PROJECT REPORT

ON

EMPLOYER BRANDING

AS DONE ATHINDALCO INDUSTRIES LTD.

Renukoot

Submitted by:-Neeraj TripathiSri Ramswaroop Memorial College of Engineering and Management,LUCKNOW

Submitted to:-Ms. Sashmita Singh(Training Coordinator)Department of MBASri Ramswaroop Memorial College of Engineering and Management,LUCKNOW

Certificate 

 

I certify that the Project Report entitled “Employer Branding at Hindalco”

is the result of the bonafide study carried out by Neeraj Tripathi under my

Guidance and supervision and that no part of the report has been submitted in

any other form or for any other degree.

Ms. Sashmita Singh

( TRAINING COORDINATOR ) Department of MBA

Shri Ramswaroop Memorial College

of Engineering and Management

LUCKNOW.

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Declaration

I hereby declare that this project titled “EMPLOYER BRANDING” at Hindalco Ind. Ltd., has

been completed in Hindalco Industries Limited, Renukoot. It is my own and original work.

This is a project report submitted in partial fulfillment of the MBA. It has never been

submitted nor published anywhere else before.

The above statement is true to the best of my knowledge.

Neeraj tripathi

3

Contents

• Preface

• Acknowledgement

• Research methodology

• India ‘s first global corporation

• Landmarks

• Hindalco industries ltd ( An emerging regional metal major)

• Renupower –an introduction

• Coal transport system

• Environment and safety

• Caring the environment

• Alumina profile

• Application and product

• Benefits

• Properties of aluminum

• Alloys

• Market structure

• Outlook

• Potential

• Employer branding

• Analysis and interpretation.

• Graduate engineer trainee questionnaire.

• External public questionnaire

• Employees questionnaire

• Swot analysis

• Annexure

• Bibliography

4

Diagrams & Graphs

Fully integrated operation renukoot

Map

Hindalco’s alumina refinery process

Reduction plant – process flow chart

Creating the right mix Market structure of alumina

The Big Ten

5

6

Statistical Contents

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Preface

The summer Training is an integral part of curriculum. During the training, a student gets

an opportunity to understand the practical aspect of theory. Training makes the concept

clear.

This project report is the outcome of the summer training that I have undergone at

Hindalco industries Limited for the partial Fulfillment of Masters of business

administration.

The topic allotted by the company to me is “Employer branding”.

I have tried my level best to make a good report. However, no one can claim for

perfection entirely. So I apologize for the discrepancy, if any crept in.

Preparation of project requires perseverance, initiatives, proper guidance and direction.

So it is mandatory to take the aid of various departments.

Actually a project is a summarized form of the following seven activities.

oPlanning

oResource Collection

oOrganizing

oJoint Efforts

oEfficiency

oCommunication

oTransparency

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Acknowledgement

Its intended a matter of proud and privilege that Shri Ramswaroop College Of Engineering

And Management offered me the opportunity of undergoing my industrial management

training at India's most esteemed organization:

HINDALCO INDUSTRIES LIMITED RENUKOOT.

The schedule of my training includes the study of the functioning of various department of

the company, emphasizing on human recourse where I got opportunity of undertaking a

human recourse research study on:

“Employer branding”

I would to like to express my sincere thanks to Mr. GUNJAN TIWARI, H.R. Assistant

General Manager, HINDALCO who gave me insightful tips and excellent suggestions

which gave this project a fine tuning.

In preparing this project, I want to give special acknowledgement to Mr. GUNJAN TIWARI

who not only guide me, but added many examples and ideas to improve this project. He is

my real guide and symbol of my ideas am highly grateful to all my respected faculty staff

and training and placement officer of the institute who always inspired and motivated me

for giving such a constructive shape to this project. At the end ,I faithfully record that I'

have devoted the best of my knowledge, effort and beliefs in the preparation of this

project.

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Research methodology

Objective :-

The research objective was to do serve on Employer Branding in Hindalco. The research

conducted was descriptive in nature.

Sample design :-The sample was conducted in which the respondent were the Employee , Graduate Engineer

trainee and Students.

• Area selected :- the survey was conducted in Renukoot town .

• Sample unit :- each respondent was considered as a single unit in survey.

Collection of data :- The data that are used for survey was primary data. That means I had used first hand data.

The method , which I used for collecting the data was questionnaire method. I asked

questions related to the problem and I got the feedback through the questionnaire.

Scope :-The scope of the study is restricted to the people within the Renukoot . So both quantitative

data were applied in the study.

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A US $28 billion corporation with a market cap of US $31.5 billion and in the league of fortune 500, the aditya birla group is anchored by an extraordinary force of 100,000 employees, belonging to 25 different nationalities. In India, the group has been adjudged "the best employer in India and among the top 20 in Asia" by the Hewitt-economic times and wall street journal study 2007. Over 50 per cent of its revenues flow from its overseas operations. The group operates in 20 countries: India, Thailand, Laos, Indonesia, Philippines, Egypt, China, Canada, Australia, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea.

Globally the Aditya Birla Group is:

GLOBAL VISION,INDIAN VALUES

GLOBAL VISION,INDIAN VALUESIndia’s first global corporationIndia’s first global corporation

A metals powerhouse, among the world's most cost-efficient aluminum and copper producers. Hindalco-Novelis from its fold, is a Fortune 500 company. It is the largest aluminum rolling company. It is one of the three biggest producers of primary aluminum in Asia, with the largest single location copper smelter.

• No.1 in viscose staple fibre

• The fourth largest producer of insulators

• The fourth largest producer of carbon black

• The 11th largest cement producer globally

• Among the world's top 15 BPO companies and among India's top three

• Among the best energy efficient fertilizer plants

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In India :-

o A premier branded garments player

o The second largest player in viscose filament yarn

o The second largest in the chlor-alkali sector

o Among the top five mobile telephony companies

o A leading player in life insurance and asset management

o Among the top three supermarket chains in the retail business

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landmarkslandmarks

2007:-

2007:-• India Today Group's Readers Digest Gold Award 2007 in recognition of the work that truly

exemplifies the highest values of society as well as those of Reader's Digest at the

Pegasus Corporate Social Responsibility Awards

• In May 2007, Novelis became a Hindalco subsidiary with the completion of the acquisition

process. The transaction makes Hindalco the world's largest aluminum rolling company and

one of the biggest producers of primary aluminum in Asia, as well as being India's leading

copper producer.

• Group was declared the “Best Employer” in 2007 by the Hewitt / Economic Times / Wall

Street Study.

2006:-

2006:-

• Hindalco in a joint venture with Almex USA Inc.

• Trans Works Information Services announces success of bid to acquire Minacs Worldwide

• Grasim Industries Limited, India; Thai Rayon Public Company Limited, Thailand and P.T.

Indo Bharat Rayon, Indonesia form a JV with Hubei Jing Wei Chemical Fiber Company,

China, for VSF.

The Aditya Birla Group, India's first multinational corporation, traces its origins back to the tiny

village of Pilani in the Rajasthan desert, where Seth Shiv Narayan Birla started cotton trading

operations in 1857. Today, the Group's footprint extends to 20 countries and its revenues are

US$ 28 billion. We retrace the highlights of this remarkable journey, starting from the present.

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2009:-•The Aditya Birla Group of companies donate Baht 3.5 million for housing in Chiang Mai,

Thailand

2008:-•Aditya Birla Group contributed Rs. 5 crore towards flood relief measures in Orissa

2005:-

2005:-

• Indian Rayon re-christened as Aditya Birla Nuvo.

• Aditya Birla Group to set up a world-class Aluminium project in Orissa.

• The Aditya Birla Group signs a framework agreement to acquire St Anne Nackawic Pulp Mill, Canada

2004:-

2004:-• Board reconstituted with Mr. Kumar Mangalam Birla taking over as Chairman.

• Completion of the implementation process to demerge the cement business of L&T and completion of open offer by Grasim, with the latter acquiring controlling stake in the newly formed company UltraTech.

• Grasim, Nagda, received the FICCI Annual Award 2003-2004 inrecognition of corporate initiaitve in rural development.

• Bihar Caustic and Chemicals Ltd., Rehla, Jharkhand, has received theFICCI Annual Award 2003-2004 in recognition of corporate initiative in family welfare.

• Hindalco recieves India CFO Award 2004 for excellence in finance in a large corporate.

• Scheme of Arrangement announced to merge Indal with Hindalco.

• Indian Rayon completes its brownfield expansion of 40,000 TPA at Hi-Tech Carbon, Gummidipundi, taking total capacity to 1,60,000 TPA.

• Deming Award for Indo Gulf.

• Indal wins FICCI Award 2002-2003 for 'Corporate Initiative in Rural Development'.

14

2003:-2003:-

• Mr. Kumar Mangalam Birla, Chairman of the Group, is selected as Business India's

Businessman of the Year - 2003.

• Mr. Kumar Mangalam Birla is selected as The Economic Times' Business Leader of the

year.

• The Group is ranked 16th in India's first ever survey of 'Great places to work in', published

in Business World magazine. The Group's joint venture concern, Birla Sun Life Insurance,

is ranked 9th in the same study.

• The Group is ranked 20th in a study on the 'Best Employers in India', conducted by Hewitt

Associates and Business Today.

• Hindalco receives the Asian CSR Award for its "Rural Poverty Allevation Programme". The

Asian CSR Awards are Asia's premier awards programme on Corporate Social

Responsibility.

• The Group acquires the Mount Gordon Copper mines in Australia, another strategic step in

becoming a globally competitive copper player.

• Liaoning Birla Carbon, the Group's first carbon black company in China, is incorporated.

• Indian Rayon acquires TransWorks, a leading Indian ITES / BPO company.

