed in the
strongness of employee voice (Kaufman, 2004). In the mid of 1920s, US employers
created a plan by taking more than 400 employees and covering more than one
million workers. It can be done for knowing the relationship between both the parties.
After some time the “National Labour Relation Act” encouraged the formation of
Independent Labour Unions. Because according to them it is only the route to
legitimate employee voice (Bernstein, 1960). However due to the decline of unions in
the organisation, has developed greater interest in other forms of participation and
voice of workers. Some of the participation are very different in comparison to earlier
nations of participation which were rooted in industrial democracy. During the two
world wars, the imperatives of higher production led to a heightened interest in
employee participation and the practice of participation.
Page | 10
WPM act as a right of workers to participate in the decision making process related to
issues which concerned them, and any matter where workers exerted influence was
deemed to be participation. Workers participation in management was evolved with a
view to give the workers sense of belonging and stimulates their interest in higher
productivity. Workers participation is the process where workers sit with management
taking decisions jointly, rather then simply acting on orders. If the workers feel that
they have the better understanding of the industrial process in which they take part
then they can contribute their best in the growth of the organisation. It makes a better
relations between management and their workers.
WORKERS’ PARTICIPATION IN INDIA
In (1937), Mahatma Gandhi said that “it is vital to the well being of the industry that
the workforce should be treated as equals with shareholders and that they have,
therefore every right to possess an accurate knowledge of the transactions of the mills.
If labourers are co-equal owners, their organisation should have the same access to the
transactions of the mills as the shareholders”. In India, the concept of workers
participation in management was come by Mahatma Gandhi. In 1946, workers were
on strike & leaving the factory. The whole management was in the hands of only
workers. Mahatma Gandhi told to management to adopt the WPM in the form of joint
management committees in the organisation. With the help of WPM both the parties
involved in the decision making process and take decisions jointly for the sake of the
organisation.
In India the workers participation in management as one of our directive principal of
state policy in our Indian constitution (Article 43-A). This article which was inserted
in the constitution by the constitution (42nd Amendment) provides: “the state shall
take steps, by suitable legislation, or in any other way, to secure the participation of
workers in the management of undertakings, establishments or other organization
engaged in any industry”. Several experiments have been made time to time give
effect to this constitutional imperative. Some experiments are:
The first five year plan: According to first five year plan, WPM creates a sense of
partnership among workers to feel that they are not only servant but also master of the
enterprise in which they serve. In this regard efforts are made to develop Joint
Page | 11
consultation and to introduce the concept of WPM. The participation of both parties is
mainly done in the form of joint consultation in the organisation.
Industrial policy resolution (April 1956): according to the resolution a socialist
democratic state is that where labours considered as a partner in the common work of
organisational development and they should participate in this with more enthusiasm.
The second five year plan: According to second five year plan WPM is beneficial in
the formation of a socialist society. A socialist society is built up, not only with
monetary incentives. It is made by which workers should make to feel that, in his own
way, and workers can help to built a progressive state. It is only done through WPM.
Report: The Indian Government conduct a tripartite study group to west. The group
study the system of workers participation in management. The report of the study
group was placed before the Indian Labour Conference in 1975 where it was decided
to try experiments on workers participation in management in 50 selected units but
actually this number was reduced to 24(7 public sector, 17private sector).
Traditionally the concept of Workers’ Participation in Management refers only to
participation of non managerial employees in the decision-making meetings of the
organization. It is also known as ‘labour participation’ or ‘employee participation’ in
management. The “International Labour Organization” ILO has influence member of
other nations to promote the scheme of Workers’ Participation in Management.
Workers’ participation means the mental and physical involvement of workers in the
management decision making process of the Enterprise. It can be treated like a
mechanism where workers sit with management in the decision-making process and
takes the decisions jointly. The involvement of Workers’ in the committee is only in
such areas where they believe that workers contribute positive for the betterment of an
enterprise. It is only related to the welfare of the workers. Such type of participation is
beneficial for the effective utilization of available resources. It also helps in executing
long term plans (including diversification). It relates to the routine functioning of the
enterprise. It also belongs to new inventions within the enterprise. It acts as a principle
for attaining industrial democracy in the firm and also ensured that the total
involvement of the Workers’ helps in achieving the organizational goals.
Page | 12
WPM increases the scope of employees’ share of influence in decision making at
different organization hierarchy tiers with an assumption of responsibility. The
participation of each employee in the committee should strictly confine to the field for
which they are competent and concerned with that only. This may be possible only
when both the parties (Labour and the management) should commit themselves to the
organization.
Hence, the success of Workers’ participation scheme was largely depends upon
mutual understanding, faith and trust between management and workers. Participation
and involvement of Workers in the management is practiced in most of the countries
of the world. Workers’ participation in management is an overworked concept in
business and government and an underworked activity. The concept of WPM is in
work.
Industrial Dispute Act 1947: It relates to the owners of the enterprise. It requires the
owners of factories to constitute work committee having representatives of both
parties (management as well as workers). Various experiments were done by creating
committees for the improvement of industrial growth. (SC Srivastava, 2009)
The concept of workers participation in management in India is not a new approach
and not is imported from outside. According to Mahatma Gandhi, employees must
regard themselves as trustees and make labour master of the means of production. He
force on the concept that capital and labour are complement of one another. Since
independence government have formulated several schemes to promote workers’
participation in India.
The various forms of workers participation in management currently applied in our
country. They are:
1. Suggestion Schemes
This scheme is the simplest form of workers’ participation in management of
the organisation. Under this method, the workers are invited and encouraged
in the decision making process to offer suggestions for improving the working
conditions of the enterprise. A suggestion box should be installed in the
company under the reach of each and every employee of the organisation. Any
Page | 13
worker or employee can write his suggestions regarding the problems and
drop it in the suggestion box. In this scheme each and every workers are
allowed to participate without any problem. At periodically basis all the
suggestions of the suggestion box are checked by the suggestion committee or
suggestion screening committee. The committee includes equal representatives
of both parties workers as well as management. The committee screens out all
suggestions received from the workers. The good suggestions were included in
the implementation of the decision and suitable awards were given to the
concerned workers. This suggestion schemes can encourage workers to
participate in the development of the enterprise. It also motivates them and
raises their interest in participating in the functioning of an enterprise. Their
participation encourage them to do something better for the organisation. It
makes them to feel that they are important part of the organisation.
2. Works Committee
The first experiment was done in 1947 when the industrial disputes act was
passed. According to this act, in any industry establishment which have 100 or
more workers are employed on any day in the preceding 12 months, the
appropriate government may be general or special order require the employer
should establish the works committee. In this committee there should be
representatives of both parties workers as well as management. The works
committee have four members- a president, a vice- president, a secretary and
a joint secretary. The president is the nominee of the employer which should
be elected by the employers. The vice president is the nominee of workers
representatives which should be elected by a secret ballot. The term of office
should be 2 years. The representatives should not exceed 20 members.
The functions of this committee are:
Works committee deals with matters of day to day functioning in the
organisation. The committee implement at the shop floor level.
• Working condition like- ventilation, lighting and sanitation.
• Facilities like purify drinking water, canteens, dining rooms, medical
facilities and health services.
• Educational and recreational activities.
Page | 14
• Safety provisions for workers.
• Accident prevention committee etc.
Work committee functions perfectively in some organisation. But the outcomes of
works committees in many organisations are not satisfactorily. The reasons behind
their failure is:
• Workers have no interest to function in the committee on part of workers
representatives.
• Employers considered it below their dignity and status to sit with blue collar
workers and take decision jointly.
• There is a lack of feedback on performance of works committee.
• Undue delay in implementation of decisions taken in the committee.
• The delays arouse due to advisory nature of recommendations.
And also report of the Indian Labour Conference 1959 found that this committee has
not been effective because it excluded certain items like: wages and allowances,
bonus, profit sharing, fixation of standard labour force, etc. That’s why the committee
was formed for the industrial growth.
The Tata Iron and Steel Company at Jamshedpur was the first company to set up a
work committee consisting of the representatives of both the parties’ management as
well as workers in their enterprise.
3. Joint Management Councils
The second experiment in participative management began in 1958 with the
establishment of joint management council. This came into existence as a result of our
acceptance on the pattern of socialistic society as the goal (1954). The Indian Labour
Conference recommendation to encourage workers participation in industry (1955).
The industrial policy resolution statement says that in a democratic state, “labour is a
partner in the common task of development should participate in it with enthusiasm
(1956)”. In the second five year plan it observes that for successful implementation of
plan the relation of management and labour
Page | 15
are necessary. If the relationship between the management and workers are
satisfactorily only than the company may grow. Their co-operative efforts are
necessary for the organizational growth. This council consists equal number of
representatives of both parties (employers as well as employees, but not exceeding
12). This council was set up at plant level on voluntary basis in selected units, where
the company having at least 500 workers. The well established and strong trade union
affiliated to some central organization and it has good record of industrial relations.
