Milkfood Limited was set up in the year 1973 with the first Plant at Bahadurgarh, on the Rajpura Patiala

Road in the State of Punjab. The company manufactures Pure Ghee, Skimmed Milk Powder, Whole Milk Powder, and Dairy Whitener. From the intial installed capacity of 80 MT of milk processing per day at Patiala during 1974 the Company at has enhanced the processing capacity from time to time and the present milk processing capacity of all Plants is 1500 MT per day. In the year 1987 the Company commissioned its Second Plant at Gurgoan in the State of Haryana for the manufacture of Cultured Desserts like Long Life Yoghurts, UHT Milk, Juices etc. and Frozen Desserts Yoghurts like Ice Creams. The Ice Cream brand "Milkfood 100% Ice cream" still conjurs up memories even years after it's sale to Hindustan Lever. The company has taken on lease a Dairy Plant in 2003 at Hamira, Distt. Kapurthala, in the State of Punjab to supplement the production capacities by 200 MT of milk processing per day. The capacity has since been enhanced to 500 MT of Milk Processing per day. In 2005, the company has taken expansion plans further to the State of Uttar Pradesh where a fully modernised facility has been set up at Village Agwanpur, Tehsil Moradabad to add capacity of 500 MT of milk processing per day. The plant has commenced production in November 2005. Further Expansion plans for manufacture of Export Oriented and Value added products like Casein, Demineralised Whey Powder, Whey Protien Concentrates has been initiated at the Bahadurgarh facility, which is likely to be commissioned by end of 2006. Capacity expansion will enable the Bahadurgarh plant to process 700 MT of milk per day.

Date of Establishment Revenue Market Cap Corporate Address Management Details

Business Operation Background

Financials

1973 68.8122 ( USD in Millions ) 487.911034 ( Rs. in Millions ) Bahadurgarh,, Patiala-147021, Punjab www.milkfoodltd.com Chairperson - Umesh N Saxena MD Directors - Amarjeet Kapoor, Asha Gadi, Kewal Krishan Kohli, Suresh Alipuria, Umesh N Saxena Consumer Food Milkfood Limited was set up in the year 1973 with the first Plant at Bahadurgarh, on the Rajpura Patiala Road in the State of Punjab. The company is promoted by Karamjit Jaiswal. The Jaiswal family are also promoters of Jagatjit Industries Limited, which has interests in Alcoholic Beverages (AC Black, Aristocrat Premium, ACP , Bonnie Scot) , Malted Foods, Plastic and Glass Bottling and Real Estate. The Gro Total Income - Rs. 3091.004 Million ( year ending Mar 2011) Net Profit - Rs. -51.669 Million ( year ending Mar 2011)

Milkfood has three plants: Patiala Plant- The plant has facilities to manufacture Anhydrous Milk Fat (Ghee) , Milk powders (Skimmed Milk Powder, Whole Milk Powder). The plant is being upgraded to manufacture value added products like Casein, Demineralised Whey powder, Lactose and Whey Protein Concentrate powders of different percentages. Hanira Plant- The plant has facilities to manufacture Anhydrous Milk Fat (Pure Ghee) , Milk Powders (Skimmed Milk Powder , Whole Milk Powder, Dairy Whitener & Infant Foods). The plant has facility to produce powder with disc and nozzle atomization resulting into powders of low or high density. A Three stage spray drying system with facility of Lecithination helps in production of instant powders. A separate facility for production of malted food is available. Moradabad Plant- The plant has facilities to manufacture Anhydrous Milk Fat (Pure Ghee), Milk Powders (Skimmed Milk powder, Whole Milk Powder).Among the private sector corporations in India the company is one of the largest supplier for Milk Powders to the institutions i.e Glaxo Smithkline , Cadburys, Nestle , Mother Dairy , Metro Dairy , Lotus Chocolate. The company also exports Skimmed Milk Powder and Whole Milk Powder to the South Asian countries of Pakistan, Bangladesh , Nepal, Sri Lanka , Afghanistan and Myanamar. For distribution of products, Redistribution depots are established at Gurgoan , Delhi , Kolkatta , Chandigarh and Mumbai apart from Agents spread over almost all states. Products manufactured by the company include:

Pure Ghee Skimmed Milk Powder Whole Milk Powder Dairy Creamer Dairy Whitener

Future plans A 100% Export Oriented Unit is being set up at the existing facilities at Bahadurgarh, Patiala to manufacture Casein which commands a premium price in Export markets of USA, Europe and Japan. India being the largest and cheapest producer of Milk holds comparative price advantage in the product which has varied applications from Food Products, Pharma to Technology products. Demineralised Whey Powder is a by product which has both a Domestic and Export market.

Company History - Milk Food YEAR EVENTS 1973 - Milk Food Ltd. was incorporated on 31st March, at Delhi. It manufactures milk powder, baby food, cheese and other milk products. The company was promoted by Jagatjit Industries Ltd. - 6 Pref. and 6 No. of equity shares subscribed for by the signatories to the Memorandum of Association. 1,80,000 No. of equity shares allotted to Jagatjit Indus. Ltd. for cash. 2,70,009 No. of equity shares offered at par to the public in May 1974. 1978 - During November 1975, 1,80,000 Right Equity shares issued at par in the proportion 2:5. 1984 - The company again became a subsidiary L.P. Investments, Ltd. which is a wholly owned subsidiary of Jagatjit Industries Ltd., which held 12,50,116 No. of equity shares of the company. 1987 - 568,550 bonus equity shares issued in prop. 1:1. 1991 - During January-February, the Company offered 11,37,100-14% secured redeemable partly convertible debentures of Rs 150 each on `Rights basis' in the proportion 1 debenture : 1 equity share held (all were taken up). Additional 1,70,565 debentures were allotted to retain over subscription. - Another 56,855-14% partly convertible debentures were issued to employees under the `Employees Stock Option Scheme' (none were taken up and all were allowed to lapse). - Rs 80 of the face value of each debenture was to be converted into 1 equity shares of Rs 10 each at a premium of Rs 70 per share on the expiry of 6 months from the date of allotment of debentures. Accordingly 13,07,665 shares were allotted in October 1991. - The balance Rs 70 of the face value of each debenture were to be redeemed at par in three annual instalments of Rs 20, Rs 25 and Rs 25 respectively on the expiry of 7th, 8th and 9th years from the date of allotment of debentures.

1992 - 24,41,675 bonus equity share issued in propn. 1:1. 2008 - Milkfood Ltd has appointed Mr. Umesh N Saxena as Additional Director and Managing Director of the Company. Milkfood is a Punjab-based company, controlled by the Jaiswal family through L P Investments, a subsidiary of Jagatjit Industries, commenced commercial production in 1973. The company manufactures and markets milk and milk products. The main products are milk powder, ghee, baby food, ice-creams and yoghurt. The company came out with a convertible debenture offer in Feb.'91 to partfinance normal capital expenditure, to repay loans and for long-term working capital. Brooke Bond Lipton India has acquired the marketing and distribution rights of the Milkfood range of ice-creams. Milkfood has over 2000 vending outlets predominantly in Delhi and Punjab. During the year 1999-2000, an amount of Rs. 328.21 lacs was paid towards final instalment of redemption of debentures. The company is planning to upgrade its technology,modnerise its plants/training and motivation of employees,improve the capacity utilisation

Management Name Amar Baljeet Amarjeet Kapoor Asha Gadi H M Sood Kamlesh Gupta Kamlesh Gupta Kewal Krishan Kohli Sudhir Avasthi Suresh Alipuria Umesh N Saxena Designation Head - Patiala Plant Ind. Non-Executive Director Ind. Non-Executive Director Head - Moradabad Plant Co. Secretary & Compl. Officer Secretary Ind. Non-Executive Director Finance Director Ind. Non-Executive Director CEO

Milk Products

Pure Ghee (01)

Our Pure Ghee is an embodiment of quality and purity in itself as it is prepared from excellent quality milk products which match to the international standards of quality.