• The board of engineering major Larsen & Toubro Ltd (L&T) decides to demerge its cement

business into a separate cement company (Cem Co), in which L&T will retain 20 per cent of

its equity with the balance to be distributed to their shareholders in proportion to their

shareholding in L&T. As a consequence, Grasim to acquire an 8.5 per cent equity stake

from L&T and then make an open offer for 30 per cent of the equity of CemCo, to acquire

management control of CemCo. 15

• Indian Rayon formally launches its insulators joint venture with NGK Insulators Ltd., Japan,

christening it as "Birla NGK Insulators Private Limited.

• Birla Copper, a strategic business unit of Hindalco, is accorded London Metal Exchange

(LME) registration. Its copper cathodes are approved as 'Grade A' copper brand by LME.

2002:-

2002:-

• The Grasim board approves an open offer for purchase of up to 20 per cent of the equity of

L&T, in accordance with the provisions and guidelines issued by the Securities & Exchange

Board of India Regulations, 1997.

• Grasim increases stake in L&T to 14.15 per cent (351.84 lakh shares).

• Landmark corporate restructuring of Hindalco and IndoGulf. The fertiliser business of

IndoGulf to be demerged into a separate company called Indo Gulf Fertilisers. Indo Gulf's

copper business to be merged with Hindalco, creating a non-ferrous metals powerhouse.

• Grasim divests its Gwalior unit to Melodeon Exports Limited, and consolidates textile

operations at a single location in Bhiwani, MP, which will manufacture both 'Grasim' and

'Graviera' brands.

• PSI Data Systems acquires Birla Technologies Ltd, bringing the Group IT services business

under one umbrella.

• Indal acquires a controlling stake in Anapurna Foils Ltd (AFL), to augment its position in the

foil and packaging sectors. Subsequently AFL is merged with Indal.

• The Group receives The Economic Times' "Corporate Citizen" of the year award.

16

2001:-

2001:-• Grasim acquires 2.50 crore shares -- representing just over 10 per cent of the equity -- in

L&T from Reliance Industries Ltd.

• Birla Consultancy & Software Services spun off; becomes a separate entity called Birla

Technologies Ltd.

• Indian Rayon acquires a stake in PSI Data Systems, in one of the largest cash

transactions in the Indian technology sector.

• Grasim closes its pulp plant at Mavoor as a part of its restructuring initiatives.

1999:-

1999:-

• A joint venture with financial services major Sun Life of Canada is inked, as part of the

overall restructuring of the Group's financial services business.

1998:-

1998:-• The Group forms a 50:50 joint venture company with Tembec Inc. of Canada, called A.V.

Cell Inc., to supply pulp for the Group's VSF operations.

• Grasim acquires Dharani Cement and Shree Digvijay Cement to consolidate the group's

leadership position in cement.

• The cement businesses of Indian Rayon and Grasim are consolidated into a single

division of Grasim – the biggest restructuring ever by any corporate entity in India.

• The Group forays into copper with the commissioning of Indo Gulf's copper smelter – the

largest of its kind in India.

• Thai Organic Chemicals begins commercial operations of Chlor-Alkali and

Epichlorohydrin.

17

1996:-

1996:-

• To honour the memory of the late Aditya Birla, a new corporate logo – Aditya, the rising sun

– is launched.

• All group companies are consolidated under the umbrella of the Aditya Birla Group, led by

Mr. Kumar Mangalam Birla.

• P.T. Indo Liberty Textiles is incorporated to manufacture yarn in Indonesia.

1995:-

1995:-

• The Group enters the telecommunications sector through a joint venture with AT&T (USA).

• Thai Sulphites & Chemicals is incorporated to manufacture sodium sulphite and sodium

metabisulphite.

1994:-

1994:-

• The Birla Growth Fund is renamed Birla Global Finance Limited, as its span of operations

expands.

• Alexandria Carbon Black, the Group's first joint venture with the Egyptian government, is

established.

1992:-

1992:-

• Thai Epoxy and Allied Products commences production of Epoxy Resins in Thailand.

1991:-

1991:-

• Pan Century Oleo chemicals commences production of fatty acids and glycerin in Malaysia.

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1990:- • Mr Kumar Mangalam Birla gets actively involved in the Group's operations.

1989:-

• Thai Peroxide commences manufacturing of hygrogen peroxide solutions in Thailand.

1988:- • The government liberalises the petroleum industry. The Aditya Birla Group enters into a

joint venture with Hindustan Petroleum Corporation Ltd to set up a three-million- tonne

refinery, Mangalore Refineries and Petrochemicals Ltd (MRPL), at Mangalore, Karnataka.

1985 :-

1984:-

1986:-• The Birla Growth Fund is set up to finance industrial equipment, plant and machinery and

consumer durables, as well as for stock market operations.

• India's first gas-based fertiliser plant in the private sector – IndoGulf – goes on stream at

Jagdishpur, UP.

• Thai Polyphosphates and Chemicals commences production of sodium phosphates in

Thailand.

1987 :-

• Indian Rayon is renamed as Indian Rayon and Industries Limited (IRIL), to reflect its wide

horizon of activities.

• Thai Acrylic Fibre is incorporated to produce fibre and tow.

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1977 :-

1982 :-

• P.T Indo Bharat Rayon is established. It is the first producer of Viscose Staple Fibre in

Indonesia.

1978:-

• Thai Carbon Black, the Group's first carbon black company is incorporated in Thailand.

• Pan Century Edible Oils is incorporated in Malaysia, going on to become the world's largest

single-location palm oil refinery.

1975 :-

• The Indo Phil Group of companies, the first Indo-Filipino joint venture commences

production of spun yarn.

1974:-

• Thai Rayon, the Group's Viscose Rayon Staple Fibre business is incorporated in Thailand.

1973:-

• P.T. Elegant Textiles is established to manufacture spun yarn. It marks the Group's first

venture in Indonesia.

1969 :-

• Aditya Birla sets up Indo-Thai Synthetics Company Ltd, the group's first overseas company.

1967:-

• Grasim is incorporated. It commences operations with a small rayon weaving unit at

Gwalior, MP. 20

1966 :-

1965:-

1962:-

1958:-

1947 :-

1919 :-

• Hindalco is incorporated.

• Hindalco commences production at its aluminium complex at Renukoot, UP.

• Aditya Birla, grandson of the legendary Shriyut Ghanshyamdas Birla, starts the Eastern

Spinning Mills & Industries.

• The Indian Rayon Corporation Ltd is acquired.

• Shriyut Ghanshyamdas Birla, grandson of Seth Shiv Narayan Birla, sets up the first Birla

jute mill, marking his entry into the manufacturing sector. Rapid business expansion

follows.

1857:-

• The foundation of the Birla Group of Companies is laid by Seth Shiv Narayan Birla – cotton

trading operations commence at Pilani, Rajasthan.

• Hindalco sets up a captive power plant at Renusagar - a significant strategic move.

21

Hindalco Industries limited

22

o Domestic market leader

o Globally competitive cost structure

o Significant strategic strengths backing benchmark

efficiencies

o Entering higher growth trajectory with sustainable growth

momentum

o Valuations yet to reflect the changing growth profile

Investment highlights

23

s

EE

WW

RRFF

FF

FF

RR

ss

ss

ss

R

R

JJ

Bauxite mines Power station Extrusion plant Alumina Smelter Alumina Refinery

RssEE

FF EEss R RR WW BB

Aluminum

smelter

Copper smelter ,refinery & jetty

Foils plant

Extrusion plant

Alumina refinery

Rolling mill

Wheels plant

Bauxite mines

Power station

Coal mines

24

Organizational profile

BACKGROUND OF THE UNIT – HINDALCO INDUSTRIES LIMITED, RENUKOOT

Hindalco Industries Ltd. is the Flagship Company of the Aditya Birla Group and is a renowned

non-ferrous metal major, producing Aluminum and Copper including Aluminum Foil.Hindalco

is amongst India’s top corporate having its units located at Renukoot, Renusagar, Dahej,

Silvassa, Muri, Belur, Belgaum, Kalwa, Taloja, Hirakud, Kollur, Mauda and Alupuram.

Hindalco was incorporated in 1958. Renukoot Unit commenced commercial production in

1962. The unit was set up in technical collaboration with Kaiser Aluminium and Chemicals

Corporation, USA. Renukoot was chosen as the site for the Company's integrated Aluminium

facilities to capitalize on power available from the Rihand Hydro Electric facilities. Renukoot

unit of Hindalco is the largest single location vertically integrated aluminium producer in the

country while contributing significantly to economic growth of the country, generating

employment and setting high standards in respect of fulfilling of obligations to all stakeholders.

The Renukoot unit of Hindalco comprises of Alumina (Refinery), Reduction (Smelter) &

Fabrication plant where as Captive power plant is located at Renusagar. Their bauxite mines

are located at Jharkhand, Chhattisgarh and Orrisa. Hindalco has centralised Marketing for

Primary metal, Flat Rolled and Extrusion Products.

25

Organizational environment

Hindalco being four decades old ‘pioneer in its field’ is having its operational activities at about

150 Kms away from the nearest Holy City of Varanasi in the midst of Reserve Forest of

Vindhyachal Range. Over a period of time, Hindalco and its township has been enriched with

an unparalleled family culture. Belongingness and ownership feelings amongst the employees

are deep rooted in their inherited mindset. It can well be understood from the very fact that

there hasn’t been a single hour loss of production due to any labor unrest for last 32 years. In

its effort to continuously excel the past performance, efficient technologies and better

management practices like QC, WCM, Kaizen have been implemented.