The council discuss on several issues relating to the working of the industry. They
are:
• Welfare measures.
• Safety and Health schemes.
• Scheduling of working hours for employees.
• Rewards for best suggestions etc.
• Accident prevention issues.
• Management of canteens.
• Water facility.
• Revision of work rules.
• Absenteeism.
• Indiscipline in the enterprise etc.
But this council have certain criticism. They are as follows:
• The representatives of workers were dissatisfied from the council's functions.
Because the council concerned only with welfare activities.
• The fear of trade union that this council will weaken their strength as workers
come under the direct influence of this council’s.
• The benefits like wages, bonus, and personal problems of the workers are
outside the scope of joint management councils.
“National Commission on Labour” has a view that this joint management
council was a bipartite forum at the plant level which has no useful purpose
and therefore their functioning could be amalgamated with the functions of the
work committee. (Dr P.C Tripathi, 1999)
Page | 16
4. Work Directors
In this form of participation, more than one representative of workers are nominated
by workers or elected to board of directors. This is the highest form of participation in
management. It constituted at top floor level. The main aim of this scheme at the top
level is to improves industrial democracy, the employee and employer relationship
and protect workers interest in the organization. Through the involvement of workers,
it can give better results and safeguards the enterprise. The director of workers was
elected by all the workers of the company through secret ballot. This scheme requires
the permission of trade union members of the organisation. The identification of the
representatives union and the selection of worker director who is chosen out of the
panel of three names furnished to the government by the representative union within a
prescribed period. The Government of India introduced this scheme in several public
sector enterprises such as:
• Hindustan Antibiotics
• Hindustan Organic Chemicals Ltd
• National Coal mines Development Corporation
• BHEL
• National Textile Mills
• Newsprint and Paper Mills etc.
A nationalised bank conducted a study by the National Labour Institute has indicated
that it has failed in promoting cordial relations between labour and management. In
the scheme a director is appointed from the existing employees of the organisation.
After some time the scheme was failed and dropped. In most of the cases, the workers
representatives were unable to make any significant contribution in the committee
while taking decisions jointly. The reason behind that is trade union. Because they
came in the way of discharging their obligations as board members.
5. Co- Partnership
In this form of participation employee’s participate in the share capital of a company
in which they are employed. In this scheme workers are treated as a share holder of
the company and they have the right to participate in the management of the
Page | 17
company. The workers of the organisation acquired the shares of the company by
making cash payment or by way of stock options scheme. The basic objective of stock
options is only to provide better financial incentives for industrial productivity. It does
not mean to pass the control in the hands of employees. But in the developed
countries, workers participation in management through co-partnership is limited.
6. Joint Council
The joint council is constituted for the whole unit. Those industrial unit employing
500 or more workers in their enterprise, there should be a joint council working for
the whole unit. Only those persons who are actually a part of the unit shall be the
members of joint council. The council can meet at least once in a quarter. The
chairman of the council is the chief executive of the enterprise. The workers of the
organisation can select the vice chairman of the council. The decision taken in the
joint council was based on the consensus and not on the basis of voting. In1977 the
above scheme was extended to the PSUs like commercial and service sector
organization employing 100 or more workers.
Example: Buckingham and Carnatic mill in madras was the first industry to set
up joint committees. (S C Srivastava, 2009)
7. Shop Council
In June 1975 an emergency declared, and at that time the shop council has came into
existence in India. Government of India has announced a new scheme of participation
is shop council on 30th October 1975. This scheme was set up in every industrial
establishment where 500 or more workers employed. The scheme was set up a shop/
departmental level. The company is whether relates to public, private, corporate
sector. The scheme of shop council consists of equal number of representatives from
both employer as well as employee. Management of the enterprise can elect the
chairman of the council. It consists of those persons who employed within the
establishment. The vice chairmen of the council would be elected by the workers
representatives within the establishment. The total number of employees may not
exceed by 12. The council will function for 2 years and meet regularly to discuss
work related problems. The shop council functions on these matters:
Page | 18
• It helps management in achieving monthly production targets in the
organisation.
• It improves level of production and workers efficiency by eliminating the
wastage of man power.
• It can help in analysing the absenteeism ratio at shop or departmental level and
recommend the ways to reduce them.
• It can consider health provisions, safety and welfare measures, and discipline
within the organisation, to be adopted for smooth functioning of staff.
• It helps in physical working conditions such as lighting, ventilation, noise
pollution, dust.
• To provide proper flow of adequate two way communication between
management and workers.
Workers participation in management before independence.
The concept of WPM was not imported from outside but it is traced back in early 20th
century when Mahatma Gandhi suggested that worker participation in management is
a fruitful aspect for the growth of the enterprise. Through participation workers
contribute labour and brain in the enterprise while shareholders contribute money to
the enterprise and both are beneficial for the organisation. According to them it is a
perfect form of friendship and cooperation among them. It maintains a better
relationship between both the parties. For unions he says that their aim is to raise the
moral and intellectual height of labour and make the labour master of means of
production instead of slave them. In the early century several authors were emphasis
on industrial democracy and collective bargaining because of the belief in the
importance of workers voice. (Kaufman, 2004).
In 1920, MAHATMA GANDHI says that organisation can use the workers (brain)
mentally and physically and shareholders can contribute money in the organisation.
With the help of both the parties the organisation can grow and earn profits. So they
are most important part of any organisation.WPM can help in maintaining better
relationship between management and workers. Today labour treated as a master of
productive and not the servant in the organisation.
Page | 19
Firstly, in 1920, the workers and employers in Ahmadabad Textile Industry agreed to
settle their disputes by joint discussion and consultations. Therefore, the efforts made
by the enterprise may considered as a milestone in the history of joint consultation,
participation management in India. In 1920 some work councils were set up in the
government printing press and railways. The Royal Commission on Labour was also
suggested that workers participation in management is helpful in promoting harmony
in the enterprise. It can also help in avoiding misunderstanding between both the
parties and settle their disputes among them. For this work not only the work
committees be set up but a strong trade union be developed and labour officers were
appointed. Along with the work committees, the commission also concluded that
joint machinery scheme also deal with the more general questions, and also to act as
an advisory appellate body in respect of disputes which were confined to a single
establishment.
Workers participation in management After Independence
After independence the first major step in the direction of workers participation in
management in India was the establishment of the industrial dispute act 1947. The
main aim of this act is the prevention and settlement of industrial disputes. The
Industrial Policy Resolution, 1948 advocated workers participation in management by
suggesting that labour should be in all matters concerning industrial production.
According to Article 43 A of the Indian constitution, the workers participation in
management is:
“The state shall take steps, by suitable legislation or in any other way to secure the
participation of workers in management of undertakings, establishment or any other
organisation engaged in an industry”.
The First Five Year Plan and the successive plans emphasis the need of workers
participation in management. It is necessary for the workers to feel that they help in
build a progressive state. So industrial democracy is very important for establishing a
socialist society.
The Government of India set up a “study Group on workers participation in
management” in 1956. The study constituting the representatives of government,
Page | 20
employers, and workers. This can examine the system of WPM in U.K., Sweden,
France, West Germany and Yugoslavia and make recommendations for the Indian
cases. The group submitted his report in May 1957 with the following
recommendations:
1. This scheme is established in some selected undertakings only on voluntary
basis.
2. A sub-committee constituting of representatives of workers, employers, and
government will be set up for considering wpm in India.
These recommendations should be accepted by 15th Labour Conference held in July
1957. The conference appointed a 12 member sub-committee to look into further
details of the scheme. The recommendation made by the committee were discussed in
a “seminar on Labour Management Co-operation” held in New Delhi on January 31
and February 1, 1958. It drew a “Draft Model Agreement” between labour and
management for the establishment of joint management council. The main functions
of this council are:
1. To fulfil its function as an advisory body.
2. To receive information on certain matters.
3. To fulfil administrative responsibilities
Government plays a very important role in workers participation in management.
Govt. Frames many policies for the betterment of workers.
The work of government on workers participation on management
1958 In 1958 joint management council was set up.
Page | 21
Government set up three forms of workers participation in
management in India. They are:
1. Work Committees
2. Joint Management Council
3. Workers – Directors (public sector)on Board of Directors
July
1975
The Government of India amended the constitution to incorporate
workers participation in management is the directive principles of
our state policy
1976
Indian Government has set up a expert committee on companies and
MRTP act under the chairmanship of Rajinder Sachar with some
terms.the committee has high powered. The terms are:
1. Consider the provision of companies act and MRTP act.
2. To suggest measure of workers participation in management
and share capital of companies.
