A

PROJECT REPORT
ON
Human Resource
In Taxation
In partial fulfillment of the requirements for the award of the
Degree in
M.B.A
Dr. BHIMRAO AMBEDKAR UNIVERSITY,AGRA
(SPCJ Institute of Management Khandari)






Submitted to: Submitted by :
Prof. Alok Saxena Alok Ratan
Roll.No. 01`
M.B.A



1.DECLARATION

VAE VKN Industries Pvt. Ltd. Sonepat (Haryana) (formerly known as Veekayan
Industries Pvt. Ltd.) is a joint venture ,multinational company in collaboration with
VEA GmbH, Austria, globally renewed and a pioneer company in the field of
Railway Track Systems and its affiliate company JEZ Sistemas Ferroviarios S.L.,
Spain ,specialized in manufacture of CMS crossings for conventional, heavy-haul
and high speed applications.
VEA VKN has achieved unambiguous competence through this joint venture to
produce indigenously all the components constituting the track structure with the
latest technology till date available.
VEA VKN is well equipped with most modern and state of the art infrastructure and
technical back up by VAE and their associates all over the world over to produce
and meeting quality requirement of the customers in all respects.
VAE VKN is an ROSO-certified Class -A Foundry, approved supplier for a wide
range of track work products for Indian Railways and ISO 9001:2000 certified.
The company is managed by competent, well qualified technical, commercial and
managerial professionals merging international and local Indian expertise.













CERTIFICAT

This is certified that the project entitled HUMEN RESOURESE
MANAGEMENT submitted by ALOK RATAN in partial fulfillment for the
award of master of management studies in HUMAN RESOURESE
MANAGEMENT for the academic session 2012-2014 from Dr. BHEEM RAO
AMBEDKAR UNIVERSITY, AGRA .This his original work and does not form
any part of the project undertaken previously.
Also it is certified that project represents the original work of the candidate.



Prof. ALOK SAXENA
Project guide
(MBA Department)












TABLE OF CONTENTS
























S.NO. TOPIC SIGNATURE
1. Declaration 1
2. Certificate 2
3. Summary 3
4. Acknowledgement 4
5. Company profile 5
6. Objective of study 6
7. Research methodology
8. Introduction of topic 8
9. Analyse and Interpretation
10. Findings 10
11. Limitations 11
12. Suggestions 12
13. Conclusion 13
14. Bibliography 14
15. Annexure 15

3.SUMMARY

VAE VKN Industries Pvt. Ltd. Sonepat (Haryana) (formerly known as Veekayan
Industries Pvt. Ltd.) is a joint venture ,multinational company in collaboration with
VEA GmbH, Austria, globally renewed and a pioneer company in the field of
Railway Track Systems and its affiliate company JEZ Sistemas Ferroviarios S.L.,
Spain ,specialized in manufacture of CMS crossings for conventional, heavy-haul
and high speed applications.
Through this report we get to know about the company profile, products that are
manufactured by VAE VKN Industries. our brief description is on excise duty, its
introduction, analysis and interpretation.
VAE VKN is an RDSO-certified Class-A Foundry, approved supplier for a wide
range of track work products for Indian Railways and ISO 9001:2000 certified.

The Company is managed by competent, well qualified technical, commercial and
managerial professionals merging international and local Indian expertise .
In this report, limitations, bibliography, suggestions, are also explained.











4.ACKNOWLEDGEMENT

I am over helmed in all humbleness and gratefulness to acknowledge
our depth to Mrs. Lalita J indal (Company secretary cum Senior Manager HRD &
Marketing) who have helped me to put these ideas, well above the level of simplicity
and into something concrete.
I m very thankful for guidelines of DR.ALOK KUMAR SAXENA,FACUlty guide for
summer internship, seth padam chand jain institute of management,Dr.Bhimrao
ambedkar University Agra and Miss.Garima and lalita jindil their valuable
help.VAE VKN Industries Pvt.Ltd.Sonipat (Haryana) He was always there to show
me the right track when I needed his help. With the help of his valuable suggestions,
guidance and encouragement, I was able to perform this observational training.
I would like to thank to all members of this organizations, who often helped and gave
me support at critical junctures during this training.
I would also like to thank DCRUSTM for giving me this opportunity to learn
something new.













5.ABOUT COMPANY.

Welcome to VAE VKN Industries Pvt. Ltd.

VAE VKN Industries Pvt. Ltd., Sonepat (Haryana) (formerly known as Veekayan
Industries Pvt. Ltd.) is a joint venture, multinational company in collaboration with
VAE GmbH, Austria, globally renowned and a pioneer company in the field of
Railway Track Systems and its affiliate company JEZ Sistemas Ferroviarios S.L.,
Spain, specialized in manufacture of CMS Crossings for conventional, heavy-haul
and high-speed applications.

VAE VKN has achieved unambiguous competence through this joint venture to
produce indigenously all the components constituting the track structure with the
latest technology till date available.VAE VKN is well equipped with most modern
and state of the art infrastructure and technical back up by VAE and their associates
all over the world over to produce and meeting quality requirement of the customers
in all respects.

VAE VKN is an RDSO-certified Class-A Foundry, approved supplier for a wide
range of trackwork products for Indian Railways and ISO 9001:2000 certified.
The Company is managed by competent, well qualified technical, commercial and
managerial professionals merging international and local Indian experti








6. OUR OBJECTIVES.

Continuous quality-improvement of services and products
Introduction of latest technology production processes
Application of engineering know-how accessible from Sister Companies around the
world
Reduction of Life-Cycle Costs of products supplied
Decrease maintenance / reconditioning requirements
Optimize materials, processes and designs
Increase of track-safety through excellence of products
Supply of high-quality products according to latest designs
New-technology partner of Indian Railways
Research and development of new products required by Indian Railways
Jointly develop solutions for further improvement in the track network
Design & Development of complete turnout systems to become one-stop shop for
trackwork-customers
Provide complete process to customer - from site-specific design to installation on
track
Positive, motivated environment for our employees to enable their individuality
to unfold and generate outstanding performance for our customers
Open communication channels throughout the organisation
Improvement Proposal Scheme
Maximum involvement of employees in decision process.








MANAGEMENT.
Naresh AGGARWAL
Managing Director & Co-Chairman
Marketing / Sales / Administration
Michael DECKAN
Joint Managing Director / CFO
Finance / IT / Logistics
Peter LIESENS
Executive Director
Technical / R&D






DIRECTOR OPERATIONS ORGANIZATIONS
MANAGEMENT TEAM
Naresh Aggarwal / Managing Director
Michael Deckan / Joint Managing Director, CFO
Peter Liesens / Executive Director
Vikas Aggarwal / Director Operations
Kapil Aggarwal / Director Commercial
COMPANY SECRETARY
Lalita Jindal
ADMINISTRATION
Naresh Aggarwal (PU)
HUMAN RESOURCE DEVELOPMENT
Lalita Jindal (PU) / Senior Manager (HR & Marketing)
FINANCE / LOGISTICS / IT
Michael Deckan (PU)
FINANCE & ACCOUNTS
Sunil Goel / General Manager Finance
PURCHASE
Bharat Bhushan / General Manager Puchase

MARKETING - FOUNDRY PRODUCTS
Vikas Aggarwal (PU)
Peter Liesens (PU)