Main products and services:

Delivery Mechanisms:

The alumina powder is delivered to customer (Smelter plant) through belt conveyor and air

sluice, directly in their silos.26

Caustic SodaFrom Subsidiary

Al. FluorideFrom JV

Captive Power (820 MW)

Wire Rods40,000 TPA

Rolled80,000 TPA

Extrusion13,700 TPA

Foils5,000 TPA

Foils

5Wheels300,000 Pcs

Fully integrated operations - Renukoot

Indal synergies provide additional strength and operational

flexibility.

27

Hindalco alumina refinery process

Al2O3 (Alumina) to Reduction Plant

Al2O3 (Alumina) to Reduction Plant28

Reduction plant – process flow chart

POT ROOM

29

Rolling Mills

o This involves conversion of rolling ingots into sheets, coils, plates, circles etc.

o Rolling section has a Hot rolling mill and 2 nos. cold rolling mills.

o The rolling process can be divided into two parts i.e. Hot rolling and Cold rolling.

o Steps involved are scalping, soaking, Hot rolling, Cold rolling, Annealing, Heat treatment, finishing and packing.

o Finishing Line incorporates equipments like Mecesa Slitting Line, Bronx Cut-to-Length Ungerer Tension Leveller and Samis Circle Blanking Line.

o Finished products in packed condition as per customer requirement are despatched.

Continuous Strip Caster

o An alternative to Hot rolled coils, the strip is cast directly from molten metal in this plant.

o This eliminates all intermediate processes like D Casting, Scalping, Soaking etc. and

thereby reduces cost of end product.

Inspection & Packing

o Adoption of semi-automatic process.

o Endeavour to packing cost reduction and assurance for supply of material in intact

condition.

o Storage of packed material in warehouse till desptach.

Fabrication plant- processes

30

Aluminium profile

Demand

Aluminium product profile and its substitutes(wood and plastic)are used for the same

intermediat uses in four different cases: new and renovated buildings. Profile aluminium has

65% of doors and windows frame market in India,during the last 5 years. The increased

demand of aluminium profile products in Greece is primarily determined by the development

of private construction and public sector projects (spata airport ,rio-antirio bridge, metro

Athens,etc.)are are very important factor for the future demand of the aluminium profile

industry. The construction industry service are a highly cyclical market, suffering from the

normal 4 or 5 year business cycle.

Aluminium profile demand exhibits greater variability than the other sector of the construction

industry because private sector demand is dependent on investment by other sector of the

economy and is highly sensitive to interest rate.

The future for construction demand is uncertain and growth will depend on, among other

thing, the success of policies to increase growth, employment and competitiveness. The

speed of convergence towards monetary integration and the constraint that this

convergence may impose on the greek government for construction will also effect growth.

Supply

The total number of aluminium profile company is 25 and most of these companies are

society anonyms. The aluminium profile market has a small number of large well known

companies(15% of the total number of firms),a relatively less significant band of medium sized

firms(65% with less than 30 employees) and a major segment of small companies (there are

no dominant companies and they have less than 29 employees)which are either specialists or

worked in extremely localized markets.

35

The international market:

The non ferrous-metal industry is one of the biggest sector in the European union; with gross

output accounting for 10%-13% of GDP in the E.U.aluminium also represents about 205 of

the total economy. The E.U. consumption of these metals is even higher, representing nearly

28% of the market economy countries demand. The sector is a major employer with around

300,000 persons employed at same 3200 firms and its annual turnover is ,in the order of 20

billion ,ECU in 1996.the e.u. aluminium industries is a net exporter of raw materials.

Production of primary aluminium was3, 1 million tones in 1995 (+2, 6%vs 1994) and 3,2

million tones in 1996(+1,9%vs 1995). Production of secondary aluminium was 1,71 million

tones in 1995(+4,6vs 1994) and 1,74 million tones in 1996(+2,1%vs 1995).

Total production of primary aluminium was 170 thousand tones in 1996(40%of the total

European production),while the consumption7,67,00tonnes in the same year. Extruded

product output was 6,71,000 tones in 1995(+0,3%vs 1994) and 6,95,000 tones in

1996(+3,6%vs 1995)around 40% of total production is exported primarily in the E.U.

The extruded product have an incomparably large range of applications: in construction

(90% in 1996),transportation (1,7%),

Mechanical and electricity sector(1,8%),and many other applications (6,5%).many

companies of the aluminium sector are listed in the Athens stock exchange, in the last 4

years.

36

Applications & products

Aluminium is a key component in so many aspects of our life – from the buildings we work in

to the cars we drive, from the cans we drink out of to the flights we take. Its unique

combination of properties – lightweight, strong, flexible, recyclable - make it ideal for an

almost endless range of applications and an essential part of modern living.

Building & Construction

The building and construction industry is today faced with many environmental challenges -

from its impact on climate change to its choice of materials and methods of waste disposal.

The growing understanding that the entire life cycle of a building and its fittings must be

considered and balanced against the realities of design, function and economy has seen

aluminium fast become the material of choice.

Its properties mean that intricate, stable and lightweight structures can be designed without

concern, as even thin structures do not warp. Aluminium is a material that has given architects

and designers the physical means to achieve creative innovations in design.

Aluminium allows a high degree of prefabrication with a variety of finishes before components

leave the factory, which reduces the workload at the construction site.

Design, Function and Economy

Architects and designers have been aware of aluminium's unique qualities for more than 100

years. As well as being one of the most abundant metals in the world, aluminium's formability,

high strength-to-weight ratio, corrosion resistance, and ease of recycling make it ideal for:

Windows, Skylights, Screens and Doors

Highly resistant and rigid, they have low rates of expansion and contraction and also of

condensation. They are extremely stable, durable and thermally efficient.

37

Facades, cladding/siding, weatherproofing

Aluminium siding is available with insulation and reflective foil backing, so walls can be made

weatherproof and energy-efficient.

Roofs and CanopiesAluminium building products help keep homes cool in summer, warm in winter, and snug and

dry all the year round.

Structures

Structural uses range from a glazed shop front to the superstructure of a shopping centre or

stadium. Its resistance to corrosion means it is virtually maintenance-free which is particularly

important if used in an inaccessible area.

Transportation

The combination of lightness, strength and formability make aluminium the ideal material for

any transport application. The initial investment in energy is repaid many times over in fuel

savings and gains during recycling of most vehicles.

It takes force to move something (Force = Mass x Acceleration). Therefore, the lighter the

relevant thing is, the less force it takes. A truck, car, train, boat or plane can be moved with

less force or carry more cargo at the same force if the vehicle itself is lightened.

Let's not forget non-motorised transport - bicycles, scooters, roller blades - nor mobility aids -

wheelchairs, walking frames and chairlifts - both of which also benefits from the properties of

aluminium.

38

Aluminium cans

Aluminium cans are perfect containers - strong, lightweight, compact, impermeable, safe and

recyclable.

Most drinks cans are now made of aluminium and their popularity is easy to understand as

aluminium imparts no taste, it keeps flavor and carbonation in and oxygen, light and moisture

out. Also it is shatter proof and any attempts at possible tampering are easily detectable.

Aluminium beverage have a protective polymer coating applied on the inside to prolong

storage life. This polymer coating ensures that the acids and salts in beverages or food never

actually come into contact with the metal.

Aluminium cans are easier to ship to wholesalers and retailers than both glass or plastic

bottles because of they are light, but strong. They stack better in delivery trucks, on shelves

and in the refrigerator and need less protection during shipment. Significant energy savings

are made in both shipping and distribution.

Aluminium cans are also easy to collect for recycling and one of their great assets is that they

are totally recyclable.

39

ElectricityAluminium or aluminium alloy electrical conductors are now widely used in:

oOverhead electrical transmission and distribution cables

oPower systems and substations

Aluminium is particularly suited to these uses because of its high electrical conductivity, low

weight and good resistance to corrosion.

Transmission and distribution lines Worldwide most high-voltage overhead transmission and

distribution lines – as well as many underground lines - are made of aluminium.

Since 1945, aluminium has replaced copper in high-voltage transmission lines and today is

the most economical way to transmit electric power. Aluminium weights only one-third of

copper and one kilogram of aluminium can carry twice as much electricity as one kilogram of

copper. Aluminium power lines are therefore lighter and require fewer, and lighter support

structures.

Aluminium power lines can be made of single-strand wires, of many wires stranded together

or, for maximum strength, of aluminium strands wrapped around a steel core.

Power systems and substations

Almost all electric lights, motors, appliances and power systems depend on a vast grid of

aluminium wire. For example, the power systems of the world's largest buildings are made of

aluminium.

Aluminium is also widely used in "switchyards" or substations where electricity is stepped

down to lower voltages for local distribution.

Light bulbs, antennae and satellite dishes

Since the 1950s aluminium has practically replaced brass as the standard base for the electric

light bulb. Every year in North America, more than four billion light bulbs, fluorescent tubes

and other electric lamps are manufactured and 95 per cent of them have aluminium bases.

Thousands of television antennae and many satellite dishes are also made of aluminium.40

Other uses of aluminium

• Aluminium hydroxideAluminium hydroxide is widely used as an antacid to relieve gastric irritation and assist in the

healing of peptic ulcers. It has good acid neutralizing capacity and also has the ability to absorb and reduce the activity of pepsin.

• Aluminium chlorohydrateSoluble aluminium compounds have been used for many years as antiperspirants. Aluminium

chloride was the first compound used as an antiperspirant although currently aluminium chlorohydrate which is much less acidic, is the major antiperspirant compound. The action mechanism is still under investigation but it appears to act by forming a plug of aluminium hydroxide within the sweat duct.