The Janata Government also set up a “committee of workers and
Equity” under the chairmanship of Ravinder Verma (Union Minister
of Labour). This committee constituting 18 representatives members
of Central Organisation of Trade Union and employers. Some
members are from states and professional institutions of
management.
June
1977
The committee adopt 3 additional members and increased its strength
from 18 to 21. The committee also study and recommend outline of a
comprehensive scheme of WPM at different levels of management in
industrial establishment.
1978
1970
With the recommendation of Administrative Reforms
Commission, the Indian Government accepted the inclusion of the
workers representative on the Board of Directors. This is done on
public sector enterprise. From this the nationalised banks provided
the opportunities to the workers and Board of Directors. In this
one director is selected from employees working as workmen in
the organisation. And one director from the office. The tenure of
holding as director is for 3 years.
Page | 22
These all schemes are not statutory and failed to provide meaningful WPM. To
overcome the problem some remedies were taken. The WPM bill 1990 is the solution
of this problem.
Workers participation in management bill 1990
(Bill no xxviii of1990)
The committee submitted its report to government. The results of the
report are:
1. The report tells that majority of members favoured in adopting
three tier system of participation at shop level, plant and
corporate level.
2. The management of Private sector does not favour the board or
corporate level of participation in management.
3. Finally the committee says, that workers participation in
management covers all undertakings (whether public or,
private) where employing 500 or more workers.
March
1979
The Government accepted the recommendations made by the Janata
Committee on workers participation in management and Equity.
Government formulated a new comprehensive scheme on voluntary
basis. The features are as follows:
1. The scheme will be non legislative.
2. It will be applied on central public sector enterprises, but
except those which are exempted.
3. It envisaged constitution of bipartite forums at shop and plat
level.
4. In the committee workers representatives was to be determined
by consultation with the concerned union.
5. Various work related issues were brought within the council.
December
1983
Page | 23
CONCEPTUAL MODEL:
The early schemes of workers participation in management have
been non statutory which failed to provide meaningful participation
to workers in management. For this the Government has introduced
a bill in parliament in 1990 for the following:
1. Meaningful three-tier participation of workers in
management in all industrial establishments.
2. Formulation of schemes specifying criteria regarding
nomination of representatives from workers.
3. The principle of secret ballot for determining the workers
representatives on the shop floor and establishment level
council.
4. Rules for schemes monitoring.
5. Deletion of section3 of the industrial dispute act 1947.
6. Rules for appointment of inspector.
7. Imprisonment upto 2 years or a fine upto rs 20000 or both
for contravention in the provisions.
1990
Moderating Variables:
(Employee Characteristics: Age, Sex,
Education, Experience, Marital Status
etc...)
Dependent Variable:
• Job Satisfaction
• Performance
• Productivity
• Industrial Peace
and Democracy
Independent Variable:
Workers Participation in
Management
Page | 24
Worker:
A worker is a social being having personality, hopes, aspirations, anxieties, feelings
and attitude at the work place. He achieves a level of satisfaction from their work.
They also get some meaning in his work as he does in other spheres of life. When he
finds that his work does not provide any opportunity at their work place then they
realize his potentials and do work according to them. If they were not satisfied in their
work he tends to engage in negative behaviour like absenteeism, apathy, low
commitment and low productivity. Their low behaviour will affect the organisation.
The implication of these tendencies resulting from strict management control has
therefore raised serious concern in industrial relations. (YUSUF NOAH, 2008)
Productivity
The output per unit of a factor of production is called the productivity of that factor.
(Imaga, 1996)
An organizations ability to transform inputs to output at the lowest possible cost is its
productivity. (Unamka & Ewurum,1995).
Productivity can be measured in terms of value added per worker, value added per
work hour, or value added per unit of investment, is the economist measure of
efficiency of the enterprise. The measures are simple to understand, and information
on productivity is relatively easy to collect and compare among enterprise. (John
Logue, 2005)
Pritchard (1995), according the author a company can increases its productivity
through two ways: firstly, by changing its technology or secondly, by using the skills
of human resource. There is a fast change in the era due to technology. Though,
through the use of a new and better technology the organisation can improve its
production which is beneficial for the organisation. Human resource is the power of
any organisation. If we use it properly than the company can achieve its target
properly. So for growth of the organisation it is important that the company has a
better and efficient human resource.
Page | 25
Putz (1991), according to them there are many ways through which an organisation
can improve its productivity. These are as: investment in plants and equipments,
investment in research and development, investment in new methods of production
and new technologies. The author says that the largest unexplored opportunity for
increasing organisational productivity is done through effective use of human
resource.
Industrial Democracy and peace
The term Industrial Democracy is an economic arrangement which involves workers
in the decisions procedure and jointly takes decisions, sharing responsibility and
authority with one another in the workplace. Industrial democracy is generally refers
to the organization model in which workplaces are run directly by the people. The
person working in the enterprise in place of private or state ownership of the means
of production. There are also some representative forms of industrial democracy.
Representative industrial democracy includes decision making structures such as the
formation of committees and consultative bodies to facilitate communication between
management, unions, and staff.
WPM is an important aspect of industrial democracy. The concept of WPM is based
on Human Relation Approach to Management. In past the concept of WPM refers to
the participation on non-managerial employees in the decision making process. It also
called as ‘labour participation’ or ‘employee participation’ in management. It means a
democratic and free participation of workers in the decision making process. It helps
in creating confidence among workers. They can freely express themselves towards
the management. In the decision making process workers freely discuss their
problems and find the solution with the help of management. WPM gives a freedom
of speech to workers in the decision making process. It creates a harmonious
relationship between both the parties.
Benefits of Industrial Democracy:
1. It helps in eliminating the industrial disputes with the help of better
communication between management and staff.
Page | 26
2. It improves the decision making processes which results in higher quality
decisions.
3. It increases the creativity, enthusiasm and commitment among employees to
achieve the objectives of the enterprise.
4. It helps in declining stress among them and increased wellbeing.
5. It helps in better utilisation of time and resources.
6. It can improve the productivity of the organisation including service delivery.
7. It helps in improving job satisfaction among employees which results in low
absenteeism.
8. It improves personal fulfilment and self-esteem needs of the employees.
Job Satisfaction
It is a combination of various factors that can influence the employer’s feelings
regarding the job. The external factors can effects the internal feelings of a human
being in the organisation. It doesn’t mean that the job satisfaction among the
employees is always positive. It may be positive or negative. There are various factors
which influence the feelings of a employee in the org. When a person enjoys their job
and being rewarded for their better contribution it means that there is a positive job
satisfaction among the employee. It implies the achievements and success done by an
employee in their work place. Management knows the desires, needs, experience, and
expectations of an employee while recruiting a person in the organisation. It’s the
management responsibility to fulfil their all needs, so that employee are satisfied and
do work more efficiently for the organisational benefits. Both organisation and
employee needs one another. Job satisfaction shows the individual behaviour of a
person in the organisation
Job satisfaction indicates the attitudes and feelings of a person’s within the
organisation. If the person has favourable attitude towards the job, it is positive job
satisfaction. And if the attitude is negative , means job dissatisfaction.
Hoppock says, it is a combination of psychological, physiological and environmental
circumstances. These factors can make the person truthful to their job.
Vroom, focus on the employees role within the organisation.
Page | 27
There are various factors of job satisfaction. Some are as:
• Manager’s concern for people
• Compensation
• Working Conditions
• Social Relationship
• Opportunities
• Communication etc..
Page | 28
CERAMICS INDUSTRY
INTRODUCTION
History of Ceramics Industry:
The another name of Ceramics is as fire clay. Ceramics is a inorganic, and in the form
of non-metallic solid article. The ceramics products were produced by heating the
clay and then subsequent cooling for a suitable shape. It is an art or a technique of
producing the clay products in a better way. Ceramics is a different type of industry
contains several types of products (including sanitary ware, Cement, advanced
ceramics and ceramic tiles). Ceramics products may be divided into different
categories for different customers. In the Ceramics industry some products plays a
very important role in our daily life like: crockery, sanitary ware, tiles etc. In the
modern era every person wants modern things in their house. It maintains a standard
of living. The ceramics products have a decorative look, and are primarily hygienic in
nature. This is the chief reasons behind their wide usage in bathrooms and kitchens in
modern households to medical centres, laboratories, milk booths, schools, public
conveniences etc.
The ceramic industry has a long term history. In the beginning only pottery vessels
were used for storing water and food. Since 9,000 or 10,000 BC. Ceramics products
were used in our daily life. At the same time clay bricks were also made. Time to time
companies do new innovations, for people. So that people were not to be bored with
the same products. That’s why the ceramics industry produced new product design,
quality etc.