Pure Ghee (02)

Our Pure Ghee is totally, untouched by hand and hygienically packed with utmost care. The ghee made from fresh cream has a typical rich aroma and granular texture.

Skimmed Milk Powder (01)

Our expert professionals perform the task of skimming the milk by using latest equipment & high technology machines and it is dried using spray drying system. The fat free milk powder has a long shelf life if it is stored in cool and dry place.

Skimmed Milk Powder (02)

This skimmed milk powder is used for making many milk which is smooth and homogeneous in texture and tastes great. This milk powder easily get dissolve in lukewarm water and tastes just like ordinary milk.

Skimmed Milk Powder (03)

Our Skimmed Milk Powder constitutes and ideal ingredient in production of infant formula, confectioneries, chocolates and candies.

A grievance may arise from injustice or tyranny, and be cause for rebellion or revolution. The revolt of English barons in the early thirteenth century which led to the Magna Carta of 1215 was partly motivated by grievances against abuses by King John. This right to Petitionthe king, for grievances, was affirmed in the Bill of Rights 1689. The United States Declaration of Independence is mainly an enumeration of the colonists' grievances against King George III. The right "to petition the Government for a redress of grievances" is recognized in the First Amendment to the United States Constitution.
Grievance procedure is a formal communication between an employee and the management designed for the settlement of a grievance. The grievance procedures differ from organization to organization. 1. 2. Open Step-ladder door policy policy

Open door policy: Under this policy, the aggrieved employee is free to meet the top executives of the organization and get his grievances redressed. Such a policy works well only in small organizations. However, in bigger organizations, top management executives are usually busy with other concerned matters of the company. Moreover, it is believed that open door policy is suitable for executives; operational employees may feel shy to go to top management. Step ladder policy: Under this policy, the aggrieved employee has to follow a step by step procedure for getting his grievance redressed. In this procedure, whenever an employee is confronted with a grievance, he presents his problem to his immediate supervisor. If the employee is not satisfied with superiors decision, then he discusses his grievance with the departmental head. The departmental head discusses the problem with joint grievance committees to find a solution. However, if the committee also fails to redress the grievance, then it may be referred to chief executive. If the chief executive also fails to redress the grievance, then such a grievance is referred to voluntary arbitration where the award of arbitrator is binding on both the parties. GRIEVANCE PROCEDURE IN INDIAN INDUSTRY

The 15th session of Indian Labor Conference held in 1957 emphasized the need of an established grievance procedure for the country which would be acceptable to unions as well as to management. In the 16th session of Indian Labor Conference, a model for grievance procedure was drawn up. This model helps in creation of grievance machinery. According to it, workers representatives are to be elected for a department or their union is to nominate them. Management has to specify the persons in each department who are to be approached first and the departmental heads who are supposed to be approached in the second step. The Model Grievance Procedure specifies the details of all the steps that are to be followed while redressing grievances. These steps are: STEP 1: In the first step the grievance is to be submitted to departmental representative, who is

representative

of

management.

He

has

to

give

his

answer

within

48

hours.

STEP 2: If the departmental representative fails to provide a solution, the aggrieved employee can take his grievance to head of the department, who has to give his decision within 3 days. STEP 3: If the aggrieved employee is not satisfied with the decision of departmental head, he can take the grievance to Grievance Committee. The Grievance Committee makes its recommendations to the manager within 7 days in the form of a report. The final decision of the management on the report of Grievance Committee must be communicated to the aggrieved employee within three days of the receipt of report. An appeal for revision of final decision can be made by the worker if he is not satisfied with it. The management must communicate its decision to the worker within 7 days.