• Aluminium hydroxideIn 1926 alum-precipitation diphtheria toxoid was discovered to have greater antigenic

properties (for stimulating the production of antibodies) than the toxoid alone. The enhancement of diphtheria toxoid by the adjuvant (beneficial additive) aluminium

hydroxide is typical of the use of an aluminium salt to increase the level and duration of immunity afforded by a vaccine. Aluminium salts are the most widely used type of adjuvant due to its reputation for safety in humans.

Aluminium performs a valuable role in the treatment of water. Aluminium sulphate (alum) is

widely used in the purification of waste water as well as water from rivers, lakes and

reservoirs. It is a flocculating agent with the capacity to coagulate and trap solid matter that

may be floating in the water, such as algae and other organic and non-organic matter.

During the process a fine precipitate is formed which removes many contaminants, including

the spores of dangerous pathogens. Before leaving the treatment plant the water is filtered to

remove the flocculate and the vast majority of the aluminium. At present there is a WHO

guideline for the maximum level of aluminium in drinking water of 0.2mg total aluminium per

liter. This is essentially set for the visual effect and taste. No health-based criteria have been

proposed for aluminium levels in drinking water by the World Health Organization.

o Medical use of aluminium

o Aluminium in water

41

Benefits

Modern life is full of advantages brought about by the use of aluminium. So why aluminium? What are the major benefits of this unique metal:

oStrengthPure aluminium is soft enough to carve but mixed with small amounts of other metal to form alloys, it can provide the strength of steel, with only one-third of the weight. Without aluminium there would be no commercial air travel.

oDurabilityAluminium sprayed on a polymer forms a thin insulating sheet that can keep a newborn baby warm or save the life of someone on an exposed mountaintop.

oFlexibilityIts combination of properties ensure aluminium and its alloys can be easily shaped by any of the main industrial metalworking processes - rolling, extrusion, forging and casting.

oImpermeabilityAluminium has excellent barrier function which makes it ideal for food and drink packaging and containers. It keeps out air, light and microorganisms while preserving the contents inside.

oLightweightAluminium used in transport reducing the weight of the vehicles, hence in providing fuel efficiency, reducing energy consumption and greenhouse gas emissions.

oCorrosion-resistant The metal's natural coating of aluminium oxide provides a highly effective barrier to the ravages of air, temperature, moisture and chemical attack, making aluminium a useful construction material.

oRecyclableOnce made, aluminium can be recycled again and again, using only a very small fraction of the energy required to make "new" metal. Recycling saves about 95% of the energy required for primary production.

oOtherAluminium is a superb conductor of electricity which has seen it replace copper in many electrical applications. It is also non-magnetic and non-combustible, properties invaluable in advanced industries such as electronics or in offshore structures.

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Properties of aluminium

o Pure aluminium is a silvery-white metal with many desirable characteristics. It is:

o Non toxic

o Impervious

o Non magnetic

o Non sparking

o Decorative

o Easily formed, machined, and cast

o Alloys with small amounts of copper, magnesium, silicon, manganese, and other elements have very useful properties.

o Strong depending on its purity, for example 99.996 per cent pure aluminium has a tensile strength of about 49 megapascals (MPa), rising to 700 MPa following alloying and suitable heat treatment.

o Although not found free in nature, aluminium is an abundant element in the earth's crust. o Low density

o Corrosion resistant

o Electricity conductor o Non-magnetic

o non-combustible

o Highly reflective

o Heat barrier and conductor

o Malleable

o Easily worked

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Physical properties

Density/Specific Gravity (g.cm-3 at 20°C) 2.70

Melting Point (°C) 660

Specific heat at 100 °C, cal.g-1K-1 (Jkg-1K-1) 0.2241 (938)

Latent heat of fusion, cal.g-1 (kJ.kg-1) 94.7 (397.0)

Electrical conductivity at 20°C (% of international annealed copper

standard)64.94

Thermal conductivity (cal.sec-1cm-1K-1) 0.5

Thermal emmisivity at 100°F (%) 3.0

Reflectivity for light, tungsten filament (%) 90.0

These properties can be very significantly altered with the addition of small amounts of alloying materials.

44

Alloys

Aluminum's range of properties can be found in an impressive array of commercially available

alloys. The composition and logic of those alloys are regulated by an internationally agreed

classifications system or nomenclature for wrought alloys and by various domestic

nomenclature schemes for the casting alloys.

The wrought scheme is as follows. Each registered alloy is described by a four digit number,

with a further letter and number indicating the temper, or condition of the alloy, For example,

6082-T6 is a medium strength grade based on the aluminium-magnesium-silicon family, in the

fully heat-treated condition.

The classification provides for:

1XXX Aluminium of 99% minimum purity

2XXX Aluminium-copper alloys

3XXX Aluminium-manganese alloys

4XXX Aluminium-silicon alloys

5XXX Aluminium-magnesium alloys

6XXX Aluminium-magnesium-silicon alloys

7XXX Aluminium-zinc-magnesium alloys

8XXX Miscellaneous alloys e.g. aluminium-lithium alloys

Alloys fall into two main groups. The work-hardening alloys, where strength is achieved by the amount of "cold work" applied to the alloy for example, by rolling, and heat-treatable or precipitation hardening alloys, where the strength and properties are achieved by heat treatments of varying complexity.For more information about alloy designations and properties try one of the following sites:

UK – Aluminium Federation - www.alfed.org.uk

USA – Aluminium Association - www.aluminium.org45

Background

Aluminum is a very abundant metal. It also highly sought after due to its properties of being

lightweight and its resistance to corrosion. It is heavily used in the automotive, aerospace and

construction industries and demand for the metal has soared in the past 50 years.

Unfortunately, it occurs very infrequently in a free state and is instead usually found combined

with other minerals such as bauxite and therefore needs to extracted and smelted. This

extraction from mineral ores is a difficult and expensive process.

One of aluminum’s core requirements is access to large amounts of power in order to drive

smelting operations. A very high temperature is necessary to melt aluminum. The heat is

derived from gas, geothermal, hydro or other power sources to generate electricity or heat.

Electric power used in aluminum smelting can represent up to 40% of the cost of production of

aluminum. This has prompted most major producers to continually look to set up production

operations increasingly closer to sources of energy. These may be hydro power in some

cases or simply closer to large sources of natural gas, such as exist in the Middle East. For

example, Alcoa is investing in hydroelectric projects in Brazil in order to be close to the actual

power source.

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Market structure

Aluminum production is expensive and requires heavy capital investment. Most of the key

producers are major corporations and the business is concentrated, not fragmented. As

indicated above, a recent trend is for major firms to invest in smelting operations which are

closer to power sources. As a direct results, older aluminum operational facilities are closing

down as the older sites are no longer cost effective. Norsk Hydro, for example has terminated

approximately a quarter million tons of capacity in Northern Europe in favor of cheaper Middle

East based operations. Alcoa has made similar moves. Industry experts estimate that up to 4

million tons of annual aluminum capacity from older facilities could be shut down in the next 3

to 4 years. How aluminum is used:

47

Industry players

o Rusal Headquartered in Russia Merger of Sual Group, OAO Rusal and assets of

Glencore AG Revenues of US $8.6 billion in 2006

o Alcoa Headquartered in Pittsburgh, Pennsylvania Revenues of $31.5 billion in 2006

Net Income of $2.2 billion in 2006

o Norsk Hydro 4th largest aluminum producer worldwide Major producer of oil and gas

in Norway 43% owned by the Norwegian government Produces over 1.6 million tons

of aluminum annually

o Rio Tinto Headquartered in the UK Revenues of US $22 billion in 2006 Market

capitalization of US $97 billion 33% profit margin Currently bidding US $38 billion to

buy out Alcan

o Alcan Headquartered in Montreal, Canada Revenues of US $25 billion in 2006 May

be purchased by Rio Tinto

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o Sources

o Trends and Recent Developments

With the price of aluminum remaining high, companies are investing heavily to find dedicated

power sources to be able to produce aluminum. They are looking even further afield, often in

very remote locations to set up aluminum producing operations. Some of these firms,

including Rusal and Norsk Hydro are looking to remote spots in Siberia or other locations for

new production sites. The new rule seems to be to get closer to the production source as

opposed to closer to the customer. The geographic center of gravity continues to shift. The

Middle East, as a consequence of its major oil and gas reserves, is expected to significantly

grow its aluminum production. With the same objective in mind, Norsk Hydro has teamed up

with Qatar Petroleum to expand capacity in Qatar. Alcoa has set up production operations in

Iceland where it has better access to hydropower. For the most part, aluminum operations in

the Pacific Northwest of North America have been almost shut down due to the high cost of

fuel.

Many firms are also focused more on the core production functions and are spinning off

ancillary operations such as aluminum packaging or aluminum can production (Rusal). Alcoa

has also recently been interested in selling some of its consumer-oriented operations

including ones in the automotive sector.

o Norsk Hydro

o Yahoo Finance

o Wikipedia

o Market Watch

o Wall Street Journal

o International Aluminum Institute

o United States Census Bureau

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Outlook

o India has the potential to be among the world’s top five suppliers and markets for aluminium

and steel

 

o Domestic Steel consumption is expected to grow by 8% p.a. to 60 million tones by 2010

o Aluminium demand is expected to grow by 10% p.a. for the next ten years

o India’s per capita consumption of metals is projected to increase substantially in the future

o Low per capita consumption today: 30 kg. of steel as compared to an average 150 kg.

globally, 0.6 kg. of aluminium as compared to 3–4 kg. in other developing countries

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o India is one of the lowest cost producers of alumina and aluminium.

o India presents large investment opportunities across the value chain.

 

o Integrated steel, copper and aluminium plants.