Top exporters of ceramics:
In the ceramics industry China plays a very important role. China is the biggest
exporter of ceramics products in the world. During 2008 it’s total trade capacity is
of US$ 8.5 billion. Other countries also follow china to grow. Some of the companies
like:
Italy with total trade of US$ 7.4 billion
Page | 29
US with total trade of, US$ 6.9 billion and
Germany with total trade of US$ 6.8 billion, respectively.
The top ten companies of ceramics industry jointly export the product of 72%.
Top Importers of ceramics:
During 2008 United States of America was the largest importer of ceramics in world.
They can imports US$ 5.4 billion ceramics in his country. The country can import
heavily from other countries to meet their domestic consumption. It reflects their high
trade deficit in ceramics to US$ 4 billion. US follow other countries to meet their
needs. The country can import ceramics from other countries namely:
France with annual imports of US$ 2.7 billion
Germany with annual imports of US$ 2.6 billion and
United Kingdom with annual imports of US$ 2.0 billion, respectively.
Trade situation of ceramics companies:
The ceramics industry have done a significant change in few years. The demand of
ceramics in the globalised market has been increasing day to day. That’s why the
companies take necessary steps to increase their production. Mostly the markets of
Europe and US. Was continuously growing without any change, primarily by public
sector investment. Due to the efforts of the companies most change was found in the
emerging economies. They all were enjoy the market and became the most significant
players in the ceramics market. The consumption of these companies was increase
and due to this the company can rapidly grow and earn high profit. This can attract
more investors to invest their money in these ceramics companies. So the growth of
ceramics industry is linked with countries economic growth. So future of the country
depends upon the growth of the ceramics industry
Ceramics Industry in India
Page | 30
From a decade, the ceramics industry exists in India. It helps in making a base for the
industries from a time period. From traditional pottery making, the industry has
evolved to find its place in the market for sophisticated insulators, electronic and
electrical items. Over the years, the industry has been modernising through new
innovations in product profile, quality and design to emerge as a modern, world-class
industry, ready to take on global competition.
The Indian Ceramic Industry ranks at 8th position in the world and produces around
2.5% of global output. The industry provides employment to 550,000 people, of
whom 50,000 are directly employed.
Gujarat is the hub of ceramics industry. Gujarat can manufacture 70 % of total
ceramic production.
The ceramic products are produced both in organised as well as in unorganised sector.
The share of organised sector in total production is around 55%. The organised sector
is characterised by the existence of a few large players. Small and medium enterprises
(SMEs) account for more than 50 per cent of the total market in India, offering a wide
range of articles including crockery, art ware, sanitary ware, ceramic tiles, and
refractory and stoneware pipes among others. Most of the players are grouped
together in clusters. Over the last two decades, the technical ceramics segment has
recorded an impressive growth propelled by the demand for high-alumina ceramics,
cuttings tools and structural ceramics from the industry. Overall, the Indian ceramics
industry has emerged as a major manufacturer and supplier in the global market.
India’s Ceramic Trade During 2008, India was the 24th largest ceramic trading nation
in the world and accounted for a share of around 0.9% in total ceramics trade. During
the period, from 2001 to 2008, India’s ceramics trade increased from US$ 143 million
to US$ 738 million at a CAGR of 22.2%. The increase in trade was led by rise in
imports, which increased, from US$ 60.9 million in 2001 to US$ 523.8 million in
2008, at a CAGR of 30.9%. India’s ceramic exports on the other hand increased at a
CAGR of 12.8%, from US$ 82.3 million to US$ 214.5 million. China was India’s
main source of ceramics imports, during 2008 with imports worth US$ 317.5 million
followed by Germany and Italy with imports worth US$ 50.7 million and US$ 22.5
million, respectively. India’s top five import sources together accounted for close to
Page | 31
82% of India’s total ceramics imports during 2008. China alone accounted for 60.7%
of India’s ceramic imports.
The products which are produced in ceramics companies are: Wall tiles, Floor tiles,
Vitrified tiles and Porcelain tiles. The market share of these products is 35%, 53 %,
9% respectively. To make the ceramics industry competitive at global level, at
different countries (national as well as international) they do constantly change in the
technology and take steps time to time in quality up gradation. Several programmes
for improving the efficiency of ceramics companies were done. In India a national
project starts to reduce the energy cost, improving productivity, foster market linkage
and to promote the brand image of the companies products. The ceramics products
plays a vital role in the construction sector. During 2002-03, while the growth in
Profit after Tax (PAT) of ceramics sector increased, the PAT of construction sector
declined. It was only from 2004-05 to 2006-07, that growths in PAT of ceramics and
construction sector show a mirror image of each other.
Spain is the second largest producer of ceramic products. They can export most of
their floor and wall tiles in India.
Global Ceramics Tiles Production:
Global Ceramics Tiles Production Production Capacity (sq. m)
Country CY 09 CY 10 CY 11 CY 12 CY 13
China 3600 4200 4800 5200 5700
Spain 324 366 392 404 420
Italy 368 387 400 367 363
Brazil 715 754 844 866 871
India 490 550 617 691 750
Turkey 205 245 260 280 340
Mexico 204
Indonesia 278
Iran 350
Vietnam 295
Total 8581
0
10000
20000
30000
40000
50000
60000
Page | 32
210 219 229 228
287 320 360 390
400 475 500 500
375 380 290 300
9619 10599 11194 1191
228
390
500
300
11913
CY 13
CY 12
CY 11
CY 10
CY 09
Page | 33
Kajaria
Kajaria is one the largest producer of ceramics tiles in India. It was incorporated in
1985 as a biggest manufacturer and trader of ceramics tiles. The company was started
by Mr. Ashok Kajaria. Its head office is situated in Uttar Pradesh.
The company started its operation from 1988 with a capacity of 1 million sqm per
annum. The first plant set up in Sikandrabad (district Bulandshahr), U.P. after their
first success of their work they can expand their production capacity and their product
range. In the kajaria ceramics limited one of the best latest technology of monoporosa
is used. The technology is imported from Europe for producing floor and wall tiles.
KCL become the first ceramics company in India to be accrediated with the ISO
9002.
Kajaria mainly manufactured ceramics glazed wall, floor tiles and vitrified tiles. The
company also imports vitrified tiles from China and other European brands which are
marketed under the brand name of ‘Kajaria. KCL also imports sanitary-ware products.
The company have 6 manufacturing plants in Sikandarabad (Uttar Pradesh) and
Gailpur (Rajasthan) apart from 3 units of ceramic and vitrified tiles in Gujarat and one
ceramic tile unit in Andhra Pradesh. With these acquisitions and commissioning of
5700
420
363871
750
340
228390500
300
11913
China
Spain
Italy
Brazil
India
Turkey
Mexico
Indonesia
Iran
Vietnam
Total
Page | 34
the vitrified tile manufacturing capacities at Sikanderabad and Gailpur, the total
manufacturing capacity of the company has increased to 41.0 million square meters
(sqm) on consolidated basis from 36.0 million sqm as on 31 March 2012. For 9
months FY 2013, KCL reported Operating Income of Rs. 1140.88 crore and Profit
After Tax of Rs. 73.58 crore as against an Operating Income of Rs. 935.31 crore and
Profit After Tax of Rs. 56.51 crore for 9 months FY 2012
Kajaria ceramics Ltd. Manufacturer ceramics/ vitrified tiles in India. The company
offers ceramics wall & floor tiles, vitrified tiles, designer tiles and much more. These
tiles comes in a wide range of colours and textures to complement bathrooms, living
rooms, corridors, study rooms & kitchen, born out of an inspired creativity of those
who feel that rooms should be an extension of the beauty reflected. Nitco Limited
(2016 sales of 7.89 billion rupees [US$ 121.38 Million])
Somany Cermics Limited (17.18 billion Indian Rupees [US$ 264.35 million] of which
100% was ceramics tiles & all), and
Asian Granito India Limited (9.94 billion Indian Rupees [US$ 152.96 million] of
which 100% was ceramics tiles)
The sale of Kajaria Ceramics Limited is 24.18 billion Indian Rupees (US$372.21
million) for the fiscal year ending March of 2016. It indicates an increase of 10.6%
versus 2015, when the company's sales were 21.87 billion Indian Rupees. Sales at
Kajaria Ceramics Limited have increased during each of the previous five years (and
since 2011, sales have increased a total of 154%).