1. Grievance Redressal A grievance can be defined as any sort of dissatisfaction, which needs to be redressed in order to bring about the smooth functioning of the individual in the organization. Broadly, a grievance can be defined as any discontent of dissatisfaction with any aspect of the organization. It can be real or imaginary, legitimate or ridiculous, rated or unvoiced, written or oral, it must be however, find expression in some form of the other. Discontent or dissatisfaction is not a grievance. They initially find expression in the form of a complaint. When a complaint remains unattended to and the employee concerned feels a sense of lack of justice and fair play, the dissatisfaction grows and assumes the status of grievance. Usually grievance relate to problems of interpretation of perceived non-fulfillment of ones expectation from the organization. Aggrieved employees usually manifest defiant behavior. The grievance procedure can be divided into two parts: A formal grievance redressal process and

 An informal process of grievance handling

2. Handling grievances There are three formal stages in which any grievance can be redressed. Each stage has a form which is numbered according to whichever stage it belongs to. A grievance can be of any type ranging from problems regarding promotion to discharge and dismissal, and suspension but it is mandatory that the grievance should be work related and not personal. It is required that the grievance must fall under the following category to be considered one: 1. Amenities 2. Compensation 3. Conditions of work 4. Continuity of service 5. Disciplinary action 6. Fines 7. Leave 8. Medical benefits 9. Nature of job 10. Payments 11. Promotions 12. Safety environment 13. Super Annuation 14. Supersession 15. Transfers

16. Victimisation

The list is indicative and not comprehensive. The apparent because or sources of grievances may always be the real ones. There is need for deeper analysis of the policies, procedures, practices, structures and personality dynamics in the organization to arrive at the real causes of grievances.stem. 3. Individual or Collective (Group) Grievances The International Labour Organisation (ILO) defines a grievance as a complaint of one or more workers with respect to wages and allowances, conditions of work and interpretation of service, condition covering such areas as overtime, leave, transfer, promotion, seniority, job assignment and termination of service. The National Commission on Labour observed that complaints affecting one or more individual workers in respect of their wage payments, overtime, leave, transfer, promotion seniority, work assignment and discharge would constitute grievances. It is important to make a distinction between individual grievances and group grievances. If the issue involved relate to one or a few individual employees, it needs to be handled through a grievance procedure, but when general issues with policy implications and wider interest are involved they become the subject matter for collective bargaining.

4. Reasons for grievances Grievances occur for a variety of reasons: Economic Wage fixation, wage computation, overtime, bonus Employees feel they are getting less than what they ought to get Working Environment Poor working conditions, defective equipment and machinery, tools, materials. Supervision Disposition of the boss towards the employee perceived notions of favoritism, nepotism, bias etc. Work Group Strained relations or incompatibility with peers. Feeling of neglect, obstruction and victimisation. Work Organisation Rigid and unfair rules, too much less work responsibility, lack of recognition.

Effects of Grievances Grievances can have several effects which are essentially adverse and counterproductive to organizational purposes. The adverse effects include: a. Loss of interest in work and consequent lack of moral and commitment b. Poor quality of production c. Low productivity d. Increase in wastage and costs e. Increase in employee turnover f. Increase in the incidence of accidents g. Indiscipline h. Unrest, etc. 5. Dos and Donts in Grievance Handling Check Lists All the points are not applicable to every case, but if the supervisor is familiar with all of them and observe them in his handling of grievances, he will be prepared for almost any kind of case that may arise. 1. Investigate and handle each and every case, though it may eventually result in an arbitration hearing. 2. Talk with the employee about his grievance, give him a good and full hearing 3. Enforce the contractual time limit 4. Comply with contractual time limits on the company for handling the grievance