MARKETING - TURNOUT SYSTEM
MARKETING
Deepak Talwar / Vice President (Marketing)
Mukesh Kumar / Deputy General Manager (Marketing)
Lalita Jindal (PU) / Senior Manager (HR & Marketing)
OPERATIONS MANAGEMENT
Vikas Aggarwal (PU)
QUALITY, DESIGN & R&D
Anuranjan Prasad / Senior Vice President (Technical)
TURNOUT DESIGN and R&D
Anuranjan Prasad (PU)
QUALITY
K.K. Sharma / General Manager Quality
WORKS SONEPAT
Pawan Garg / General Manager (Works)
MELTING
D.D. Sharma / General Manager Melting
MACHINING
Pawan Garg (PU)
PRODUCTION PLANNING
Puneet Gupta / Deputy General Manager (Production Planning)
FACTORY MANAGER
Puneet Gupta (PU)





JOINT-VENTURE PARTNERS.
VAE VKN is a multinational joint-venture company, having the following parters:


Aggarwal Family
(the Promoters)
India

VAE GmbH
www.voestalpine.com/vae
Austria

JEZ Sistemas Ferroviarios S.L.
www.jez.es
Spain







SISTER COMPANIES OF VAE VKN
VAE Eisenbahnsysteme, Austria
WWG Worth, Austria
SST, Germany
CONTEC, Germany
JEZ, Spain
VAE UK, United Kingdom
VAE Italia, Ital
BWG, Germany
Butzbach, Germany
Gotha, Germany
Kirchmoser, Germany
HBW, Netherlands
WBN, Netherlands
VAE Riga, Latvia
VAE Legetecha, Lithuania
VAE Sofia, Bulgaria
VAE Apcarom, Romania
VAMAV, Hungary
VAE Polska, Poland
VAE SA, South Africa
Kimberly
Bloemfontein
Isando
Digvijay Steels, India,VAE Railway Systems, Australia






HISTORY
Know-How since more than 40 years
Foundation of Veekayan Industries in 1964
First operation in Batala, Punjab
Switches
Elastic Rail Clips
Nuts and Bolts
Expansion to Sonepat, Haryana in 2000
Cast Manganese Crossings (CMS)
Approved vendor from RDSO since 1994 for switches
Approved vendor from RDSO since 2001 for CMS Crossings
Approval of 4 prototypes of CMS in record-time of 8 months
Joint-Venture with VAE and JEZ in 2004
Only performing single-source supplier for complete Diamond Crossing (w/o, single
and double slip) in India
Only approved vendor in India for CMS Crossing
1:16, UIC60
1:20, UIC 60
1:8.5, IRS 52kg for Meter Gauge






CONTACT

VAE VKN Industries Pvt. Ltd.
T.: +91/11/23965651
F.: +91/11/23965653
E-Mail: office@vaevkn.com


Registered Office:
24/5 Sri Ram Road,
Civil Lines,
New Delhi 110054,
India

Works:
42 Milestone, G.T. Road
Bahalgarh - 131021
District Sonepat
Haryana
India







TURNOUT SYSTEMS
Turnout Systems

VAEVKN offers Turnout Systems for every traffic application:
High Speed
Heavy Haul
Mass Rapid Transit Systems in urban areas
for all possible angles and radii
for regional as well as international Standards such as IRS, UIC and AREMA
for all available rail sections
for all required gauges
for all track systems as slab track and ballasted track
for all required rail fastenings
The benefit of our Turnout Systems is based on minimized life cycle costs by
high lifetime
low maintenance









SWITCH DEVICES

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

GEOMETRY OPTIMIZATION

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





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

PRODUCTION

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



MANUFACTURE

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




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







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

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


Inductive Heat Treatment

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

CROSSINGS
Cast Manganese Crossings

Explosion Depth Hardening of CMS Crossings.
VAEVKN are currently approved suppliers from RDSO for the following types of
CMS Crossings
1:12, UIC 60
1:8.5, UIC 60
1:12, IRS 52
Currently a develepmental order of four more types of CMS Crossing for a complete
Scissor Crossover is under execeution .CMS Crossings being used on the track of
Indian Railways have the surface hardness of 180-220 BHN and under traffic load
leads to metal flow on the top running surface, hence adversely affecting the service
life and comforts. In order to seize this tendency of metal flow to crop up appreciated
increase in life span and service comforts, the surface hardness of the top surface
needs an increase to the range of 330 360 BHN, which can be achieved by
imparting Explosion Depth Hardening (EDH) process. Through application of the
EDH-process, the total life of the CMS Crossing can reach up to double its
conventional life, in addition to the improved dimensional stability and other
structural benefits.


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

Monoblock made of austenitic high-manganese steel (AMS) with welded-on legs.
The complete central part of the crossing is cast in one high-manganese steel block.
This part is similar to a monoblock crossing, with the exception of the fishing table
lengths. At the four ends, closure rails (made from standard rail sections) are welded
to the central block by the flash-butt welding process (intermediatepiece welding)
patented by VAE and proven worldwide. These weldings are subjected to ultrasonic
tests. The supporting surfaces (plate bearings) as well as the complete running edges
and surfaces are milled. Most importantly, The patented flash-butt welding process of
VAE permits the connection of AMS high manganese steel with normal rail steel and
thus it can be welded into the CWR track. Further Explosion Depth Hardening
process can be applied on the AMS monoblock to increase hardness and thus further
increase lifetime of the crossing




Advantages

Can be thermit welded into the track
Requires little maintenance because no bolts are used
Excellent wear resistance due to work-hardening process of AMS
Optimized wheel transfer conditions
Guaranteed exchangeability
Suitable for curved turnouts
Built-up and repair welding possible without pre-heating
Suitable for all types of rail fastenings
Reduced maintenance, particularly for high axle loads because the running surface
can be pre-hardened
Technical characteristics:
Material
grades:
Crossing
High-manganese steel according to UIC 866
Closure
Rails
Either S900 according to UIC 860 and 260 as per
CEN
or
S900A head-hardened (HSH) and 350HT as per
CEN

Special grades on request

\
DIAMOND CROSSING
VAE VKN is the first and foremost company in India which has developed and is
actively supplying complete diamond crossings (with double slip, single slip and
without slip) as a single-source supplier of the key components, CMS Crossings and
Switches.
Our clients benefit from assurance of complete and accurate fitment of the
components inclusive of fittings and fastenings which can only be ensured in case of
providing the complete turnout from a single source.




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

Diamond Crossing with Cast Manganese Crossings (Frogs)

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

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


Advantages
Can be thermit welded into the track (no fishplated joints, low noise and vibration
emissions)Requires low maintenance because boltless design
Excellent wear resistance due to work hardening process of AMS during operation ->
long service life

Technical characteristics
Material
grades:
Crossings
High-manganese steel as per UIC 866
Closure
rails
Optionally, S900 as per UIC 860 and 260 as per CEN
or
S900A head-hardened (HSH)
Special grades on request


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

Scissor Crossover in CMS


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



SWINGNOSE CROSSING

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

Advantages
Continuous wheel overrunning area (no running edges and head surface
interruptions), therefore particularly suitable for high-speed and heavy haul traffic as
well as for mixed operation (different vehicles and wheel set types)
No check rails required a condition for high-speed traffic
Reduced airborne and structure-borne noise
Highest possible service life because there are no impacts in the wheel transition area
Can be thermite welded into the track
With special anti-creep equipment for transmission of longitudinal forces in the
continuously welded track.







Materials, field of application as per type of
crossing

Wing rails
Made from high-manganese steel as per UIC
866
Point of the crossing
Optional, S900 as per UIC 860 and 260 as per
CEN
or
S900A head-hardened (HSH) and 350 HT as per
CEN

Special grades on request





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



CASTING FOR TOOLS AND WEAR RESISTANCE
Using our specialized infrastructure for quality castings for the railway industry, we
are also manufacturing various wear-resistant castings in our ISO 9001 certified
workshop in Sonepat, Haryana, India.
Wear Resistant AMS Castings
Our Product Range comprises
Wear parts for crushing, milling and dredging equipments, such as:
Cones for gyratory crushers
Jaws for jaw crushers
Milling wheels
Hammers for impactors
Teeths
Dredging buckets



All of those products are made in AMS HIGH AUSTENITIC MANGANESE STEEL
Ductile cast Iron castings (1 T max.)
Gray Cast Iron Castings (1 T max.)