 

o Recycling plants for secondary aluminium.

o Booming automotive and infrastructure sectors are likely to drive future demand for

aluminium.

o Currently only 5% of steel is routed through Steel Servicing Centers; likely to increase to

35% by 2012.

o Large integrated international metal manufacturers including Mittal Steel and Dubai

Aluminium have announced plans for setting up plants in India.

o POSCO’s proposed US$12 billion investment in the mineral rich state of Orissa could be

India’s largest FDI till date.

o Investments of over US$30 bill.

o ion in steel and about $20 billion in aluminium are in the pipeline over the next five years

Potential

51

Employer Branding

52

Employer branding

Since the term Employer Brand was first used in the early 1990s to denote an organization's

reputation as an employer. Since then, it has become widely adopted by the global

management community. Minchin ton (2005) defines your employer brand as “the image of

your organization as a ‘great place to work’ in the mind of current employees and key

stakeholders in the external market (active and passive candidates, clients, customers and

other key stakeholders). The art and science of employer branding is therefore concerned

with the attraction, engagement and retention initiatives targeted at enhancing your

company's employer brand."

Just as a customer brand proposition is used to define a product or service offer, an employer

brand proposition (otherwise referred to as an employer value proposition, employee value

proposition or EVP) is used to define an organization's employment offer.

Likewise the marketing disciplines associated with

branding and brand management have been

increasingly applied by the human resources

and talent management community to

attract, engage and retain talented

candidates and employees, in the

same way that marketing applies

such tools to attracting and retaining

clients, customers and consumers.

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Origin and adoption of the Employer Brand concept

The term ‘Employer Brand’ was first publicly introduced to a management audience in 1990,

and defined by Simon Barrow, chairman of People in Business, and Tim Ambler, Senior

Fellow of London Business School , in the Journal of Brand Management in December 1996.

This academic paper was the first published attempt to ‘test the application of brand

management techniques to human resource management’. Within this paper, Simon Barrow

and Tim Ambler defined the employer brand as: the package of functional, economic and

psychological benefits provided by employment, and identified with the employing company.

By 2001, of 138 leading companies surveyed by the Conference Board in North America, 40%

claimed to be actively engaged in some form of employer branding activity. In 2003, an

employer brand survey conducted by the Economist among a global panel of readers

revealed a 61% level of awareness of the term ‘employer brand’ among HR professionals and

41% among non-HR professionals. The first book on the subject was published in 2005, and

the second in 2006 . In 2008, Jackie Orme, the Director General of the UK Chartered Institute

of Personnel Directors confirmed the growing status of the discipline in her opening address

to the CIPD annual conference, with the observation that: “When I started out in the

profession, nobody talked about employer branding. Now it's absolutely integral to business

strategy - resonating well beyond the doors of the HR department”. Similar recognition of the

growing importance of employer brand thinking and practice has also been recently in

evidence in the USA, Australasia, Asia, and Europe, with the publication of numerous books

on the subject.

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Employer branding

While the term ‘employer brand’ denotes what people currently associate with an

organization, employer branding has been defined as the sum of a company’s efforts to

communicate to existing and prospective staff what makes it a desirable place to work, and

the active management of a company’s image as seen through the eyes of its associates and

potential hires

Employer brand management

Employer brand management expands the scope of this brand intervention beyond

communication to incorporate every aspect of the employment experience, and the people

management processes and practices (often referred to as ‘touch-points’) that shape the

perceptions of existing and prospective employees. In other words, employer brand

management addresses the reality of the employment experience and not simply its

presentation. By doing so it supports both external recruitment of the right kind of talent

sought by an organization to achieve its goals, and the subsequent desire for effective

employee engagement and employee retention.

Employer brand proposition

As for consumer brands, most employer brand practitioners and authors argue that effective

employer branding and brand management requires a clear Employer Brand proposition, also

regularly referred to as an Employer value proposition or Employee value proposition (EVP).

This serves to: define what the organisation would most like to be associated with as an

employer; highlight the attributes that differentiate the organisation from other employers; and

clarify the ‘give and get’ of the employment deal (balancing the value that employees are

expected to contribute with the value from employment that they can expect in return). This

latter aspect of the employer brand proposition is often referred to in the HR literature as the

‘psychological contract’.

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Relationship between employer branding and internal marketing

Internal marketing focuses on communicating the customer brand promise, and the attitudes

and behaviors expected from employees to deliver on that promise. While it is clearly

beneficial to the organization for employees to understand their role in delivering the customer

brand promise, the effectiveness of internal marketing activities can often be short-lived if the

brand values on which the service experience is founded are not experienced by the

employees in their interactions with the organization. This is the gap that employer brand

thinking and practice seeks to address with a more mutually beneficial employment deal /

Psychological contract.

Role of employer brand management in brand-led culture change

Compared with the more typically customer centric focus of Internal marketing, internal

branding / brand engagement takes a more ‘inside-out’, value-based approach to shaping

employee perceptions and behaviors, following the lead of the highly influential ‘Built to Last:

Successful Habits of Visionary Companies’ study published in the mid-90’s. This sought to

demonstrate that companies with consistent, distinctive and deeply held values tended to

outperform those companies with a less clear and articulated ethos. While brand-led culture

change is often the stated desire of these programs their focus on communication-led,

marketing methods (however, involving or experiential) has been prone to the same failings of

conventional internal marketing. As Amazon’s founder, Jeff Bezos, asserts: “One of things you

find in companies is that once a culture is formed it takes nuclear weaponry to change it”. You

cannot simply assert your way to a new culture, no more can you assert your way to a strong

brand, it needs to be consistently and continuously shaped and managed, which is one of the

primary reasons many organizations have turned from the short term engagement focus of

internal branding initiatives to more long term focus of employer brand management

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EMPLOYER BRANDING : EVP DEVELOPMENT

BRAND LEARNING has extensive experience helping companies with brand positioning,

portfolio management and brand delivery across the marketing mix. We have used this

expertise to develop proprietary approaches and tools to create and implement Employee

Value Propositions (EVPs) aligned to our clients’ corporate brands.

EVPs deliver significant benefits for organizations: externally, by enhancing efficiencies and

effectiveness of attraction activities e.g. improved targeting and channel selection, cut-through

of persuasive and consistent messages; internally, by raising right fit employee retention rates

through greater levels of employee motivation and pride.

BRAND LEARNING’s approach to EVP development encompasses a comprehensive

program me of:

oStakeholder engagement and alignment - gaining traction, commitment and senior

sponsorship

oEmployer brand positioning and EVP frameworks design - aligning to the corporate brand

oRobust, innovative research - uncovering key candidate/employee learning's and validating

potential EVP routes

oCandidate/employee Insight and EVP generative workshops- leveraging proprietary tools

and creative techniques

oImplementation plan development - bringing the EVP to life at key touch points through both

internal engagement and external attraction activities

Using this approach, we partner our clients in developing insightful and differentiated EVPs,

powerfully brought to life at key “moments of truth” across the candidate journey and

employee experience – thereby providing a compelling reason for target candidates to join

and world class employees to stay.57

Building an employer brand

In the present job markets , where companies compete for attracting the best of the talent ,

employer brand , sometimes , becomes more relevant when compared to various critical

factors like job profile and the compensation package.

 Employer brand is the image of an organization as a great place to work in

the minds of its current employees and key stakeholders. It is the development of such an

organizational culture which fosters a sense of belongingness with the company and

encourages the employees to share organization's goals for success. In short, it is the value

of the company in external marketplace. The goal of employer branding is to create loyal

customers; the customers here being the employees.

An employer brand represents the core values of an organization. Companies that are

considered good employers have a strong identity and an image in the marketplace. Building

such a brand requires a lot of introspection by the company, and answering the questions,

"what kind of company we are, and want to become?" and "how do we live up to the

expectations of our stakeholders?

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What makes an employer a brand?

Simon Barrow, who is president of a successful consulting firm in London that specializes in

employer branding services describes four elements that work together to make an employer

brand. The first element is the Employment Package which is the offer that an employee gets

including job responsibilities, financial compensation, work/life balance, the employee's role in

organization and professional development. Next comes the Culture and Environment which

includes the physical working environment, the size of the organization, and the organization's

approach to work. Then there is Integrity. Delivering what has been initially committed always

counts. The consequence of a lack of integrity is seen in the form of high attrition rates. And

finally Management Performance that plays as a vital role in the Employer Branding process

Building a brand is typically a twofold process. One is for prospective employees and the

other for the current set of employees. While building brand for prospective employees,

initiatives are targeted at building a repute in potential recruits about the company as a

preferred place to work. On the other hand, while building brand internally, the company has

to live up to its standards and incorporate a culture of respect and trust for employees.

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Growing significance

It is said that an unsatisfied customer tells ten people about his experience while an unsatisfied employee tells a hundred. Employer branding reflects the work culture in an organization. It has become more critical in today's times, as most professionals are looking at a stable career and establishing a long-term relationship with the company. Research shows that employees of industrial brands feel a much greater sense of pride, attachment and trust towards their employer. They are also significantly more likely to recommend their company to others and claim it treats employees well. Through right branding, the company can recruit the best talent and reinforce its positioning amongst its employees. It helps build trust and reliability. A good employer brand makes it easy to attract good talent and curb attrition. The strength of an organization's brand has a significant impact on the performance of its employees. Working with one of the largest or most innovative companies in a specific industry acts as a motivator too  

But as one moves higher in his career, brand name becomes of little significance as job role takes over. Brand name is the most important factor but at entry level only. When one is a fresher and embarks on one's career, the brand of a company matters. It helps in reflecting a stronger resume. With career growth, one places importance on things that are more meaningful to one's sense of purpose. According to Gautam Sinha, CEO, TVA Infotech, for employees who have spent three-four years in the industry, brand is high on the list. It is easier to sell the company if it is a reputed brand. For those who have spent five years in any industry, it's the job role that's important and for those with 10 year behind them, the job role becomes the most critical factor.  