5. Dont argue the merits of the grievance first if the grievance is untimely 6. Dont make agreements with individuals that are inconsistent with the labour agreement 7. Dont hold back the remedy if the company is wrong 8. Visit the work area of the aggrieved part 9. Determine if there were any witnesses 10. Examine the relevant contract provisions 11. Determine if the company has been consistent 12. Examine the total agreement and make interpretations based on the whole 13. Dont admit to the binding effect of a past practice 14. Examine prior grievance records 15. Produce all available evidence 16. Permit a full hearing of the issues 17. Treat the union representative as your equal 18. Dont relinquish your authority to the union 19. Admit your errors and take corrective action 20. Dont settle grievances on the basis of what is fair 21. Bear burden of proof in discipline and discharge case 22. Treat union representatives and employees as people 23. Dont argue grievance issues off work premises 24. Dont give away your copy of the written grievance 25. Dont discuss grievances of striking employees during an illegal work stoppage

26. Satisfy the unions right to relevant information 27. Dont file management grievances 28. Dont overlook the precedent value of prior grievance settlement 29. Dont give long-written answers 30. Dont trade a grievance settlement for a grievance withdrawal 31. Handy cases involving discipline or discharge of union representatives with extra caution and consideration 32. Dont deny grievances on the premise that your hands have been tied by management 33. Control your emotions, your remarks and your behaviours 34. Dont withhold grievance information 35. Maintain records of matters relevant to your labour relations situation 36. Fully inform your own supervisor of grievance matter 37. Remember the union is the moving party 38. Determine if there has been equal treatment of employees 39. Command respect from employees and union representatives 40. Hold your grievance discussions privately 41. Dont make mutual-consent agreements regarding future management action 42. Use the grievance meeting as another avenue of communication 43. Know your employees as individuals6. Stage I of Grievance Redressal

If an employee has a grievance, he meets his shift incharge or his equivalent and talks it over with him. If required he obtains from him a copy of the grievance form 1(Annexure I). This should be done within one week of the date on which the facts, on the basis of which the complaint has arisen became known to him, except that in the case of promotion, a time limit of six weeks of the date of the promotion in question, would be allowed. The employee fills up the particulars regarding name, ticket number, designation, section, department etc. in the boxed space provided at the top of the form, and under the heading Grievance writes down his grievance in brief, puts his signature on the statement and hands it over to the shift incharge or his equivalent and obtains his acknowledgement receipt. In cases of appeal against punishments excluding suspension, discharge or dismissal, the form should be handed over to the Incharge or Shift incharge or his equivalent. The Incharge or Shift incharge or his equivalent as the case may be will make the necessary enquiries and return the form to the employee with the remarks in the space provided for the purpose, within two working days from the date of receipt of this form. In cases requiring reference to higher authorities or to another department this time will be relaxed 7. Stage II of Grievance Redressal If the employee is not satisfied with the reply at stage I from the (Incharge or Shift Incharge or his equivalent), as the case may be, a copy of the grievance form II (Annexure II) can be obtained from the (Incharge or shift Incharge or his equivalent). In this form the employee can state the reasons therein for the reconsideration of his case and submit this form to his departmental head (who is bound to reply within a

period of three working days of his receipt of the reply at stage I) and obtain an acknowledgement receipt. Appeals against suspension should be addressed 8. Stage III of Grievance Redressal If the employee is still not satisfied with the reply of the departmental head, he may appeal to the Chairman of his Unit Grievance Redressal Committee on grievance form no. III (Annexure III) within 7 working days of the receipt of reply at Stage III (copies of grievance form III can be obtained from the Incharge or Shift Incharge or his equivalent). There are seven functional Unit Grievance Redressal Committees and one non-factory employees works committee who deals with the redressal of grievances in stage III. Only the Unit Grievance Redressal Committee, under which the concerned department falls, will deal with that particular grievance. (Annexure 3) Managements decision reached after the consideration of the recommendation of the Unit Grievance Redressal Committee is committee is communicated to the concerned employee on the grievance form, through the proper channel. The works committees unanimous recommendations to which no objections are raised by management or union within ten days of the receipt of such recommendations, will be final. Where such recommendations are not unanimous or has not been accepted by Management or union, the Unit Grievance Redressal Committee refers the case to the Central Grievance Redressal Committee for consideration with all the relevant papers and the concerned grievances form.