Sales Contacts
Kapil AGGARWAL
Position: Sales / Turnout Systems
T.: +91/11/23965651
F.: +91/11/23965653
E-Mail: kapil@vaevkn.com
Vikas AGGARWAL
Position: Sales / Foundry Products - India
T.: +91/1/23965651
F.: +91/11/23965653
E-Mail: vikas@vaevkn.com
Peter LIESENS
Position: Sales / Foundry Products - Export
T.: +91/11/23965651
F.: +91/11/23965653
E-Mail: liesenspeter@yahoo.fr


ENGINEERING
Competence
The VAE Group is proud of its high potential for engineering and R&D capacity.
More than 150 engineers worldwide are working on

- customized requirements
- challenges in the high-speed and heavy haul areas
- LCC (Life Cycle Cost) optimized turnouts and diamonds.

Some locations have their specific strengths, like high-speed, heavy haul or light rail
(metro and tramways) or hydraulic and electronic systems (hytronics): Each VAE
factory has its own engineering department so that customers' needs are dealt with
locally. The central engineering department of the parent company coordinates the
flow of know-how within the VAE Group.














Customized Solutions

We analyse the requirements of our customers and recommend the best technical and
economical solution. The excellent staff potential together with outstanding technical
knowledge ensures that customized solutions are put into practice within a short
time.
RAMS (Reliability, Availability, Maintainability, Safety) Management


The close connection between safety, reliability and life cycle costs asks increasingly
for optimized products with regard to reliability, availability and safety.
Within the scope of the RAMS Management of VAE analysis of risks, reliability,
maintainability and safety for each product are carried out in accordance with EN 50
126 standards. The goal of our RAMS Management is to minimize potential risks for
humans and the environment and to maximize the reliability and safety of our
products.



QUALITY
Certifications for Quality, Environment and HSE

ISO 9001:2008 Certificate
Cast Products for both railways and industrial clients, Switches as well as other
Turnout Components have always been developed, designed and produced with
specially strict quality requirements.
To guarantee safe and reliable functioning of VAEVKN's Turnout Components and
Wear-resistance
Castings, we endeavour to achieve a high quality level in all our products and
optimise our processes according to ISO 9001:2000








ISO 14001:2004 Certificate
In our aim to manufacture products not only at highest quality but also with a view of
contributing to a sustainably protected environment, our environmental protection
activities have resulted on the accreditation according to ISO 14001:2004











OHSAS 18001:2007 Certificate
We are convinced that in order to achieve a premium product, it is imperative that we
provide a proper and safe work environment for our team of staffmembers.
Our Occupational Health and Safety Management system has been certified
according to OHSAS 180






YOUR PARTNER
Anuranjan PRASAD
Position: Vice President Turnouts / R&D
T.: +91/11/23965651
F.: +91/11/23965651
M.: +91/9729086399
E-Mail: aprasad@vaevkn.com

Registered Office:
24/5 Sri Ram Road,
Civil Lines,
New Delhi 110054,
India

Works:
42 Milestone, G.T. Road
Bahalgarh - 131021
District Sonepat
Haryana
India

The process approach when developing, implementing and improving the
effectiveness of our quality management system shall help to enhance customer
satisfaction by meeting customer requirements. In case of an audit we gladly allow
our customers to have a look at our quality procedures and quality records.






JOBS AND CAREER
Vacant Positions
It is our aim always to be one step ahead:
We think and act internationally. We seek new ways of innovating, and tackle them
boldly and enthusiastically.
Take the next step by joining our team
Vacancies
VAE VKN Industries Pvt. Ltd.
Manager Moulding
Manager (Finishing)
Engineer (Quality Control)
Design Engineer
Senior Chemist
Melter / Shift Incharge
Store Incharge
Store Assistant







NEWS
MRTS-Seminar 2007:-As followup to 2006, CII organized another National Seminar on
Mass Rapid Transit Systems which has taken place on December 13, 2007 in New Delhi.
Honorable speakers on the dias were:
Mr. Rajeev Jyoti, Chairman Railway Equipment Division, CII & Managing
Director Bombardier Transportation .
Mr. Gajendra Haldea, Advisor (Infrastructure) Planning Commission .
Mr. Satish Kur, Director (Electrical), Delhi Metro Rail Corporation Ltd.
Mr. Naresh Aggarwal, Managing Director and Co-Chairman, VAE VKN
Industries Pvt. Ltd.
This was a most interesting event and a platform that brought together metro &
railway organizations, construction companies & trackwork and rolling-stock
manufacturers.
It provided an update on the latest developments of MRTS projects in India and
fruitful discussions on the ways forward for further and faster introduction of
efficient, environmental-friendly metro systems in the country
Naresh Aggarwal
IREE 2007





Modernization of Railways & Heavy Haul Track
These where the main topics at the International Railway Conference organized by
CII together with Indian Railways parallel to the IREE. Amongst the visionary, elite
speakers were the Honorable Minister of State for Railways, Mr. Maranbhai J
Rathwa, senior officials from Indian Railways & RDSO, and railway-industry
leaders from around the world.


Marc Kaddoura (CEO VAE Group) & Naresh Aggarwal (MD VAE VKN) with
Honorable Minister of State for Railways, Mr. Maranbhai J Rathwa at the
Inauguration of the IRC 2007

Enter A New Dimension
This was the credo of our stall at the International Railway Equipment Exhibition.
We were providing an outlook on future track solutions for India with dedicated
Freight and High-Speed lines, focussing on turnouts and turnout components which
ensure optimized Life Cycle Costs, highest availabilty of track and fulfilling highest
safety standards.



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



VAE VKN, showcasing live Spherolock model and 3 dimensional turnout experience
in our 3D-cinema




The Team of VAE VKN
AWARD FOR EXPORT EXCELLENCE

Economic Times, 16. Oct. 2006
Our continuous efforts to supply our high-quality products not only to our domestic
but also to our export customers have been recognised and acknoledged by the
Engineering Export Promotion Council (Northern Region) of India by granting an
Award for Export Excellence to VAE VKN.



Award for Export Excellence 2003-2004

Innotrans 2006

VAE VKN @ Innotrans

We participated again in 2006 through our parent company JEZ Sistemas
Ferroviarios in the Innotrans 2006-exhibition in Berlin.This not only gave us the
opportinity to showcase our own developments and achievements.More importantly
we were updating ourselves to the latest international developments and trends in the
trackwork industry in order to keep up our high quality of services to assist our
customer in their own developments and upgradation
MRTS-Seminar 2006
VAE, the world-market leader in turnout technology, participated actively through
VAE VKN in the National Seminar on Mass Rapid Transit Systems organized by
CII on July 21, 2005 in New Delhi.
Mr. Naresh Aggarwal, MD & Co-Chairman of VAE VKN, who acted as Convenor
of this event of behalf of CII, had the special privilege to welcome Dr. E.
Sreedharan, Manading Director of DMRC, as the Guest of Honor.Other honorable
speakers on the dias were:-
Mr. J P Chowdhary, Chairman Railway Equipment Division, CII &
Managing Director Titagarh Wagons Ltd
Dr. K K Gokhale, Managing Director Konkan Railways Corporation Ltd
Dr. Marc Kaddoura, President & CEO, VAE GmbH & Chairman, VAE
VKN Industries Pvt. Ltd.
This was a most interesting event and a platform that brought together metro &
railway organizations, construction companies & trackwork and rolling-stock
manufacturers.
Dr. E. Sreedharan
Dr. E. Sreedharan, Managing Director of Delhi Metro Rail Corporation, sharing his
experiences from DMRC and giving a visionary speech on the future potential and
importance of Mass Rapid Transit Systems in India