particulars March
‘16
March
‘15
March
‘14
March
‘13
March
‘12
Income
Excise duty 2,614.45 2,378.20 2,003.44 1,707.26 1,401.76
Sales turnover 166.41 145.06 125.56 119.06 88.97
Net sales 2,448.04 2,233.14 1,877.88 1,588.20 1,312.79
Page | 35
Other income 16.10 2.74 6.49 0.39 1.13
Stock adjustments 8.99 45.56 -25.40 4.91 15.47
Total Income 2,473.13 2,281.44 1,858.97 1,593.50 1,329.39
Expenditure
Raw Material 1,425.74 1,345.39 1,104.75 898.97 724.93
Power & fuel cost 254.63 288.13 243.80 232.72 193.78
Employee Cost 190.04 169.20 149.83 122.13 103.66
Other manufacturing
cost
3.93 8.67 -0.11 4.36 3.52
Miscellaneous
expenses
190.84 181.26 121.15 113.44 101.93
Total expenses 2,065.18 1,992.65 1,619.42 1,371.62 1,127.82
Operating profit 391.85 286.05 233.06 221.49 200.44
PBDIT 407.95 288.79 239.55 221.88 201.57
Interest 9.32 5.97 26.27 35.48 46.98
PBDT 398.63 282.82 213.28 186.40 154.59
Depreciation 47.20 39.38 36.49 38.36 37.08
Profit before tax 351.43 243.44 176.79 148.04 117.51
PBT 351.43 243.44 176.79 148.04 117.51
Tax 116.54 75.08 60.06 47.49 36.80
Page | 36
Reported net profit 234.89 168.36 116.74 100.55 80.72
Total value addition 639.44 647.26 514.66 472.65 402.89
Equity dividend 39.74 31.79 26.45 22.08 18.40
Corporate dividend
tax
8.09 6.36 4.50 3.58 2.98
Annual Data (Per
share)
Issue Shares (lakhs.) 764.69 794.69 755.84 735.84 735.84
Earnings per share
(Rs)
29.56 21.19 15.45 13.66 10.97
Equity dividend (%) 250 200 175 150 125
Book value (Rs) 114.43 90.87 65.17 48.49 38.31
HSIL
HSIL was incorporated in 1960 as Hindustan Twyfords Ltd. it was started by the
Somany family (promoter group) in collaboration with Twyfords Ltd, UK. HSIL Ltd
is the largest sanitaryware manufacturer in India. The company is the first company
in the building material industry to be awarded the prestigious ISO 9001, 14001 and
OHSAS 18001 certificates. In the year 1962, the company commissioned sanitary
ware plant at Bahadurgarh. In the year 1969, the company changed their name from
Hindustan Twyfords ltd to Hindustan sanitary ware & industries ltd. UK. In
September 4, 2008 the company owned a wholly owned subsidiary company namely
HSIL Associated ltd in India. HSIL limited is the largest Indian manufacturer of
sanitary ware products with a dominant market share of 40% in the industry. It was
only the first Indian company to have its own research and development centre
recognised by the government of India’s ministry of science and technology for over
3 decades. This company was the first company in India to manufacture Vitreous
Page | 37
china sanitary ware. The current estimated faucet market size in India is 6,500 crores.
And the current estimated size of water heater market in India is 1,800 crores. The
company holds the 3rd position in the faucet business in the country.
Particulars 2011-12 2012-13 2013-14 2014-15 2015-16
Gross Sales 1,42,214.52 1,68,189.20 1,85,57.106 1,96,50.76 2,04,169.84
Less: Excise
Duty
9,929.88 13161.18 13887.77 14413.80 14974.01
Net Sales 1,32,284.64 155028.02 171683.29 182088.96 189195.83
Other Income 2,201.35 2806.20 3338.22 3974.36 5619.55
Total Income 1,34,485.99 157834.23 175021.51 186063.32 194815.38
Purchase of
traded goods
21274.04 22524.97 28867.21 32814.14 35157.36
Power and fuel 27269.87 39654.64 37701.70 28012.20 23114.10
Manuf. & adm.
Exp.
46096.43 53411.43 64320.34 71026.89 79344.12
Employee Cost 14017.79 15832.76 17020.54 19705.19 23400.38
Total Expenses 108658.13 131423.80 147909.79 151558.42 161015.96
EBITDA 25827.86 26410.43 27111.72 34504.90 33799.42
Dep. &
Amortisation
5670.28 8507.78 10570.48 11925.11 11480.48
EBIT 20157.58 17902.65 16541.24 22579.79 22318.94
Interest 3891.21 6394.16 6789.43 7355.15 3822.32
Page | 38
PBT before
Exceptional
items
16266.37 11508.49 9751.81 15224.64 18496.62
Exceptional
items
- 2366.30 - - -
Profit before
Tax
16266.37 13874.79 9751.81 15224.64 18496.62
Income Tax 5185.45 336.55 4249.81 5676.15 7178.15
Deferred Tax 71.02 3626.00 (117.97) (866.48) (351.85)
Profit after Tax 11009.90 9912.24 5619.97 10414.97 11670.32
Cash Profit 16751.20 22046.02 16072.48 21473.60 22798.95
Manu. = Manufacturing
Adm. = Administrative
Exp. = Expenses
Dep. = Depreciation
SOMANY CERAMICS LTD.
The company was incorporated in 1969 by H. L Somany. The company called
Somany Pilkington's. Later the company was converted into Somany Ceramics.
Setting benchmarks and creating trends has always been a driving force for Somany
Ceramics.
Somany has achieved a leadership position in the Indian ceramics tiles. The company
has a forward thinking of making their company at 1st position in india. They can
adopt a innovative approach for the betterment of their organisation.
Page | 39
The company produced ceramic glazed tiles, vitrified tiles, sanitary ware or porcelain
floor tiles. The pride of Somany ceramics is on itself on producing a styled and
quality product. The raw material for the company was imported from Italy and
Spain. Somany ceramics has become a dynamic leader in the field of ceramics
industry. The somany stay on the position of dynamic leader from three generations.
It becomes the able leader in the ceramics industry. It can brings together their
staggering breadth of experience and wisdom.
With Shri H L Somany as Founder of ceramics company, Shri Shreekant Somany as
the CMD and Shri Abhishek Somany as the JMD of the company. The company run
towards an exciting phase of expansion and growth. The creative leadership team
along with a large team of highly dedicated and talented people is continuously
working for making the company at top position. Their commitment to expand the
company in every sphere sectors.
In 1971 the first unit of Somany limited started their production in Kassar plant,
Haryana. Since then Somany has reached and surpassed many milestones. The
company set up its second unit in 1981. Somany's Indian promoters buy equity shares
in 1994. The company ventured in retailing in 2007. The companies joint venture with
Keraben under brand name “Synergy”, got patent for VC technology-a first ever in
Indian Ceramics industry and incorporation of HL Somany group.
The company establish many showrooms for advertising their products. Somany
Global flagship retail showrooms are currently located in Delhi, Gurgaon, Ludhiana
and Mumbai, Pune and Indore. Many other retail showrooms are about to be opened
in leading centers. These showrooms cater to high-end customers and offer imported
tiles as well as exclusive Aqua ware brand sanitary ware. A large network of Somany
display centers are also spread across the country.
A wide cutting-edge array of designs and material make up the inspiring Somany
range of tiles. Somany provides its customers floor, wall, vitrified, ceramic, porcelain
and innovative tiles. They provides stylish and very innovative latest tyles in the
world. Somany prides itself in the sheer variety of design and finish, and constantly
looks to bring new and trend-setting ideas into the tile industry. The futuristic
Page | 40
patented VC Shield range of tiles from Somany are the world's most durable floor
tiles. Created using the breakthrough, 'Veilcraft technology', that creates a special
layer on the tiles that keep them free from abrasion, scratches and stains, these tiles
retain the original glaze and finish for years. No wonder then, that these tiles
comprehensively outperform ordinary ceramic tiles including PEI grade 5 tiles.
Venturing into the burgeoning sanitary ware sector, Somany has already made major
in-roads into this market. With its range of high quality products and offerings under
the brand name of Aqua ware, Somany is focusing on creating a niche for itself in this
sector, by bringing in and adopting the latest in design, concept and technology. In the
endeavour to bring the very best to customers, it sources its raw material from as far
as Italy, Spain, and China besides Rajasthan, Uttar Pradesh, Madhya Pradesh and
other major centre in the country.
Somany has a production capacity of 15.7 million sq metre per annum from its
Haryana and Gujarat units. It has always focused on acquiring and leveraging the
latest technologies and know-how. A commitment to bring to life new ideas and
design innovations is driven by the huge amounts of funds invested in research and
development. This has borne fruit in the form of Somany's achievement of
establishing the very first Government Recognized In-house Research &
Development Centre.