It is also being argued that in most cases, companies treat employer branding as a mere short-cut for attracting the talent. Instead of self-analysis, the HR departments tie up with ad agencies to conjure up an image that may be attractive to their target market, even if not their own. While some argue that organizations like Google with strong employer brand hardly spend money in building the brand; instead they focus on living the brand. Sasken, for example, has a stated 'People First' policy to emphasize that employees are the focus. Fedex has a core philosophy of 'people - service - profit' to indicate what comes first. Bill Marriott of Marriott Hotels does not tire of repeating the founder's belief "Take care of the associates, and they'll take good care of the guests, and the guests will come back." These organizations reveal a high degree of trust in the management of the organization. Managements must understand that the core value offering of the organization is to engage employees towards being productive and responsive to customers. In the end, it is believed that if the company takes care of people, people will take care of the company. 

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Headlines like  RINL(Rashtriya Ispat Nigam Limited )  Personnel department gets ISO 9000

for its excellent services in Human resources, , Standard charted bank employees to have5

days week, icici plans to recruit 30,000 employees in coming year , Accenture on course to hit

35,000 headcount in India  or launching of a completely a new Brand strategy TCL a china

based electronic company termed " Creative life "for global market or Infosys to open BPO

unit in Mexico , or that of wipros in Egypt or the UB group acquiring Shaw Wallace.. these

statement as news of daily magazine or topic of discussion create what is known as Brand

image or the "Trust mark "or as defined by Minchington (2005) as "the image of the

organization as a 'great place to work' in the minds of current employees and key

stakeholders in the external market (active and passive candidates, clients, customers and

other key stakeholders)."

The concept of Employer Brand has gained importance since 1990"s or it is a result of Global

manic competition but above all it has become a magnetic force, a catalyst , an accelerator

and a prime factor which determines an organization success and future .

Employer brand has overshadowed and synchronized all other factors which had their

individual importance like customers, relationship, PR, networking, 2- way

Communication etc and is now the sole prima factor or the turnkey of success.

This article is aimed to explain the need, importance, process, applicability, and outcome of

employer branding.

Introduction

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Like a consumer brand, it is an emotional relationship, but between an employer and

employee, one that radiates out from this core to other stakeholders, to the community at

large, and obviously to potential employees.

Employer branding is the development and communication of an organization's

culture as an employer in the marketplace. It conveys your "value proposition" - the totality of

your culture, systems, attitudes, and employee relationship along with encouraging your

people to embrace and share goals for success, productivity, and satisfaction both on

personal and professional levels.

Employer branding is the essence of the employment experience, providing points that

commence with initial employer brand awareness, and continuing throughout the tenure of

employment, even extending into retirement. Employer branding is a distinguishing and

relevant opportunity for a company to differentiate itself from the competition creating its

branded factors as its USP for employee satisfaction and happiness resulting in retention,

productivity and efficiency.

Developing an image as an employer is part of employer branding. Turning that image into a

working relationship between an organization and its potential recruits is a process.

Understanding that relationship is often a process of discovery," says Jo Bredwell, senior

partner at JWT Specialized Communications. "Sometimes employers need a brand, but what

they really need is to discover what it is.

Defining Employer Branding

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American Express, Cisco Systems, Amgen, Starbucks, and Intel, all of which have received recognition on The List of 100 Best Companies to Work for in America are leaders in Employer Branding as well. "They all share the common trait of treating their employees better than their peers in their industries, and all invest heavily in employee training and development," states Hornung .

Companies who don't invest in developing an effective Employer Brand will, in the long run, be less financially successful than those who are. As stated by States Woltzen, "They will not be able to recruit or retain the high-performing employees they will need to run a successful business."

2002 Gallup survey reported that less than a quarter of American workers are fully "engaged" in their work, costing the US economy $300bn (and £50bn in the UK) per year. Gallup surveys in Great Britain, France and Singapore revealed similar findings in 2003. 

The surveys revealed that more than 80% of British workers lack any real commitment to their jobs, with a quarter of those being "actively disengaged," or truly disaffected with their workplaces. Gallup estimates that actively disengaged workers cost the British economy between £37.2 billion ($64.8 billion U.S.) and £38.9 billion ($66.1 billion U.S.) per year due to low employee retention, high absentee levels, and low productivity.

Gallup survey results in 2003 also showed that only 12% of French workers are engaged in their work, with approximately 2.5 times as many workers (31%) being actively disengaged, or disconnected from their jobs.

In Singapore's workforce, the percentage of actively disengaged employees is on the rise. At 17%, this figure is up five percentage points from 2002. Gallup estimates that the lower productivity of actively disengaged workers penalizes Singapore's economic performance, costing between $4.9 and $6.7 billion annually.

Recruiters in IT/ITES sectors are increasingly advising companies to hire expert help for employer branding. "If you are not a first-mover like Infy or Wipro, then where is your USP?" asks Mr Gautam Sinha, CEO, TVA Infotech, one of the largest IT recruitment firms in the country.

A Corporate understanding of Employer Branding Concept across the globe

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Mr Harish Bijoor, CEO of Harish Bijoor Consults Inc, calls this a cusp activity between HR and marketing. "Internal branding is all about activation of solutions that can be seen, touched, felt and literally smelt by the employee every single day. Branding from the external perspective is all about top-down branding. Internal branding is a very bottom-up process."

Brand name is what makes companies employers of choice at campuses, emphasizes Prof S. Murali, Chairperson, Placements, at the ICFAI Business School. Companies now send students of previous batches as brand ambassadors to talk about the work atmosphere, growth opportunity, salary and other attractions that companies offer.

Rishi Das, CareerNet Consulting, a consulting firm that has been connecting engineering colleges with corporate, has had a different experience with entry-level employees. "We have seen that in the top 20 colleges, it's the salary and the job role that matters. Brand name only comes third, but in colleges that are ranked below the top 20, salary and brand name are top .Thus employer branding includes  all such tangible and non-tangible factots that create satisfaction .

Gautam Sinha, CEO, TVA Infotech, a Bangalore-based IT recruitment firm, says the brand name is the most important factor at entry level. On a scale of 1-10, he says, most students would place brand name on top. An opinion that is also influenced by parental views, he says. "At campus placements, parental consent plays a critical role. Most candidates choose big brands because of this, unless of course they have specialized in niche subjects like robotics which big brands may not offer. Thus as per the organization requirements employer brand or the Trust generating factors should be culminated in the system.

Employer branding as the" right fit" model

Effective employer branding also helps in hiring, retaining the right stuff. Considering that 85% of job changes are attributed to organizational incompatibility, and one quickly recognizes employer branding as a critical factor in effective recruitment, says Donald DeCamp, COO of Comp Health Group, a health-care staffing firm. "Employer branding goes beyond a company's reputation," says Kurt Mosley, vice president of business development says that." Becoming an employer of choice and increasing retention rates means that an organization's branding message truly aligns with the reality that exists for its workers because loyalty is no longer the dominant paradigm of the employer/employee relationship, attracting and retaining talent relies much more on being able to fulfill a different promise, and that promise varies from organization to organization, depending on its culture, mission and ability to achieve its goals.

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When properly planned and executed, an employer branding initiative can generate lively

dialogue between an employer and its employees, build a rationale for a 'mutual working

arrangement', and establish compelling reasons to commit to the arrangement. Whatever is a

corporate or an employer an employee expects the following from employer:- 

1) Fair treatment 

2) Trustful and open channeled communication 

3) Ability to provide security and benefits in present and future

4) Planned and systematic career and succession planning

5) Motivating and morale building team and management

6) Smooth Disciplinary procedure  and I.R 

7) Employee benefit oriented culture and practices

8) Adequate talent acquisition , management, retention and utilization 

9) Proper advancement and up gradation of employees

10) Participatory management 

11) Industrial democracy

12) Clarity in roles and goals 

13) Clearly defined authority responsibility charting

14) Timely decision making

15) Impartial , fair and growth promoting organization structure   

Knowing employees expectation: - the foundation for Employer Branding 

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Creating the right mix: defining the employment package

The employment package includes those that often "close the deal" for the

Prospective employee, such as financial compensation, work/life balance, the Employee's role

in organization and professional development. Every organization as per its need , workforce ,

level of competition and forecasted demand or business plan should match its expectation –

Requirement matrix in such a way so that it becomes easier for both employer and employee 

to create a perfect brand name resulting in satisfaction. It includes the following :–

1) Focus on Culture and Environment: - It includes items such as the physical working

environment, the size of the organization, and the organization's approach to work.

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2) Brand Image and Reputation: - It helps in establishing integrity.. The consequence of a

lack of integrity is the employee does not stay with the organization for long, contributing to

the organization's well being. To attract people to something you cannot deliver is a waste of

your time and money.

3) Management Performance:- It  is a vital part in the Employer Branding process. Senior

management must be committed and involved in recruitment or the Employer Branding

process or it will be a failure.

4. A combination of Functional, psychological, and Economic benefits which a new entrant

expects. Thus by creating a need based employment package an organization is benefited in

two-way.

5. It also helps in Attracting and recruiting "the right" candidates Attending to shortages

within the organization Advancing retention rates and reduce turnover Amplifying employee

engagement, commitment, and performance

Employer branding process

The employment brand architecture as suggested by Ryan Estis the chief talent strategist for

NAS Recruitment Communications, an agency of the McCann World Group for becoming an

employer of choice includes the following steps -

1) Understand your business objectives

2) Identify your talent needs.