Naresh Aggarwal & Dr. E. Sreedharan
Mr. Naresh Aggarwal, Managing Director & Co-Chariman of VAE VKN, who acted
as convenor of this event for CII, is thanking Dr. E. Sreedharan for his participation



Parallel to the seminar we participated in the exhibition and showcased our most
advanced, life-cycle-cost optimized turnout solutions for Mass Rapid Transit

Systems along with safety and diagnostics systems like Spherolock or VAE
Roadmaster 2000





The sucess of this event was reflecting in significant coverage in both print and
online-media such as:
The Financial Express
The Hindu
Hindu Business Line
Hindustan
The Political and Business Daily
The Tribune
Shah Times
Veer Arjun
Dainik Bhaskar

IPWE-Seminar 2006
Annualy, the Institute for Permanent Way Engineers IPWE is organizing a seminar
on PWE-related items which in 2006 was taking place in Chennai.VAE VKN
participated in the seminar as well as in the exhibition to showcase its latest
developments and to provide an outlook on the new-tech trackwork components
which partly are already manufactured indiginously in our works in Sonepat,
Haryana.

Naresh Aggarwal, MD & Co-Chairman VAE VKN, welcoming the honorable
delegationfrom Indian Railways / IPWE at our exhibition stall

Active discussions on the
problem areas of existing trackwork items and demonstration of solutions (like in
this case Weldable CMS crossings)









CMS Crossings

Cast magnesse steel (CMS) crossings having13% magnesse that gives it high wear
resistance and high axle load can be obtained. These composition and techniques
used in VAE VKN Industries Pvt. Ltd gives extra ordinary feature to sustain heavy
duty performance. These crossings used in railways and grade of these products are
governed by ROSO and DMRC. The company is concerned to achieve then best
quality and it is achieved.
The different sizes of CMS crossings manufactured here,

SIZE WEIGHT
1 IN 12 52kg
1 IN 12 60kg
1 IN16 60kg
1 IN 20 60kg
1 IN 8.5 52kg
1 IN 8.5 60kg









PRODUCTS THAT ARE MANUFACTURED BY VAE VKN INDUSTRIES
PVT. LTD.
1. Cast Manager Steel (CMS) crossing with explosion depth hardening.


1. Diamond crossing (Obtuse crossing) with CMS.











2. weldable crossing with closure rail.

Thick Web Switch with HSN-rail

Thick Web Switches

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




Advantages
State-of-the-art design
No weld joint in the complete, non-clamped switch area
High wear reserves
Little maintenance work
3. Totally Enclosed Locking SystemSPHEROLOCK.


4. VAE Road-Master 2000.


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




5. Swing Nose Crossing.

6. Switch Expansion Joint.

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

6.OBJECTIVE OF STUDY

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

7.RESEARCH METHODOLOGY

Research in common parlance refers to a search for knowledge. Once can also define
research as a scientific and systematic search for pertinent information on a specific
topic. In fact, research is anart of scientific investigation. The Advanced Learners
Dictionary of Current English lays down the meaning of research as a careful
investigation or inquiry specially through search for new facts in any branch of
knowledge.
1 Redman and Mory define research as a systematized effort to gain new
knowledge.
2 Some people consider research as a movement, a movement from the known to the
unknown. It is actually a voyage of discovery. We all possess the vital instinct of
inquisitiveness for, when the unknown confronts us, we wonder and our
inquisitiveness makes us probe and attain full and fuller understanding of the
unknown. This inquisitiveness is the mother of all knowledge and the method, which
man employs for obtaining the knowledge of whatever the unknown, can be termed
as research..Research is an academic activity and as such the term should be used in
a technical sense. According to Clifford Woody research comprises defining and
redefining problems, formulating hypothesis or suggested solutions; collecting,
organising and evaluating data; making deductions and reaching conclusions; and at
last carefully testing the conclusions to determine whether they fit theformulating
hypothesis. D. Slesinger and M. Stephenson in the Encyclopaedia of Social Sciences
define research as the manipulation of things, concepts or symbols for the purpose
of generalising to extend, correct or verify knowledge, whether that knowledge aids
in construction of theory or in thepractice of an art.
3 Research is, thus, an original contribution to the existing stock of knowledge
making for its advancement. It is the persuit of truth with the help of study,
observation, comparison and experiment. In short, the search for knowledge through
objective and systematic method of finding solution to a problem is research. The
systematic approach concerning generalisation and the formulation of a theory is also
research. As such the term research refers to the systematic method
1 The Advanced Learners Dictionary of Current English, Oxford, 1952, p. 1069.
2 L.V. Redman and A.V.H. Mory, The Romance of Research, 1923, p.10.
3 The Encyclopaedia of Social Sciences, Vol. IX, MacMillan, 1930.2 Research
Methodology consisting of enunciating the problem, formulating a hypothesis,
collecting the facts or data, analyzing the facts and reaching certain conclusions
either in the form of solutions(s) towards the concerned problem or in certain
generalisations for some theoretical formulation.





OBJECTIVES OF RESEARCH
The purpose of research is to discover answers to questions through the application
of scientific procedures. The main aim of research is to find out the truth which is
hidden and which has not been discovered as yet. Though each research study has its
own specific purpose, we may think of
research objectives as falling into a number of following broad groupings:
1. To gain familiarity with a phenomenon or to achieve new insights into it (studies
with this object in view are termed as exploratory or formulative research studies);
2. To portray accurately the characteristics of a particular individual, situation or a
group (studies with this object in view are known as descriptive research studies);
3. To determine the frequency with which something occurs or with which it is
associated with something else (studies with this object in view are known as
diagnostic research studies);
4.To test a hypothesis of a causal relationship between variables (such studies are
known as hypothesis-testing research studies).

MOTIVATION IN RESEARCH
What makes people to undertake research? This is a question of fundamental
importance. The possible motives for doing research may be either one or more of
the following:
1. Desire to get a research degree along with its consequential benefits;
2. Desire to face the challenge in solving the unsolved problems, i.e., concern over
practical problems initiates research;
3. Desire to get intellectual joy of doing some creative work;
4. Desire to be of service to society;
5. Desire to get respectability