Somany has also brought in some ground-breaking technologies into the Indian
market. Their highly advanced Rotocolour Machine has the capacity to decorate
ceramic tiles with glazes, using a serigraphic decorating system that employs silicon
cylinders. This integrated system that optimizes decoration of tiles enables any kind
of random design and also a marble effect. A truly trend-setting achievement, it has
helped Somany to set new industry benchmarks in quality and production standards
for ceramic tiles.
Another exceptional technological advantage has been achieved with Somany's new
Laser Guided Vehicle system. This cutting-edge material transportation system has
automated the movement of ceramic materials in the production system. The Laser
Guided Vehicle facilitates optimal and accurate handling, thereby minimizing
Page | 41
rejection of in-process materials during the production of tiles. All of this is a result of
Somany's commitment to bring the best and the latest to its valued stakeholders and
customers in India.
Product range of the company includes: Floor Tiles, Wall Tiles, Imported Tiles
Sanitary Ware: Toilets, Basins, Urinals
Achievements/ recognition:
• R & D initiatives and activities recognized by the Govt. Of India
• ISO 9002 awarded
• ISO 14001 awarded
• ISO 9001 : 2000 awarded
• Export House award
• Capixel award for 3 consecutive years
Power brand award 2010, 2011 and 2012- The company won this award for
facilitating with BIS market licence for their products. Most of the products
manufactured at kessar plant. The company starts its first somany showroom in
their studio. For this they get green building certificate. Various other studios are
also opened in Gandhi dham, at kadi plant, in ahemdabad, dindigul, etc. They get
OHSAS 18001: 2007 certificate from international Accrediation of UKAS. In
2013
Page | 42
Profit & Loss of Somany:
(consolidated figures in crores)
Particulars FY 12 FY 13 FY 14 FY 15 FY 16
Net Sales 876 1,050 1,261 1,535 1,710
EBIDTA 75 88 84 115 152
Depreciation 18 20 21 26 28
Finance Cost 21 20 19 21 22
Profit before
Tax
36 48 44 68 97
Tax
Expenses
11 16 15 22 31
Profit after
Tax
25 32 29 46 65
Cash Profit 43 53 53 74 97
EPS (Rs.) 7.28 9.28 8.25 11.94 16.25
ASIAN GRANITO LIMITED
The company was incorporated in 1995. They engaged in manufacturing of flooring
solutions. The company is one of the leading wall tile manufacturers in India. In wall
segment, Asian Granito India are the biggest tile manufacture in India. The company
has a marketing network of 18 depots at across the India, 10 Asian Exclusive
showroom and 3000 business associates.
Company operates two plants located at Sabarkantha, Gujarat, spread over on an area
of 2,30,000 Sq. Metre. The total production capacity of this plant is 32300 Sq. Metre.
Page | 43
Per day of tiles Company’s manufacturing facilities has received ISO 9001:2000
certifications for its quality management system by KPMG.
The company exports around 20% of its production to over more than 12 countries
that include United States, Africa, Gulf and Middle East countries. The company has
clientele namely Godrej, Reliance Industries, Mc Donald, DLF, HPCL, HDIL, Maruti
Suzuki are among others.
Products
The company manufactures products such as wall tiles, vitrified tiles, ceramic floor
tiles, marble and quartz stone and Aquart. The company has created brands namely
stonext, future and bonzer . They get several awards like:
• 2003- 1st Prize in Surat
• 2004 june- 1st Prize in Surat - Mega Show.
• 2004 july- 2nd & 3rd Prize in Coimbatore - Mega Show.
• 2004 october- 1st Prize in Bangalore - Mega Show.
• 2004 october- 1st Prize in Ahmedabad
• 2004 october- 2nd & 3rd Prize in Kochi - Mega Show.
• 2004 december- 2nd Prize in Delhi - Mega Show.
• 2005 January- 1st Prize in Indore - Mega Show.
• 2005 January- 2nd Prize in Ahmedabad - Mega Show.
• 2005 January- 3rd Prize in Ludhiana - Mega Show.
• 2005 Feburary- 1st Prize in Chandigarh - Mega Show.
• 2005 Feburary 1st Prize in Pune - Mega Show.
• 2005 June- 3rd Prize in Surat - Mega Show.
Page | 44
• 2005 July- 1st Prize in Coimbatore - Mega Show.
• 2005 August- 1st Prize in Ludhiana - Mega Show.
• 2005 September- 1st Prize in Hyderabad - Mega Show.
• 2005 October- 2nd Prize in Kochi - Mega Show.
• 2006 Feburary- 1st Prize in Chandigarh - Mega Show.
• 2006 December- 2nd Prize in Delhi - Mega Show.
• 2010 Janurary- 2nd Prize in Jaipur - Decor India Exhibition.
• 2010 Feburary- 1st Prize in Ahmedabad - MBA Property Show.
• 2000 Foundation stone laid for ASIAN TILES
• 2001 Produced Ceramic floor tiles size: 12”x12” - 2500 Sq. Mtr. per day.
• 2002 Produced Ceramic floor tiles size: 16”x16” - 2500 Sq. Mtr. per day.
• 2003 Ceramic floor tiles total production capacity 6000 Sq. Mtr. Per day.
• 2004 Established ASIAN GRANITO INDIA LTD. Himatnagar - production
of Vitrified Tiles -size: 24'x24' & 20”x20” - 4000 Sq. Mtr. Per day.
• 2005 Expansion of production 6000 Sq. Mtr. Per day with Vitrified Tiles
Size: 36”x36”.
• 2006 Expansion of production 6000 Sq. Mtr. Per day with Vitrified Tiles
Size: 800x1212mm.
• 2007 Launched of ASIAN WORLD (Company's Exclusive Showroom) in 14
cities Ahmedabad, Bangalore, Chennai, Coimbatore, Gandhinagar,
Himmatnagar, Jaipur, Kochi, Mumbai, New Delhi, Pune, kolkata, Chandigarh
& Surat.
Page | 45
• 2008 Company launched exclusive collection of wall tiles & Introduced
India's largest & finest size: 900x300mm with 10000 Sq. Mtr. Production per
day.
• 2009 Company started Production of Exclusive range of Asian Marble Stone
(10x4 Feet Slabs)
• 2010 Start 15000 sq.mtr wall production Per day
• 2010 Company started Production of Asian Quartz Stone (10x4 Feet Slabs)
• 2010 Launched Grestek Nxt Digital Ceramic wall Tiles
• 2010 Launched a new project Asian Nature’s fresh in Agro based Expansion.
INANI MARBLES
Inani Marbles & Industries Limited manufactures and deals in Marbles/Granites/
Stone Blocks, Slabs Tiles and allied products. The Company offers various products,
such as granite, quartzite, imported marble, Indian marble and sandstone. It processes
granites in various finishes, including Flaming, Lapato, Sandblast, Shotblast and
River-finish. It offers granite in various categories, such as almond pearls and red
multi. It offers quartzite in various categories, such as light brown, brown, red, grey,
grey movement and buff grey. It offers imported marbles in various categories, such
as dark emperador, light emperador, bottochino, crema bottochino, red onyx, white
onyx, tiger onyx, onyx, Diana, teracota, pearl white and olive grey. It offers Indian
marble in various categories, such as maharani pink, red elekanta, raymond silver,
lady onyx, dark green, forest green, fancy gold, fancy green and soapstone gold. It
offers sandstone in various categories, such as rainbow-1 and rainbow-2.
Inani Marbles and Industries Ltd. Established in 1987 Started in a small way, today
Inani operates North India’s Biggest Fully Automatic Italian Processing Unit 100%
Export Oriented Unit at Chittorgarh, Rajasthan, with a huge capacity and state-of-the-
art technology for Granite and marble processing. We have captured a large segment
of the Indian Granite, Marble, Quartzite, Sand stone and Imported Marbles.
Page | 46
Right from the commencement of its activities, Inani Marbles has been a reliable
natural stone source filling for architects, contractors, builders and wholesalers. We
have also ensured complete control of the entire production process, we owns mining
land having more than 20 colors across the north Indian states. Right from raw
material sourcing to on-time delivery, the plant has an annual production capacity of
900,000 sq. Mt.
The company's core strength lies in its constant endeavor to promote new varieties of
world-class products from time to time and also its ability in having fine-tuned
concept of customer satisfaction to understand its client's needs. We are competent to
supply Natural stones in slabs, Blocks and cut to size as per customer’s requirements.
This strategy has helped the company in registering a steep growth in both volume
and its varieties.
We earned a high degree of credibility with our clientele base as the most reliable and
consistent supplier, to stay competitive, we have established a warehouse in the
Sharjah, UAE and Planning for more. We presently meet the requirements of USA,
Europe, and Middle East North Africa (MENA Region), UAE and other countries.
Today our efforts to maximize shareholders value go beyond Marbles and Granites.