3) Determine the employment brand attributes.

4) Look for synergy with the corporate brand.

5) Develop a communications plan.

6) Develop the messaging and creative content.

7) Establish metrics.

8) Execute and evaluate.

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Taking these as the basic objectives and criterion the process of Employer branding can be

summarized as following –

Step 1 concept phase 

360 degree  employer brand audit to determine the strength of your current employer brand

and to determine its level of synergy with your corporate brand and business objectives.

Step 2 Design phase 

The Design Phase is the process to formulate your employer brand strategy. It includes -

(i) Defining your Employer Value Propositions (EVP's)

(ii) Defining your EBI

The EBI is made up of two components – the Employer Brand Employee Platform which

includes 

* Recruitment & induction 

* Compensation and benefits 

* Career development 

* Employee researchA 

* Reward and recognition 

* Communication systems 

* Work environment

Employer brand strategic platform

* Your firm's mission, vision & values 

* Corporate Social Responsibility (CSR) 

* Leadership 

* Corporate reputation and culture 

* People management policies and practices 

* Performance management 

* Innovation68

iii)  The Corporate brand- the employer branding process and procedures should be aimed

towards corporate branding so that betterment could be created not only among internal

customers but also among external customers and all stakeholders.

iv)  Market forces - Employer branding process and techniques should be aimed

towards building a positive image of the organization in external and internal

environment equally.

Step 3 - Integration phase

These may include:

* Career website 

* Company intranet 

* Careers fair brochures 

* Company newsletters 

* Policy and procedures templates 

* Recruitment advertising 

* Sponsorship

Step 4 - Evaluation phase

The Evaluation Phase involves measuring the impact of the Employer Brand program 

Above all the success of any employer brand program depends on the efficiency with which

the need, situation for designing, implementing and monitoring an employer brand program

has been made. Not only a good understanding between the need, process, and inputs are

required but the full utility comes when full workforce is benefited by it.

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Implementing employer branding concept in organization 

Following steps help in fruitful implementation of employer branding process they are –

1. Set measurable and attainable target for employer branding which should be development

oriented.

2. Hire professional services if needed for better and result oriented activities 

3. Identify the needs of employees and design program as per the requirements.

4.Undergo survey either attitudinal for gathering information of employees satisfaction and

needs.

5. Design a full proof need based support oriented and growth focused strategy which will

help both employee and employer for development and promotion.

6. Validate the strategy with key constituencies.

Supportive factors in employer branding 

1) Active employee involvement

2) Clear understanding of what your employees of choice want in an employer.

3) A clear, honest, ongoing feedback loop with employees that enable you to continuously

gather information about organizational strengths and weaknesses

4) A clear understanding of what needs you address well, and what ones you don't

5) A list of organizational practices and policies that weaken your employer brand and those

that strengthen it

6) A list of moment of truth experiences that help shape employees' overall work experience,

and a clear picture of how well you do in each area

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Outcome of effective Employer Branding

Thus, Employer branding gives an organization a competitive advantage. Employer

branding is a tool to attract, hire, and retain the "right fit it also has an impact on

shareholder value, creating positive human capital practices, contribute to bottom-line.

Strong employer brands have employer value propositions (EVP's) which are

communicated in company actions and behaviors and evoke both emotive (e.g. I feel

good about working here) and tangible benefits (this organization cares about my career

development) for current and prospective employees. These organizations segment and

communicate EVP's which reflect the image that the organizations want to portray to its

target audience. A company's employer brand is reflected in the actions and behaviors of

leaders and is affected by company policies, procedures, and practices and the same

when well planned and implemented results in profitability of organizations.

Conclusion 

Thus it can be concluded that not only there is a need of creating a satisfaction in minds

of employees (Internal customers) but there is an urgent need of creating this positivism

in the minds f external customers and stakeholders. The created image has to be

monitored and sustain d in such a way so that it will help in increasing profits as well as

would create belongingness, pride, self actualization and true commitment in true words

and spirit.

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Employer branding – A new HR arenaThis is a market oriented era. If you have a good brand value in market, you will get good

response if not; it’s very difficult to convince people.

From an HR point of view branding is very important. If your organization has a good

brand image in the market, it will help you in getting right workforce at right time and at the

same time you will have a control over the employee cost. An organization with no brand

name has to shell out lots of money to attract and retain the right candidate.

Branding can be done in two ways: 

(1) External Branding and (2) Internal Branding.

Lots of factors may influence the branding strategy of an organization, like A) Nature of

Business B) Nature of market C) Target reception D) Budget flexibility E) Long term mission of

the organization F) Organizational structure. Etc. These are the few to count on but there may

be many as per the business.

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Branding strategyA) Nature of business – Branding should be based on the nature of business. Like if

an IT company goes for a fashion show, it may not yield the same results as it would have got

by going to IT Fair or something similar. A real estate company may go for some road show

on property market.

B) Nature of market – It is always recommended to gauge the market before going for

any project which involves market risk Like if you are targeting to explore a Financial market

or banking and at the same time it is marred by some other factors like Inflation, you need to

design your strategy which could help you in overcoming the negative trend.

C) Reception target – It’s always good to define the reception target or the audiences.

If you are planning to sell Villas and targeting the middle class, probability is very high that you

will end up spending your time and resources in wrong direction.

D) Budget flexibility – Budget always plays an important role in deciding the

strategies. If your budget doesn’t allow you to spend a lot, its always recommended to partner

in any event where other participants are not of your field and it has got at least one

participant who has got a good market value so that you can attract the crowd.

E) Long term mission of organization – Also the long term as well as short term

goals of the organization should be kept in mind. If the organization does not have any long

term goals in the target market or location, it’s always recommendable not to go for branding

or it is very much required go for a small, low budgeted branding event.

F) Organizational structure – Organizational structure is also very vital part for

deciding any strategy. Organizational structure is the strength of any organization and any

event or branding can be done based on that. Like if your organization does not have lots of

hierarchy steps, you can boast of Flatness and claim of equal behavior. And if you have

different layers, you can market the clear definition of roles etc.

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External branding –

External branding refers to branding which is done by using external sources and which

may (or may not) require some investment in monetary or other forms. Let’s see the different

means of doing external branding.

(a) Use of job sites – As HR the first thing which comes to the mind is recruitment, so

Job sites also offer good branding opportunities through different means like Pop ups, pop ins

etc. It’s always better to go for pop ins as most of web browsers come with pop-up blockers.

(b) Banners – Banners are also a good mean for branding. Banners can be of both types’

means Online Banner and Street banners. By Online banner, your organization name will be

flashed on different web pages as per your choice and price. Street banners are good for

bigger requirements.

(c) Road shows – Road shows are also an important mean for creating brand

awareness. You can organize talks, presentations, seminars etc. for attracting people towards

your organization.

(d) Corporate social responsibility – Corporate social responsibility refers to

corporate getting associated with society for some noble cause. The association can be in any

mode either getting associated with a Charitable Trust or a NGO or some other public

venture. Corporate can align and attach with any of these and share the stage. Always keep

in mind that choose as per you organization status meaning if you are a small firm, do

associate with a medium sized organization and if medium you can align with either of these-

large or medium. Idea should be you get a nice coverage in the popularity cake.

(e) Public events – Public events are one of the major ways of creating a brand image.

An organization can participate in any of the public event and assuring that it does not get

disappeared in the crowd of many brands or big names.

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(f) Newspapers – Branding can be done through newspapers as well. If you target the

local public, you can go for advertisements considering the individual day circulation, target

readers, rapport of newspaper, type of newspaper etc. If you target only to employ people for

your workforce requirement, you can place job Ads which may seem expensive at the first

glance but in terms of attracting the correct workforce, it can do magic.

(g) Email – For mail ids related to job portals, you can create an auto reply which can

contain brief description of the key aspects of candidate’s and public interest and at the same

time introducing your company to the public. It should be informative as well as crispy so that

the audience reads it and just doesn’t do Shift Delete.

(h) Tagline – Create a nice, attractive tagline or a punch line for your brand and give it a

significant visibility in all your branding efforts. The tag line should be in accordance with your

organization values, goals, work etc. so that it reflects an overall image of the brand

everywhere.

(i) Align with celebrity – Aligning with a celebrity is also a good way of creating a

brand image. But this may cost you big bucks and ultimately increasing your cost dramatically.

This is an expensive method of branding.

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Internal branding –

Internal Branding is comparatively a cheaper way of branding. You can use your internal

organizational staff for this purpose.

(a) Front office – Always pay attention to your front office because first impression is last

impression. It should be kept neat and clean with a pleasant receptionist who always

maintains freshness and welcomes the guests with courtesy.

(b) Stays interview - HR can always conduct stay interviews in which they can interact

with the employee and ask them regarding their career prospects, there alignment with the

company, there feedback regarding their concerned departments, etc. These feedbacks can

be analyzed and used for different purposes by which you can create an internal brand image

of the country.

(c) Exit interview – An exit always carries a fair chance of initiating the chain reaction

among the employees so always be very careful in analyzing the exiting reasons so that you

can overcome the justified ones in the future.

(d) Employee satisfaction – Employee satisfaction is always very important for any

organization to grow. A satisfied employee is a productive employee. If your employee is

satisfied, you can relax because they will create a good and positive rapport for the company

in the market outside.

(e) Policy information – Always design your policies very strategically. A policy should

be designed in such a way that it holds good even after a long period of time. A frequent

internal policy change sends a message to the outer world that the company is not consistent

and knowledgeable and reliable.

(f) Customer orientation – Customers are always the most important factors. Always

keep your workforce motivated towards delivery of customer oriented services. Customers

can be of either type, internal or external.