TYPES OF RESEARCH
The basic types of research are as follows:
(i) Descriptive vs. Analytical: Descriptive research includes surveys and fact-
finding enquiries of different kinds. The major purpose of descriptive research is
description of the state of affairs as it exists at present. In social science and
business research we quite often use Research Methodology: An Introduction 3
the term Ex post facto research for descriptive research studies. The main
characteristic of this method is that the researcher has no control over the variables;
he can only report what has happened or what is happening. Most ex post facto
research projects are used for descriptive studies in which the researcher seeks to
measure such items as, for example frequency of shopping, preferences of people, or
similar data. Ex post facto studies also include attempts by researchers to discover
causes even when they cannot control the variables. The methods of research utilized
in descriptive research are survey methods of all kinds, including comparative and
correlational methods. In analytical research, on the other hand, the researcher has to
use facts or information already available, and analyze these to make a critical
evaluation of the material.
(ii) Applied vs. Fundamental: Research can either be applied (or action) research or
fundamental (to basic or pure) research. Applied research aims at finding a solution
for an immediate problem facing a society or an industrial/business organisation,
whereas fundamental research is mainly concerned with generalisations and with the
formulation of a theory.Gathering knowledge for knowledges sake is termed pure
or basic research.
(iii) Quantitative vs. Qualitative: Quantitative research is based on the measurement
of quantity or amount. It is applicable to phenomena that can be expressed in terms
of quantity.Qualitative research, on the other hand, is concerned with qualitative
phenomenon, i.e.,phenomena relating to or involving quality or kind. For instance,
when we are interested in investigating the reasons for human behaviour (i.e., why
people think or do certain things),we quite often talk of Motivation Research, an
important type of qualitative research. This type of research aims at discovering the
underlying motives and desires, using in depth interviews for the purpose. Other
techniques of such research are word association tests,
sentence completion tests, story completion tests and similar other projective
techniques.Attitude or opinion research i.e., research designed to find out how people
feel or what they think about a particular subject or institution is also qualitative
research. Qualitative research is specially important in the behavioural sciences
where the aim is to discover the underlying motives of human behaviour. Through
such research we can analyse the various factors which motivate people to behave in
a particular manner or which make people like or dislike a particular thing. It may be
stated, however, that to apply qualitative research
(iv) Conceptual vs. Empirical: Conceptual research is that related to some abstract
idea(s) or theory. It is generally used by philosophers and thinkers to develop new
concepts or to reinterpret existing ones. On the other hand, empirical research relies
on experience or observation alone, often without due regard for system and theory.
It is data-based research, coming up with conclusions which are capable of being
verified by observation or experiment. We can also call it as experimental type of
research. In such a research it is necessary to get at facts firsthand, at their source,
and actively to go about doing certain things to stimulate the production of desired
information. In such a research, the researcher must first provide himself with a
working hypothesis or guess as to the probable results. He then works to get enough
facts (data) to prove or disprove his hypothesis. He then sets up experimental designs
which he thinks will manipulate the persons or the materials concerned so as to
bring forth the desired information. Such research is thus characterised by the
experimenters control over the variables under study and his deliberate manipulation
of one of them to study its effects. Empirical research is appropriate when proof is
sought that certain variables affect other variables in some way. Evidence gathered
through experiments or empirical studies is today considered to be the most powerful
support possible for a given hypothesis.
(v) Some Other Types of Research: All other types of research are variations of one
or more of the above stated approaches, based on either the purpose of research, or
the time required to accomplish research, on the environment in which research is
done, or on the basis of some other similar factor. Form the point of view of time, we
can think of research either as one-time research or longitudinal research. In the
former case the research is confined to a single time-period, whereas in the latter case
the research is carried on over several time-periods. Research can be field-setting
research or laboratory research or simulation research, depending upon the
environment in which it is to be carried out. Research can as well be understood as
clinical or diagnostic research. Such research follow case-study methods or indepth
approaches to reach the basic causal relations. Such studies usually go deep into the
causes of things or events that interest us, using very small samples and very deep
probing data gathering devices. The research may be exploratory or it may be
formalized. The objective of exploratory research is the development of hypotheses
rather than their testing, whereas formalized research studies are those with
substantial structure and with specific hypotheses to be tested. Historical research is
that which utilizes historical sources like documents, remains, etc. to study events or
ideas of the past, including the philosophy of persons and groups at any remote point
of time. Research can also be classified as conclusion-oriented and decision-oriented.
While doing conclusionoriented research, a researcher is free to pick up a problem,
redesign the enquiry as he proceeds and is prepared to conceptualize as he wishes.
Decision-oriented research is always for the need of a decision maker and the
researcher in this case is not free to embark upon research according to his own
inclination. Operations research is an example of decision oriented research since it
is a scientific method of providing executive departments with a quantitative basis
for decisions regarding operations under their control.
Research Approaches
The above description of the types of research brings to light the fact that there are
two basic approaches to research, viz., quantitative approach and the qualitative
approach. The formerinvolves the generation of data in quantitative form which can
be subjected to rigorous quantitativeanalysis in a formal and rigid fashion. This
approach can be further sub-classified into inferential, experimental and simulation
approaches to research. The purpose of inferential approach to research is to form a
data base from which to infer characteristics or relationships of population.
Thisusually means survey research where a sample of population is studied
(questioned or observed) to determine its characteristics, and it is then inferred that
the population has the same characteristics.
Experimental approach is characterised by much greater control over the research
environment and in this case some variables are manipulated to observe their effect
on other variables. Simulation approach involves the construction of an artificial
environment within which relevant information and data can be generated. This
permits an observation of the dynamic behaviour of a system (or itssub-system)
under controlled conditions. The term simulation in the context of business and
socialsciences applications refers to the operation of a numerical model that
represents the structure of a dynamic process. Given the values of initial conditions,
parameters and exogenous variables, asimulation is run to represent the behaviour of
the process over time.Simulation approach can also be useful in building models for
understanding future conditions.
Qualitative approach to research is concerned with subjective assessment of attitudes,
opinions and behaviour. Research in such a situation is a function of researchers
insights and impressions.Such an approach to research generates results either in
non-quantitative form or in the form which are not subjected to rigorous quantitative
analysis.



Significance of Research
All progress is born of inquiry. Doubt is often better than overconfidence, for it
leads to inquiry, andinquiry leads to invention is a famous Hudson Maxim in
context of which the significance of research can well be understood. Increased
amounts of research make progress possible. Research inculcates scientific and
inductive thinking and it promotes the development of logical habits of thinking
and organisation.The role of research in several fields of applied economics, whether
related to business or to the economy as a whole, has greatly increased in modern
times. The increasingly complex nature of business and government has focused
attention on the use of research in solving operational problems. Research, as an aid
to economic policy, has gained added importance, both for government and business.
Research provides the basis for nearly all government policies in our economic
system.For instance, governments budgets rest in part on an analysis of the needs
and desires of the people and on the availability of revenues to meet these needs. The
cost of needs has to be equated to probable revenues and this is a field where
research is most needed. Through research we can devise alternative policies and can
as well examine the consequences of each of these alternatives.
Decision-making may not be a part of research, but research certainly facilitates the
decisions of the policy maker. Government has also to chalk out programmes for
dealing with all facets of the countrys existence and most of these will be related
directly or indirectly to economic conditions. The plight of cultivators, the problems
of big and small business and industry, working conditions, trade union activities,
the problems of distribution, even the size and nature of defence services are matters
requiring research. Thus, research is considered necessary with regard to the
allocation of nations resources. Another area in government, where research is
necessary, is collecting information on the economic and social structure of the
nation. Such information indicates what is happening in the economy and what
changes are taking place. Collecting such statistical information is by no means a
routine task, but it involves a variety of research problems. These day nearly all
governments maintain large staff of research technicians or experts to carry on this
work. Thus, in the context of government, research as a tool to economic policy has
three distinct phases of operation, viz., (i) investigation of economic structure
through continual compilation of facts; (ii) diagnosis of events that are taking

place and the analysis of the forces underlying them; and (iii) the prognosis, i.e., the
prediction offuture developments.Research has its special significance in solving
various operational and planning problems of business and industry. Operations
research and market research, along with motivational research, are considered
crucial and their results assist, in more than one way, in taking business decisions.
Market research is the investigation of the structure and development of a market for
the purpose of formulating efficient policies for purchasing, production and sales.
Operations research refers to the application of mathematical, logical and analytical
techniques to the solution of business problems of cost minimisation or of profit
maximisation or what can be termed as optimisation problems. Motivational research
of determining why people behave as they do is mainly concerned with market
characteristics.
In other words, it is concerned with the determination of motivations underlying the
consumer (market) behaviour. All these are of great help to people in business and
industry who are responsible for taking business decisions. Research with regard to
demand and market factors has great utility in business. Given knowledge of future
demand, it is generally not difficult for a firm, or for an industry to adjust its supply
schedule within the limits of its projected capacity. Market analysis has become an
integral tool of business policy these days. Business budgeting, which ultimately
results in a projected profit and loss account, is based mainly on sales estimates
which in turn depends on business research. Once sales forecasting is done, efficient
production and investment programmes can be set up around which are grouped the
purchasing and financing plans. Research, thus, replaces intuitive business decisions
by more logical and scientific decisions.
Research is equally important for social scientists in studying social relationships and
in seeking answers to various social problems. It provides the intellectual satisfaction
of knowing a few things just for the sake of knowledge and also has practical utility
for the social scientist to know for the sake of being able to do something better or in
a more efficient manner. Research in social sciences is concerned both with
knowledge for its own sake and with knowledge for what it can contribute to
practical concerns. This double emphasis is perhaps especially appropriate in the
case
of social science. On the one hand, its responsibility as a science is to develop a body
of principlesthat make possible the understanding and prediction of the whole range
of human interactions