We have developed a will to build a sustainable future by taking into account the
economic, environmental and social needs of all shareholders, every step of the way.
MURUDESHWER CERAMICS LIMITED
Murudeshwar Ceramics was incorporated on June 29, 1983. The company is a
manufacturer of ceramic glazed floor tiles. The company was promoted by R N Shetty
and his associates and Karnataka State Industrial Investment & Development
Corporation (KSIIDC) in the joint sector.
In the year 1983, the company entered into a technical and financial collaboration
agreement with Klingenberg Dekoramik, GmbH, W Germany for technical know-
how, ceramic technical documentation, assistance in machinery selection, establishing
production and training Indian technicians in Germany.
Page | 47
In the year 1992, the company introduced Plaza, Galaxy and Symphony series of
ceramic tiles which were well received in the market. Also, tiles in sizes viz. 25cm x
20cm and 20cm x 15cm were introduced.
The company manufactures glazed ceramic floor tiles, vitrified porcelain and natural
granite slabs. The company markets its products under the brand name Naveen. The
manufacturing facilities are located in Hubli (Karnataka) and Karaikal (Pondicherry)
with a production capacity of 75,000 TPA. The units are equipped with state- of- the-
art technology in technical collaboration with Sacmi Imola & Breton, Italy. The
company is planning to set up a plant in north India with an installed capacity of
10,000-12,000 square meters per day.
The products are tested and certified by Shriram Institute of Industrial Research for
product quality conformance. R&D cells attached to the manufacturing units work
independently and constantly to develop new colors, designs, textures, finishes and
sizes in sync with the latest global trends.
The company has a countrywide network of offices and dealers and sells directly to
large projects. Its products are exported to countries such as USA, Australia, Republic
of South Africa, Russia, Sri Lanka the Middle East, Kenya and Mauritius.
The registered office of the company is at Murudeshwar Bhavan, Gokul Road, Hubli-
580030, Karnataka.
The company can produced the following products: Ceramic Glazed Tiles, Earth
Material, Polished Granite Slabs
Certification/ Recognition
• The company has been accredited with the ISO 9001:2000 certification
• MCL has received a state award from Government of Karnataka for
excellence in exports for the year 1995-1996.
Page | 48
MADHAV MARBLES LIMITED
Incorporated in the year 1989 as a 100% Export Oriented Unit, Madhav Marble &
Granite Ltd. is a leading processor and exporter of premium quality granite and
marble.
The company operates its Granite Division from South India(Salem, Tamil Nadu).
The Region known for its rich reserves of metamorphosed granite. In conformity with
its commitment to excellence, the company has installed the most sophisticated and
environment-friendly granite processing machinery imported from Italy. We have
another facility in North India Udaipur for Marble, Sandstone, Slates. This is the most
famous place known for its ample source of Green Marble.
We have an annual installed capacity of 6,00,000 square meters consisting of 6
Gaspari Gang-saws, 2 Breton Polishing lines, Maema Flaming machine and Resin
Line for Slabs. 6 Pedrini BlockCutters, 2 Pedrini Polihing Lines, Pedrini Resin Line
for Tiles. The Marble Division is located in Udaipur (Rajasthan) closest to world
famous green marble quarries.
The tactical and geographical location of both the plants ensure close proximity to the
raw materials, Potential to procure good quality raw material has always been one of
the prime focus of the company. The company exports its products to North America,
South America, Canada, Europe, Australia, South Africa, Russia, and Far East.
Our team of professionals take client relationship as their top priority which ensures
the absence of delays and issues are resolved promptly.
Madhav Marbles and Granites was incorporated as a private limited company on
April 7, 1989 and on May 31, and 1990 was converted into public limited company.
The company was established with an object to set up a 100% export oriented unit for
processing of granite tiles and another unit for processing of marble tiles. The
company was promoted by Rajsingh Dungarpur and other directors. The company is
setting up EOUs for processing granite tiles and marble tiles.
Page | 49
A plant for producing marble tiles was set in Udaipur in the state of Rajasthan in 1992
and a similar plant for granite tiles was set up near Salem in the state of Tamil Nadu.
Thus both the plants are located near sources of raw material.
The granite plant is a 100% export oriented unit and exports almost all its production
to many countries including U.S.A., Germany, Holland, UK, Australia and South
Africa. A granite slab plant was set up in 2001 and they are a full service company
offering granite tiles, slabs and cut to size products, from a single plant. The marble
plant, though not a 100% export oriented unit, exports almost its entire production to
various countries, prominent ones being Italy, Spain, Japan, Germany, Holland and
USA. Both tiles and slabs are processed in Udaipur and the company operates marble
quarries in Keshariaji near Udaipur , famous all over the world for its Green Marble,
and also exports marble blocks to Italy, Spain and China.
Product range of the company includes:
Granite:
Paradiso Bash Indian Dakota Granite
Kashmir White Ruby Red
Desert Brown Kashmir Gold
Raw Silk Chamrajnagar Black
Colombo Juparana Ivory Brown
Madura Gold Black Pearl
Siva Gold Granite Star galaxy Granite
Viscount White Granite Thiruvannamalai Yellow Granite
Tan Brown Granite Vizag Blue Granite
Warangal Black Granite Gibli Granite
Page | 50
Multicolour Red Granite Paradiso Granite
Sapphire Blue Granite Sapphire Brown Granite
Marble:
• Forest Green Marble
• Emerald Green Marble
• Madhav Green Marble
• Rain Forest Brown Marble
• Indian Onyx Light Marble
• Rain Forest Green Marble
• Indian Onyx Pink Marble
Achievements/ recognition:
• Their Green Marble is only one of the lots which have been tested in
American Laboratory ASTM (American Society for Testing and Materials
Standards).
• Madhav Marbles and Granites is a member of the Marble Institute of America.
SCHABLONA LIMITED
The company was established on 5th November 1983. The company was promoted by
H.L. Somany. The company Schablona Enterprise, Schablona India Ltd., is a joint
stock company registered in India. There shares are listed at the stock exchange at
Mumbai and Calcutta. It was incorporated in 1993. The company was engaged in
processing and value addition to normal tiles with decorative inputs for somany tiles.
It was launched Schablona brand in the year 2003. H.L. Somany also promoted some
other companies namely:
Hindustan Nationa Glass & Industries Ltd.
Page | 51
Hindustan Sanitary ware & Industries Ltd.
Somany Pilkington’s Ltd.
The company diversified themselves into another projects and these projects are under
negotiation with foreign collaborators. Then it was proposed to change the name of
the company from Soma Finance & Leasing Co. Ltd. to Somany Monforts Ltd. the
company carries on the business of leasing and hire purchase of general finance, legal
trust, promote industries etc. The company takes the approval from the central
government for change in name of the company from Soma Finance & Leasing Co.
Ltd. to Schablona India Ltd. with effect from 21st April 1993.
The excellent technological backup with hi-tech manufacturing base, with German
collaboration made the Schablona tiles more beautiful and breathtaking. The set up
with German collaboration is near Delhi in National Capital Region on NH-10 at
Bahadurgarh. It has also a strong in- house team of qualified and experienced artists,
designers and Research and Development department with computer facilities. Today,
the company can take any customization in ceramics, vitrified tiles or decals for
crockery and bone china industry. Schablona has strong network consisting of
dealership and distribution outlets across India.
2004- The company’s plant for on line decoration/ printing and firing for value added
ceramics tiles. Its annual production capacity of 90,000 sq. Meters of tiles. The plant
is equips with an automatic printing line and two microprocessor controlled gas fired
furnaces besides automatic tiles cutting equipment. All the equipments were imported
from Italy.
2005- A water jet cutting machine was added, which is capable of making intricate
designs by cutting and grooving.
2006- A new plant with automated printing line and two microprocessor controlled
gas fired furnance besides automatic tiles cutting equipment along with dryers. This
technique can increases the plant annual production capacity to 18,000 sq. Metres of
tiles.
Page | 52
Today Schablona name is considered as synonymous with high quality decals in the
country. The company is the leader in production of decals for transparent and opal
glass industries. The company’s first priority is of bone china manufacturers for their
high quality customized needs. There specialisation is in printing of gold and
platinum. They carry regular stock of colour ranges to suit all likely needs of their
clients, including certification for heavy metal norms and food safe products.
There are different divisions of the company. The division of the company can
produce over one million sheets per annum in 65cm* 85cm size. Recently the division
has added furnaces for decoration and firing of glass and porcelain. This may enables
their clients to get their transfer designed and fired from a single window. Now, the
division has started accepting orders for decoration and firing of glass bottles in large
quantities on regular basis.
The company’s operators are divided into two separate divisions. They are as:
Firstly, the Production department of Ceramics Decals.