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(g) Employee participation – Always try to ensure the maximum participation from the

employee side, either in terms of internal events participation or external events.

(h) Trained employees – Always ensure proper training of employees before they are

engaged in work. The training should be in all the aspects like policies, vision, mission,

organization. This will project a good picture of organization on the new employee.

These are few to count with but based on the requirement and strategy, the list may increase

or shorten. 

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Analysis & Interpretation

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Graduate engineer trainee’s Questionnaire

Q . What promoted you to apply for this organization ?

Responses Percentage Of Respondent

Learning Opportunities80%

Compensation-

Employer – Employee bonding20%

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Q. How was your On boarding procedure after your selection ?

Responses Percentage of respondent

Good 100%

Bad -

80

Q. Did you get same department which you have expected ?

Responses Percentage of respondent

Yes 55%

No 45%

81

Q. Does job and facilities meet your expectation ?

Responses Percentage of respondent

Yes 70%

No 30%

82

Q. Do you prefer to join another organization, if you got any chance ?

Responses Percentage of respondent

Yes 40%

No 60%

83

Q.How you perceive yourself as compare to your classmates working in other organization ?

Responses Percentage of respondent

Good 40%

Bad 15%

Similar 45%

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Graduate engineer trainee’s opinion about Hindalco.

In this survey I found that hindalco stand as an renowned non ferrous metal major

producing aluminum and copper. Hindalco is the largest producer of aluminum with ample

scope of opportunities and growth perspectives have also found that GET’S are highly

impressed by the work culture learning opportunity in management system and the

facilities provided by the hindalco. Newly joined engineers have also found their induction

process quite informative which consist of presentation by heads of different units and

various departments they found it a really big opportunity to learn about the organization

and its working.

GET’S have also suggested some areas of improvement such as low in hand

salary for fresher's as compare to other brand. Good compensation is also not provided by

the organization and convenience is also a major problem as it is located in remote area.

so it is difficult to hold employees for longer period by the employer’s.

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External public questionnaire

Q. What do you think about Hindalco as a ompany ?

Responses Percentage of respondent

Good 60%

Bad -

Average 40%

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Q. If you get chance to work in hindalco will you join it ?

Responses Percentage of respondent

Yes 80%

No 20%

87

Q. With respect to other top 5(any) organization where would you keep hindalco ?

Responses Percentage of respondent

Upper level 20%

Equal level 80%

Lower level -

88

Q. According to Hewitt Economic Times Survey in 2007 the Hindalco has been awarded with the best Employer of India. Did you agree that Hindalco is the best employer of India?

Responses Percentage of respondent

Yes 70%

No 30%

89

Q . Would you agree if I say that Hindalco has a good brand image as an employer ?

Responses Percentage of respondent

Yes 80%

No 20%

90

Q. What according to you is a key characteristics of a good employer?

Responses Percentage of respondent

Flexible timing -

More challenges in work -

Better management and subordinate relationship

80%

Better learning environment 20%

Good compensation -

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Opinion of External Public about Hindalco.

During my interaction with external public I found that the management system is good for all

the employees. Hindalco provides world class facilities such as electricity, housing, water

supply, health and hygiene to its employees.it is a global name which is recognized all over

the world. Hindalco enjoys a leadership position in India for aluminum and downstream

products.

Few loopholes are also found by external publics such as hindalco is heading

towards automation of its various departments, so it reducing its manpower due to which

employment generation problem is occurring in the near by areas.

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Employees Questionnaire

Q. Have you work in any other organization without joining hindalco industries ltd ?

Responses Percentage of respondent

yes 40%

No 60%

93

Q. Were your expectation fulfilled, which you have expected while joining this organization ?

Responses Percentage of respondent

Yes 30%

No 70%

94

Q . Are you satisfied working in this organizations ?

Responses Percentage of Respondent

Satisfied 80%

Dissatisfied 20%

Highly satisfied -

Highly dissatisfied -

95

Q. Did you find growth prospective better in this organization from your previous work place ?

Responses Percentage of respondent

yes 10%

No 90%

96

Q.How will you rate Hindalco as an employer viz-a-viz your last employer?

Responses Percentage of respondent

Better 40%

Same 60%

Worse -

97

Q. What do you think about working environment in Hindalco industries Ltd ?

Responses Percentage of respondent

Very good -

Good 90%

Bad 10%

98

Q . Will you suggest others to join Hindalco ?

Responses Percentage of respondent

Yes 60%

No 40%

99

Employee’s Opinion about Hindalco.

100

During my survey with the employees of hindalco who joined recently within 2 to 3 years. I

have came to know that they joined hindalco because of various reason such as brand name

of Aditya Birla Group , good package offered, growth opportunities, it’s a leading company in

aluminum business in India.

According to them hindalco have got a different work culture such as good management

support, better induction or introduction process, and better facilities in hindalco, eco friendly

environment, employer relationship with employees. Better education facilities such as

availabilities of Aditya Birla Public School for employees children's.

There are also some demerits such as management policy is not up to the mark among the

different level of the management , hectic schedule and heavy work pressure. Remote

location and the public recreation places such as shopping complexes , multiplex etc.

in the views of employees hindalco is a peaceful organization with lots of learning

opportunities about new materials that’s why they decided to stick with hindalco for the last so

many years.

Swot analysis

Strength

1. Company's esteemed Brand image in the world.

2. World's largest integrated aluminium plant.

3. Lowest cost producer of aluminium in the globe.

4. Self-owned power supply at Renusagar.

5. Good corporate image.

6. Prestigious client base.

7. Having globe network in around 29 countries.

8. Effective and efficient man power.

9. The company’s favorable attitude towards safety, environment and quality consideration

for its employees.

10.A high degree of quality coconsciousness as the competence of the company ISO_9002

and Iso_14001 have added more to the prestige of the company.

11.Having continuous process of employee development and performance evaluation.

12.Having industrial peace, as there has been no major strike, since last to decades.

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1. Remote location with transport bottlenecks for man power.

2. Observed a low moral and sense of dissatisfaction with regards organizations policies and

promotional activities, during my course of interaction with various workers.

Weaknesses

Opportunities

1. Diversification strategies if properly adopted, it could open new horizons.

2. Export of both primary metal and export quality consumer product, such as, foil and wheel

could prove to be one of the major opportunities.

Threats

1. Competition has gone up due to the interest of other companies in this region, efficient

and capable work force can now be attracted toward them.

2. Cut throat competition with major aluminum producer such as Nalco and Balco is one

of the market threats to the Hindalco.

3. Policy of government to increase export and excise duty could also increase the cost of

sales and result in reduction of market share.

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103

1. Many graduate engineer trainee where prompted by the learning opportunities that hindalco would provide them and few where prompted by the employee branding.

2. 70% of people where satisfied by the facilities provided at hindalco,that signfies that hindalco is efficiently maintaining a standard for its employees.

3. Hindalco is attracting young graduate engineers with their world class facilities and environment, this was clear from the survey that about 60 % of people were not interested in leaving their job at hindalco even if they get the better jobs at any other place.

4. External public at hindalco also take hindalco as favorable place to work, as about 80% of people stated that they are ready to work at hindalco if they would get an opportunity to work at hindalco.

5. About 80% people considered hindalco equally active as other companies and rest of them considered hindalco to be above than any other company or among top 5 companies.

6. Hindalco is regarded to be as good brand employer by majority of the people.

Conclusion

7. According to 80% of people hindalco provides better management and subordinate relationship, and also gives a better learning and growth full environment.

8. About 30% of people said that their expectation where fulfilled by joining hindalco and rest were not fully satisfied with their expectations, this states that hindalco must also take care of the unsatisfied employees if they want to attract more and more qualified people.

9. Hindalco is considered to best employer, but as we know that hindalco is a company, companies need to make profits but due to its large number of employees it can suffer the problem of over employment in near future.

10. Over employment can make people dissatisfied as this may lead to cost cutting inside the organization and will result in dissatisfaction among the employees.

The conclusion can be drawn from the new paradigm and relate to 3 general areas:

Further integration of the technology in the society ,particularly in the terms of environment

questions, creativity and inventiveness will be needed to meet the challenges of the future.

Aluminum's ecological advantages will be particularly significant.

Improved competitiveness during processing, there will be changes in attitude away from the

idea that capital should mainly by used to create production capacity in terms of tones per

year.

New product market and systems, there will be the steady development in aluminium

application in terms of the third industry revolution by means of steady introduction of

information technology.

In further their will be research and development in creating combination of plastic and alloy

metal which will definitely create more scope of progress in metal industry.

From this three main points it can be seen that future development needs a cluster of

innovations to create a synergy if existing knowledge with ideas.

n the near future, there are hundred of different products that need to be developed in the

systems. The opportunities are their for large number of aluminium producers and users to

participate in general innovation in advance. Their are of course risks but equally so their are

risks are not recognizing that changes will occur.

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Annexure

million tonnes

The Big Ten

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Bibliography

Books:

Magazine/ articles:

1. The Human Resources Glossary: A Complete Desk Reference for HR

2. Planning and Managing Human Resources

3. The Employer Brand: Bringing the Best of Brand Management to People at Work

4. Alumina and its applications, published by Edimate spa.

5. Alumitech 97, published by the aluminum association Inc.

6. Economies of aluminum, 5th edition, published by Roskill

7. Alumina standard and data 1998 metric si 3rd edition, published by the aluminum

association Inc.

1. Status of aluminum industries in India, industrial product finder, June 2009.

2. Kiran, may 2009

3. Hindalco journal ,April 2009

Websites:

1. www.wikipedia.org

2. www.hindalco.com

3. www.adityakiran.com

4. business.mapsofindia.com

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