Type Methods Techniques
1. Library (i) Analysis of historical Recording of notes, Content analysis, Tape and
Film listening and Research records analysis.
(ii) Analysis of documents Statistical compilations and manipulations, reference and
abstract guides, contents analysis.
2. Field (i) Non-participant direct Observational behavioural scales, use of score
cards, etc. Research observation
(ii) Participant observation Interactional recording, possible use of tape recorders,
photo graphic techniques.
(iii) Mass observation Recording mass behaviour, interview using independent
observers in public places.
(iv) Mail questionnaire Identification of social and economic background of
respondents.
(v) Opinionnaire Use of attitude scales, projective techniques, use of sociometric
scales.
(vi) Personal interview Interviewer uses a detailed schedule with open and closed
questions.
(vii) Focused interview Interviewer focuses attention upon a given experience and its
effects.
(viii) Group interview Small groups of respondents are interviewed simultaneously.
(ix) Telephone survey Used as a survey technique for information and for discerning
opinion; may also be used as a follow up of questionnaire.
(x) Case study and life history Cross sectional collection of data for intensive
analysis, longitudinal collection of data of intensive character.


2. Laboratory Small group study of random Use of audio-visual
recording devices, use of observers, etc.
3. Research behaviour, play and role analysis
From what has been stated above, we can say that methods are more general. It is the
methods that generate techniques.However, in practice, the two terms are taken as
interchangeable and when we talk of research methods we do, by implication,
include research techniques within their compass.8 Research Methodology use in
performing research operations. In other words, all those methods which are used by
the researcher during the course of studying his research problem are termed as
research methods. Since the object of research, particularly the applied research, it to
arrive at a solution for a given problem, the available data and the unknown aspects
of the problem have to be related to each other to make a solution possible. Keeping
this in view, research methods can be put into the following three groups:
1. In the first group we include those methods which are concerned with the
collection of
data. These methods will be used where the data already available are not sufficient
toarrive at the required solution;
2. The second group consists of those statistical techniques which are used for
establishing relationships between the data and the unknowns;
3. The third group consists of those methods which are used to evaluate the accuracy
of the results obtained

Research methods falling in the above stated last two groups are generally taken as
the analytical tools of research.Research methodology is a way to systematically
solve the research problem. It may beunderstood as a science of studying how
research is done scientifically. In it we study the various steps that are generally
adopted by a researcher in studying his research problem along with the logic behind
them. It is necessary for the researcher to know not only the research
methods/techniques but also the methodology. Researchers not only need to know
how to develop certain indices or tests, how to calculate the mean, the mode, the
median or the standard deviation or chi-square, how to


apply particular research techniques, but they also need to know which of these
methods or techniques, are relevant and which are not, and what would they mean
and indicate and why. Researchers also need to understand the assumptions
underlying various techniques and they need to know the criteria by which they can
decide that certain techniques and procedures will be applicable to certain problems
and others will not. All this means that it is necessary for the researcher to design his
methodology for his problem as the same may differ from problem to problem. For
example, an architect, who designs a building, has to consciously evaluate the basis
of his decisions, i.e., he has to evaluate why and on what basis he selects particular
size, number and location of doors, windows and ventilators, uses particular
materials and not others and the like. Similarly, in research the scientist has to expose
the research decisions to evaluation before they are implemented. He has to specify
very clearly and precisely what decisions he selects and why he selects them so that
they can be evaluated by others also. From what has been stated above, we can say
that research methodology has many dimensions and research methods do constitute
a part of the research methodology. The scope of research methodology is wider than
that of research methods. Thus, when we talk of research methodology we not only
talk of the research methods but also consider the logic behind the methods we use in
the context of our research study and explain why we are using a particular method
or technique and why we are not using others so that research results are capable of
being evaluated either by the researcher himself or by others. In the broadest sense of
the word, the definition of research includes any gathering of data, information and
facts for the advancement of knowledge.Secondary method is used for data
collection in the report:-
www.vaevkn.com
www.haryanatax.com
www.CBEC.Gov.in
Primary method is used for data collection in the report:-
Excise duty by R.K jai




8.INTRODUCTION OF HRM

Human Resource Management
Human Resource Management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the
organization. Human Resource Management can also be performed by line managers.
Human Resource Management is the organizational function that deals with issues related to
people such as compensation, hiring, performance management, organization development,
safety, wellness, benefits, employee motivation, communication, administration, and training.
Human Resource Management is also a strategic and comprehensive approach to managing
people and the workplace culture and environment. Effective HRM enables employees to
contribute effectively and productively to the overall company direction and the
accomplishment of the organization's goals and objectives.
Human Resource Management is moving away from traditional personnel, administration,
and transactional roles, which are increasingly outsourced. HRM is now expected to add
value to the strategic utilization of employees and that employee programs impact the
business in measurable ways. The new role of HRM involves strategic direction and HRM
metrics and measurements to demonstrate value.







Features of HRM
Organizational management
Personnel administration
Manpower management
Industrial management
But these traditional expressions are becoming less common for the theoretical discipline.
Sometimes even employee and industrial relations are confusingly listed as synonyms,
[

although these normally refer to the relationship between management and workers and the
behavior of workers in companies.
The theoretical discipline is based primarily on the assumption that employees are individuals
with varying goals and needs, and as such should not be thought of as basic business
resources, such as trucks and filing cabinets. The field takes a positive view of workers,
assuming that virtually all wish to contribute to the enterprise productively, and that the main
obstacles to their endeavors are lack of knowledge, insufficient training, and failures of
process.
Human Resource Management(HRM) is seen by practitioners in the field as a more
innovative view of workplace management than the traditional approach. Its techniques force
the managers of an enterprise to express their goals with specificity so that they can be
understood and undertaken by the workforce, and to provide the resources needed for them to
successfully accomplish their assignments. As such, HRM techniques, when properly
practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is
also seen by many to have a key role in risk reduction within organisations. Synonyms such
as personnel management are often used in a more restricted sense to describe activities that
are necessary in the recruiting of a workforce, providing its members with payroll and
benefits, and administrating their work-life needs. So if we move to actual definitions,
Torrington and Hall (1987) define personnel management as being




HRM strategy
An HRM strategy pertains to the means as to how to implement the specific functions
of Human Resource Management. An organization's HR function may possess
recruitment and selection policies, disciplinary procedures, reward/recognition
policies, an HR plan, or learning and development policies, however all of these
functional areas of HRM need to be aligned and correlated, in order to correspond
with the overall business strategy. An HRM strategy thus is an overall plan,
concerning the implementation of specific HRM functional areas.
An HRM strategy typically consists of the following factors:-
"Best fit" and "best practice" - meaning that there is correlation between the
HRM strategy and the overall corporate strategy. As HRM as a field seeks to
manage human resources in order to achieve properly organizational goals, an
organization's HRM strategy seeks to accomplish such management by
applying a firm's personnel needs with the goals/objectives of the organisation.
As an example, a firm selling cars could have a corporate strategy of
increasing car sales by 10% over a five year period.
Accordingly, the HRM strategy would seek to facilitate how exactly to
manage personnel in order to achieve the 10% figure. Specific HRM
functions, such as recruitment and selection, reward/recognition, an HR plan,
or learning and development policies, would be tailored to achieve the
corporate objectives.