Secondly for, Production and marketing of value added ceramics tiles.
Designer Tiles Division: The Company set up a plant in 2004 with annual capacity of
90,000sq. Metres of tiles. This plant is for line decoration/printing and firing for value
added ceramics tiles. The equipments of the plant was imported from Italy.
Transfers (Decals) Division: This department manufactures a high quality decals
required by manufacturers of glass. It has its own build artists, designers, R&D with
computer facilities. The plant imported the equipments from Germany.
Products range of Schablona includes:
Ceramic Tableware
• Ceramic Tiles
• Glass
• Enamel Cook & Serve Ware
Page | 53
ORIENT BELL LTD.
Orient Bell Ltd operates in the Ceramic wall and floor tile sector. In addition to
historical fundamental analyses, the complete report available to purchase compares
Orient Bell Ltd with three other clay and ceramic product manufacturers in Asia:
Lanka Walltile Plc of Sri Lanka (2016 sales of 15.54 billion Sri Lanka Rupees
[US$102.25 million] of which 58% was Tiles & Associated Items),
Nitco Limited (7.89 billion Indian Rupees [US$121.38 million] ), and
Lanka Ceramic Plc which is based in Sri Lanka (15.51 billion Sri Lanka Rupees
[US$102.03 million] of which 57% was Tiles & Associated Items).
Sales Analysis.
Orient Bell Ltd reported sales of 7.03 billion Indian Rupees (US$108.12 million) for
the fiscal year ending March of 2016. This represents a very small increase of 1.3%
versus 2015, when the company's sales were 6.93 billion Indian Rupees. Sales at
Orient Bell Ltd have increased during each of the previous five years (and since 2011,
sales have increased a total of 112%).
The company was established on 18th may 1977 as a public limited company. C.K.
KEJRIWAL was the founder of orient bell ltd. The collaboration of two main
companies AGROB Anlagenbau GMBH (AGROB) made the orient bell ltd. The
company manufacturers glazed wall tiles for their customers. The installed capacity
of the plant is 5000 TPA at Sikandrabad, Dist. Bulandshahr U.P. Its main motive is to
manufacture glazed white coloured decorative ceramic wall tiles.
In 1981 IFCI ordered to orient bell for rehabilitation of their company. At that time
orient bell became a subsidiary of Somany Pilkington’s Ltd. They can take the help
of their subsidiary company.
1987 the company took over an expansion programme to increase the capacity of their
plant by an additional 10,000 TPA.
Page | 54
In 1991 orient bell done various technical modifications at various stages of
production. And the problem of power load should be solved by the company. By
doing the modification in the technologies company can increase their overall
production.
In 1992 company wants to modernise their plant facilities. For this purpose they use
gas pipelines within the organisation. This technology is used tofacilitate conversion
from oil firing to natural firing in 1993.
In 1994 the company can modernise their press shop by replacing the mechanical
presses with automatic hydraulic presses. This change is beneficial for the company.
The Company can construct a fuel furnace so that they can use the biscuit tiles in
houses. It is fuel efficient tile designed for residential houses. The company also set a
new manufacturing plant having facility of 25,000 tpa adjacent to the existing site.
Orient bell done a technical agreement with Italy and import necessary equipments
from the country.
From 1995 onwards the company become a leading player in the ceramics sector. The
company has installed new machinery having the capacity of 1560 KVA. It is done for
further development. The of the company. The plant was fully operational on its
captive load. The company has installed and new and latest machinery for
manufacturing activities.
But in 1996- 1997 january the company face some problems. The production of the
company was disturbed because there is no supply of natural gas. The gas pipeline
was stopped for 23 days. It creates a big problem in the company. The maintainence
work was also suffered due to thraise of the problem. The company installed a new
machinery and increased the capacity to 52000tpa. Through this solution company
solve out their problem and come back to his work.
In the month of August- September, the company may issue 720000- 16% redeemable
nonconvertible debentures of Rs. 100 each. The ratio is 4 debentures: (5 equity shares
held along with 2 detachable warrants on right basis). Every required person can
apply for one equity shares at a premium of Rs. 10 per share. The right is exercisable
between 6 to 36 months from the date of allotment of debentures, failing which the
Page | 55
warrants would lapse. The debentures were redeemed at par in three equal
instalments. The instalments are: at the end of 6th, 7
th, 8
th year respectively from the
date of allotment of debentures.
Before 18 september company allotted 520 shares to the warrants people. In the MOA
company subscribe equity shares for promoters, directors, relatives and associated
companies. For all these parties companies issue 90000 shares. On 18th May 1997
company issue 460000 extra equity shares through prospectus. These shares were
issued for public only at Rs 10 each. In October same problem arise of blocking of
natural gas pipeline. The shutdown is for 26 days. For solving this problem company
may issue 16% shares (720000 secured redeemable non convertible debentures of Rs
100 each for cash at par aggregating to Rs 72 million on right basis). Company also
installed another efficient machines and equipments for use in the manufacturing
activities. The company commissioned its expansion project in march.
In 1998 company issues redeemable non convertible debentures. The shares were
listed with Delhi, Mumbai, Calcutta stock exchange.
In 2000 the company announced bonus shares in the ratio of 1:1.
2007- The company issues bonus shares in the ratio of 5:4.
2008- Orient Ceramics & Industries has recommended a dividend of 5%.
2009- The company has received carbon credits certificate by TUV Nord Cart
GMBH, Germany.
2010- The company has entered into a share purchase agreement with Bell Ceramics
Ltd.
2011- Orient Ceramics have recommended a dividend of Rs. 2 per share.
In 2012 Mr. Jaywant M. Puri has been appointed as a Vice President (Finance &
Accounts) of the company. The name of the company has changed from Orient
Ceramics And Industries Ltd. to Orient Bell Limited. Mr. K.M Puri, has been
appointed as a additional Director on Board of Directors of the company.
Page | 56
2013- The Orient Bell Limited has launched a website www.tilestalk.com to provide
the tiles education services. The company launched its own Bell Tiles Boutique
(BTB) in Bangalore.
During 2014 the board of directors of orient bell has announced a dividend of Rs 50
per share. Now Mr. Tanuja Joshi is appointed as an additional Director of the
company.
Orient bell ltd in 2015 has entered into an agreement for acquiring 19.5% equity
shares with a Ceramics Tiles Manufacturing Company at Morbi (Gujarat). Orient Bell
Ltd has informed the website address of the company being changed from
www.orientbell.com to www.oblcorp.com.
CERA SANITARYWARE LIMITED
The company was incorporated in 1998. It refers as a pioneer in the sanitaryware
segment in India. The company has launched a wide range of bath suite concept. Cera
Sanitaryware sells its products through Cera Bath Studios, which provides consumers,
architects and interior designers a full view of ranges of wash basins, shower panels,
shower cubicles, bath tubs, shower temples, whirlpools, cp fittings etc. Cera Bath
Studios has pan- India presence, are located at Ahmedabad, Bangalore, Chandigarh,
Kolkata, Cochin and Hyderabad, Mumbai.
Cera Sanitary ware has sales network of 400 distributors and 4000 retailers.
Manufacturing Unit of Cera Sanitary ware manufacturing facilities are located at
Kadi, Gujarat. The company started with production capacity of 3,600 MTPA which
has increased to 24,000 MTPA. The company also has captive power plant with a
capacity of 4.975 M.W.
Products of Sanitary ware- Under this the company manufactures a wide range of
showers, kitchen sink, seat covers, urinal, wash basin, plastic cisterns and EWC.
Taps- The Company is engaged in manufacturing of full range of taps such as singer
lever fitting, quarter turn fittings, half turn fittings, showers and other accessories.
Page | 57
Tiles- The Company manufactures a range of tiles namely Romanza, Columbia,
Cheviot, Camelia, Sarga, Dolce, Urbana, Taos and many more.
Tiles– The Company manufactures a range of tiles namely Romanza, Columbia,
Cheviot, Camelia, Sarga, Dolce, Urbana, Taos and many more.
Cera Sanitaryware has a tie up with Italy based tile maker - Rondine Group to market
its premium designer products in India. As per the deal Cera will get the exclusive
rights to market the premium range of Rondine’s tiles, a move which will strengthen
Cera’s position in the premium designer tile segment.
Cera Sanitaryware sells its products through Cera Bath Studios, which provides
consumers, architects and interior designers a full view of ranges of wash basins,
shower panels, shower cubicles, bath tubs, shower temples, whirlpools, cp fittings etc.
Cera Bath Studios has pan– India presence, are located at Ahmedabad, Bangalore,
Chandigarh, Kolkata, Cochin and Hyderabad, Mumbai. The company has a sales
network of 400 distributors and 4000 retailers.