The Recommendations of the Central Grievances Redressal Committee unanimous and binding on the employee, if no objections are raised by either the management or the union. If objections are raised, the matter is sent for further consideration to the resident director who discusses it over with the President or the Deputy President before he arrives at a definite conclusion9. The Unit Grievance Redressal Committee The Unit Grievance Redressal Committee comes into picture in stage III of the grievance redressal procedure. Matters to be dealt with by the committee include the following: Settlement of grievances relating to or arising out of the terms and conditions of employment of employees in the day today working Questions as to whether or not the Companys rules have been followed in any particular case, e.g. breach of acting rules Matters relating to discipline and conduct as between the management and the employees Matters relating to propriety or otherwise and severity of punishment given as a disciplinary measure. Complaints regarding withholding of increments. Questions relating to the abuse of privileges of provision of amenities Limitations of functions i) The committee is not concerned with the problems of planning and development in their wide sense. The committee also does not discuss matters which are trade questions such as wages, allowance, hours of work, leave, olg

age benefits and the like, which are covered by agreement with the trade unions or by reports of Conciliation boards or awards of Industrial tribunal.

ii) Any decision of the committee must be superseded by an agreement between the management and the union. Members of the Committee i) The committee consists of ten members of whom five represent the management and five represent the employees ii) Management Representatives : The representatives of the Management on the committee are nominated by the management iii) Employees Representatives : The representatives of employees on the committee are nominated by the union, which is registered under the Trade Consultant Study on Reforms and Restructuring Final Report of Meghalaya State Power Sector Power Finance Corporation - 14 Union Act, is representative of the employees and is recognized by the management for this purpose. Officers of the Committee The Committee has a Chairman, a Vice-Chairman and a member Secretary i) The Chairman is nominated by the management from amongst its representatives on the committees ii) The Vice-Chairman is nominated by the union from amongst its employees representatives on the committee. iii) The Secretary is nominated by the management from amongst its representatives on the committee Term, of Office

i) Term of office of the employees representative on the committee other than members nominated to fill casual vacancies, is 36 months from the date of formation of the Committee. ii) A member nominated to fill a casual vacancy holds office for the unexpired term of his predecessorVacancies In the event of a representative of the Management or the employees ceasing to be employed in the establishment or in the event of his resigning membership from the Committee, or absenting from attending three consecutive meetings of the committee without sufficient cause, the successor of such representative is nominated by the management or the union as the case may be. Power to co-opt The Committee has the right to co-opt in consultative capacity persons employed in the establishment having the particular or special knowledge of a matter under discussion. Such co-opted members are not entitled to vote and are to be present at meetings only for the period during which the particular question is before the committee. Consultant Study on Reforms and Restructuring Final Report of Meghalaya State Power Sector Power Finance Corporation - 15 Quorum for the Meetings At least one-third of the number of members from each side can form the quorum for a meeting of the committee. No quorum is necessary for an adjourned meeting.

Meetings

The committee can meet as often as necessary but not less than once a month. Payment to employees representatives The employees representatives, if they attend meetings while on duty, are paid by the Corporation their full wages of the time they spend in the committees as if they are on their usual duty. Decisions of the committee The unanimous decisions of the committee are binding on the management, the employees and the union. Where the recommendations of the Unit Grievance Redressal Committee are not unanimous, the Chairman puts up the case to the Central Grievance Redressal Committee for consideration. Date and time of meeting: Date and time of the meeting is fixed by the Chairman. Notice of meeting The notice of meeting with its agenda is ordinarily sent by the secretary to each member of the committee three days before the date of the meeting. 10. The Central Grievance Redressal Committee The scope of the committee extends to matters, mentioned below in relation to the non-supervisory employees under the administrative control of the General Manager.