Close co-operation (at least in theory) between HR and the top/senior
management, in the development of the corporate strategy. Theoretically, a
senior HR representative should be present when an organization's corporate
objectives are devised. This is so, since it is a firm's personnel who actually
construct a good, or provide a service. The personnel's proper management is
vital in the firm being successful, or even existing as a going concern. Thus,
HR can be seen as one of the critical departments within the functional area of
an organization. Continual monitoring of the strategy, via employee feedback,
surveys, etc.
The implementation of an HR strategy is not always required, and may depend on a
number of factors, namely the size of the firm, the organizational culture within the
firm or the industry that the firm operates in and also the people in the firm.
An HRM strategy can be divided, in general, into two facets - the people strategy and
the HR functional strategy. The people strategy pertains to the point listed in the first
paragraph, namely the careful correlation of HRM policies/actions to attain the goals
laid down in the corporate strategy. The HR functional strategy relates to the policies
employed within the HR functional area itself, regarding the management of persons
internal to it, to ensure its own departmental goals are met.

Role of Human Resource Manager
Human Resources Generalists, Managers, and Directors, depending on the size of the
organization, may have overlapping responsibilities. In larger organizations, the Human
Resources Generalist, the Manager, and the Director have clearly defined, separated roles in
HR management with progressively more authority and responsibility in the hands of the
Manager, the Director, and ultimately, the Vice President who may lead several departments
including administration.
HR directors, and occasionally HR managers, may head up several different departments that
are each led by functional or specialized HR staff such as the training manager, the
compensation manager, or the recruiting manager.


Human Resources staff members are advocates for both the company and the people who
work in the company. Consequently, a good HR professional performs a constant balancing
act to meet both needs successfully.
The Changing Human Resources Role
The role of the HR professional is changing. In the past, HR managers were often viewed as
the systematizing, policing arm of executive management. Their role was more closely
aligned with personnel and administration functions that were viewed by the organization as
paperwork.
When you consider that the initial HR function, in many companies, comes out of the
administration or finance department because hiring employees, paying employees, and
dealing with benefits were the organization's first HR needs, this is not surprising.
In this role, the HR professional served executive agendas well, but was frequently viewed as
a road block by much of the rest of the organization. While some need for this role
occasionally remains you wouldnt want every manager putting his own spin on a sexual
harassment policy, as an example much of the HR role is transforming itself.
New HR Role
The role of the HR manager must parallel the needs of his or her changing organization.
Successful organizations are becoming more adaptable, resilient, quick to change direction,
and customer-centered.
Within this environment, the HR professional, who is considered necessary by line managers,
is a strategic partner, an employee sponsor or advocate and a change mentor. At the same
time, especially the HR Generalist, still has responsibility for employee benefits
administration, often payroll, and employee paperwork, especially in the absence of an HR





Assistant.
Depending on the size of the organization, the HR manager has responsibility for all of the
functions that deal with the needs and activities of the organization's people including these
areas of responsibility.
Recruiting
Hiring
Training
Organization Development
Communication
Performance Management
Coaching
Policy Recommendation
Salary and Benefits
Team Building
Employee Relations
Leadership
With all of this in mind, in Human Resource Champions, Dave Ulrich, one of the best
thinkers and writers in the HR field today, and a professor at the University of Michigan,
recommends three additional roles for the HR manager.
HR Role: Business and Strategic Partner
In todays organizations, to guarantee their viability and ability to contribute, HR managers
need to think of themselves as strategic partners. In this role, the HR person contributes to the
development of and the
accomplishment of the organization-wide business plan and objectives.
The HR business objectives are established to support the attainment of the overall strategic
business plan and objectives. The tactical HR representative is deeply knowledgeable about
the design of work systems in which people
succeed and contribute. This strategic partnership impacts HR services such as the design of
work positions; hiring; reward, recognition and strategic pay; performance development and
appraisal systems; career and succession planning; and employee development.

To be successful business partners, the HR staff members have to think like business people,
know finance and accounting, and be accountable and responsible for cost reductions and the
measurement of all HR programs and processes. It's not enough to ask for a seat at the
executive table; HR people will have to prove they have the business savvy necessary to sit
there.
HR Role: Employee Advocate
As an employee sponsor or advocate, the HR manager plays an integral role in organizational
success via his or her knowledge about and advocacy of the employees. This advocacy
includes expertise in how to create a work environment in which people will choose to be
motivated, contributing, engaged, and happy.
Fostering effective methods of goal setting, communication and empowerment through
responsibility, builds employee ownership of the organization. The HR professional helps
establish the organizational culture and climate in which people have the competency,
concern and commitment to serve customers well.
In this role, the HR manager provides employee development opportunities, employee
assistance programs, gain sharing and profit-sharing strategies, organization development
interventions, due process approaches to employee complaints and problem solving, and
regularly scheduled communication opportunities.
HR Role: Change Champion
The constant evaluation of the effectiveness of the organization results in the need for the HR
professional to frequently champion change. Both knowledge about and the ability to execute
successful change strategies make the HR professional exceptionally valued.
Knowing how to link change to the strategic needs of the organization will minimize
employee dissatisfaction and resistance to change.
The HR professional contributes to the organization by constantly assessing the effectiveness
of the HR function. He or she also sponsors and supports change in other departments and in
work practices. To promote the overall success of his or her organization, the HR professional
champions the identification of the organizational strategic plan: mission, vision, values,
goals and action plans. Finally, he or she helps determine the measures that will tell the
organization how well it is succeeding in all of this.

New Role of HR(Support for Brand)
Except in a few instances, most companies offer largely undifferentiated products and
services; airlines fly the same planes and serve the same food, financial service businesses
offer similar advice and investment options, and retail stores offer the same merchandise. The
list goes on.
Because of the undifferentiated nature of their businesses, such firms as, Disney, Fidelity,
Southwest Airlines, to name a few, have made branding a core element in their business
strategy. In many respects, their brand strategy is their business strategy, and vice versa.
A brand, simply put, is a promise to customers that a specific level of value, quality, and
service will be received. Think of a brand as a covenant between a business and its customers.
The promise is usually communicated through mass media advertising. Here are some current
examples.
FedEx Dont worry, theres FedEx
MasterCard There are some things money cant buy
Xerox Break Out
Bose Better Sound Through Research
GE Imagination at Work
When a brand promise is not kept, customers flee and go elsewhere. A classic example is the
fate that befell Eastern Airlines when it promised to Earn its Wings Everyday through
superior customer service while at the same time losing bags, canceling flights and serving
lousy food.
As a result, the bonds of trust between customers and the airline were irrevocably broken. The
net effect was passengers boycotted Eastern in droves and it eventually went out of business
killing the brand for eternity.





What went wrong? Eastern Airlines failed to align the behavior of their employees with the
brand promise. They failed to understand that the lines of copy in an ad do not deliver a brand
promise, nor by an airplane or piece of machinery - its delivered by people.
Herein lies the opportunity for Human Resources to get through the fence and into the game,
by helping ensure that all of the large and small actions that people take every day, throughout
the organization, fall in line with the brand strategy.
This requires becoming knowledgeable about brands and branding as well as becoming
familiar with the company's brand strategy and marketing communications, especially
advertising. This shouldn't be too difficult. There are tons of books on the subject.
In addition, contacting the advertising agency handling the company account and asking for a
"Branding 101" session and a review of the company's advertising and communications
program is a great way to get up to speed.
How to Play: Get Involved With Your Company's Business Brand A second requirement is to
make the brand strategy the lynchpin of the HR strategy. The first step is to convert the brand
promise into "Brand Behaviors." A well known financial services business developed a brand
strategy around the idea that their financial representatives were, "Trusted Financial
Advisors."
The Human Resources function helped to identify the specific behaviors required to deliver
the promise. For example, HR asked people to steer clients away from types of investments
that were lucrative for the financial representative but risky for the client, to refer clients to
other experts when necessary, to always give the pros and cons of investment choices, and to
identify client needs before recommending investments.
After operationalizing the brand promise, the next step is to make sure training and
development programs, performance management systems and compensation programs are
designed to reinforce and promote "brand behavior." In doing so, HR can change the way
employees think and behave as they go about their daily activity.
This includes everyone in the enterprise, not just front line employees. This results in creating
a "brand culture" where the organizing principle for all activity centers on delivering the
brand promise to customers. The success of Southwest Airlines is based on doing this. You'll
know if you've succeeded in creating a brand culture


when everyone in the organization thinks and acts on the idea that "I am the brand."
A third requirement for becoming involved in implementing the brand strategy is to brand the
HR function itself. It's a matter of walking the talk. All internal staff functions have customers
who in an era of outsourcing have the option of looking elsewhere if they are not satisfied.
There is no better way to establish credibility as a player in the branding game than creating
and fulfilling your own brand promise better than any one else in the enterprise.
This requires the same steps as implementing the company's brand strategy: create the
promise, operationalize the required behaviors, and develop training, performance
management and reward programs to align employee behavior.
Many CEOs today see the brand as a strategic asset and spend a great deal of time making
sure the brand is thriving. In a very real sense CEOs have become the "keeper of the brand"
and often have a powerful emotional attachment to their brand.














9.ANALYSE AND INTERPRETATION.
All goods listed in the Central Excise Tariff Act,1985 attract central excise duty
unless specified to the contrary in the Act itself or under any notification issued
under the central excise Act,1944 by the appropriate statutory authority.
Generally speaking, the manufacturer who actually undertakes manufacturing
activity is liable to pay central excise duty.A person does not become a manufacturer
simply by supplying raw materials to the manufacturer or getting his goods
manufacturerd according to his own specification,Brand name or Trade name,etc.
however,for the textile sector, the option is with the supplier of raw material or with
the job worker to pay duty.
The rate of duty on each item is specified in the Central Excise Tariff Act,1985. in
some cases, the statutory rates of duty have been lowered or reduced to nill by the
central government in terms of section 5A of the central excise Act,1944. Anyone
interested in knowing the effectives rates of duty in respect of any goods must
refered to the tariff of seek guidance from the nearest central excise officer, if
necessary.
An SSI unit has to pay duty on monthly basis by 15
th
of the succeeding month.
Other unit are required to pay duty on monthly basis within 5 days of completion
of the month in question. The assessee is required to deposit the amount of duty
payable in the nominated bank along with the prescribed TR-6 challan and on this
amount being credited in the government account ,he can take credit in the PLA
registered. Such credited amount can then be utilized for discharging the duty on
goods cleared from his factory. However , for the month of march ,the duty has to be
paid by 31
st
march,both the SSI and non SSI units. Further, in case of default in
payment of duty, the interest is leviable @ 2%p.m. or Rs.1000/- per day,
whichever is higher,starting from the date on which the duty was required to be paid
till the date of payment. In this industry the production every month is 300-400
sets.
In VAE VKN as per TARIFF Rate are @10%, Education Cess 2%, SHE Cess
1%



There is no central excise registration is separately required by 100% EOU. The
licence granted by the jurisdictional custom officer under section 58 of the customs
Act, 1962 is sufficient.Subject to prescribed conditions, no Excise duty is payable
on the capital goods, raw materials, spares, consumables, etc. procured by the
100% EOU. CT-3 certificate is required to be obtained from the range
superintendent of central excise on the basis of which a 100% EOU can procure duty
free indigenous goods. The 100% EOU is required to file monthly return in
prescribed form. Under certaion circumstances, 100% EOUs are permitted by the
Development Commissioner to sell the goods in the local market on payment of
appropriate duty.
The small scale units who manufacture the goods specified in the relevant exemption
notifications and fulfill the conditions specified in such exemption notification, are
exempt from payment of duty till their aggregate clearances do not exceed Rs. 1
crore in a financial year. The small scale units whose clearances in the previous
financial year exceeded the limit of Rs. 3 crores, which will also include the value of
exempted goods (excluding exports) are not entitled to such exemption. Generally
speaking, the small scale units who are availing the CENVAT credit are required to
pay duty at concessional rate 60% of the prescribed rate till their clearances reach
RS.1 crore.












10.FINDINGS


HR is a manpower development. Excise duty on alcohol, alcoholic preparation,
and narcotic subsistances is collected by the state government and is called
state excise duty.
No license is required and a simple registration with the central excise
department would suffice.




the following categories of persons are required to get themselves registered
with the central excise department; (i)every manufactures of dutiable excisable
goods;(ii) first and second stage dealers or importers desiring to issue cenvatable
invoices ;(iii)persons holding bonded warehouses for storing non duty paid
goods.;(iv) persons who obtain excisable goods for availing end use based
exemption.
All goods listed in the Central Excise Tariff Act,1985.
In VAE VKN as per tariff rate are @10%,EDU. cess @2% and SHE cess @1%.

11.LIMITATIONS

Shortage of time (i.e. 4 weeks) is a main problem to study a new things.
A lots of time is waste on doing the same thing.
Disturbance create while doing work.
No special arrangements is provided for trainees. like separate system,etc.





12.SUGGESTIONS

Industry should prevent the wholesale disturbance.
Industry should give the incentives to its executives as extra benefits after
salary.
Industry should listen and care of sales executive.
The very necessary work is market screening and recognizing the strength
and weaknesses of competitors.
Workers and employees problems should be taken into consideration while
imposing any new rules in the industry.
There should be group discussion for employees to meet future plannings.












13.CONCLUSION

The project which I have completed during my training period not only gave me a
holistic view of the organization but it also helped me in learning the practical aspect
of the topic. It was really a memorable experience to work in a very lively
organization. Where all cadres were very cooperative.
For an organization to run smoothly and efficiently it is very important that its
employees should be made very happy and satisfied. It is very natural that when
people are satisfied and happy they perform their best.
The result f the study done say that the management although paying attention,needs
a few changes for the bettwerment nad improvement of the employees. It is seem that
clearity of goals and objectives will leads to satisfaction regarding their part in the
company.
Working environment,communication and information as well as the canteen
services are the most important dimentions.
Everybody wants that the work they perform should be acknowledged factors
contributing to dissatisfaction are sevices within the premises of the company. The
Excise duty which is paid by the company is very high .They should diversify the
things in such a way which helps in decreasing the Excise rate and helps in
improving the sales and also improve the production of the company.









14.BIBLIOGRAPHY


http://www.vaevkn.com

http://www.haryanatax.com

http://CBEC.Gov.in






























15.ANNEXURE