In addition to the matters that can be dealt with by the Unit Grievance Redressal Committees and the non-factory employees works committee, if the question involved is one of principle, or if it affects a large number of employees, the Central Grievance Redressal Committee has the power to deal with :a) Cases which have been referred by the Unit Grievance Redressal Committees and the non-factory employees works committee. b) Cases in which the unanimous decisions of any of the Unit Grievance Redressal Committees and the non-factory employees works committee have been objected to by management or union. c) Individual grievances or complaints of employees, which the union wishes to discuss d) Issues of policy and their interpretation in regard to labour matters which the union wishes to discuss. Limitations of functions a) The committee is not concerned with the problems of planning, works development and management of the plant in the wider sense. b) Any decision of the committee can be superseded by an agreement between the management and the union Membership The Committee consists of eight members of whom four represent the

management and four represent the employees.

Term of Office Term of office of the members on the committee, other than those nominated to fill casual vacancies, is 36 months.

Vacancies In the event of a representative of the management or the employees ceasing to be employed in the establishment or in the event of his resigning membership from the committee, or absenting from attending three consecutive meetings of such representative is nominated by the management or the union as the case may be. Power to co-opt The committee has the right to co-opt in consultative capacity persons employed in the establishment having the particular or special knowledge of a matter under discussion. Such co-opted members are not entitled to vote and are to be present at meetings only for the period during which the particular question is before the committee. Officers of the Committee a) The committee has a Chairman who is nominated by management from amongst its representatives on the committee. b) The Vice Chairman is nominated by the union from amongst the employees representatives on the committee c) And the Secretary, works committee is the Secretary of the Committee.

Quorum for the Meetings Atleast half of the number of members representing management and the employees constitute the quorum for a meeting of the committee. No quorum is necessary for an adjourned meeting. Meetings The Committee can meet as often as necessary but, not less than once a month, at the date and time decided by the Chairman. Notice of meeting The notice of the meeting, together with the agenda, is ordinarily sent one day before the date of the meeting.

Acting on Committees decision Ordinarily, the unanimous decision of the committee is binding on the Management, the employees, and the union where the decision relates to a matter of policy or general principle, the approval or order of the managing agents is necessary. In all such cases, decision of the committee is forwarded by the Chairman to the appropriate authority for necessary action. 11. The Informal Grievance Redressal Procedure Apart from the formal system of grievance redressal, there can be a informal method of resolving grievances working simultaneously. Infact more than half of the employees interviewed said that the informal method of resolving grievances by way of oral consultants with their superiors is a much better and less complicated method to undertake. Most of them felt that the formal system was too tedious and time consuming. In the informal method, the aggrieved employee can directly approach his shift

incharge or the section head (in case of a major grievance) engage into a direct consultation and have his grievance resolved amicably in stage I itself. Therefore, he not only saves himself from a lot of time but also mental tension and pressure, which many employees claim to have acquired during the course of a formal grievance redressal procedure. Nonetheless, the formal procedure of handling grievances exists and has been successful in resolving extremely major grievances which the informal system cannot claim to have done. The time factor involved with the formal process makes the informal method more successful and preferable, but it definitely does not deteriorate the effectiveness or importance of the formal system.

Grievance redressal procedure: In view of C.B. memoria , A grievance procedure is essential because if brings uniformity in the handing of grievances. Which grievance are settled generally to the satisfaction of the trade union (or) employees and the management. Stages in grievance handling system scheme of grievance redressal for staff and officers in saffron micro system: Type of grievances: grievances arising out of acrs, promotions, issues concerning more than one employee, grievance arising out of discharge or dismissal of an employee or grievance arising out of disciplinary action. STAGE1: => Should be communicated to immediate supervisor orally who in turn should reply within one week => The grievance should be sent through personnel executive to department head; PE should record his comments and sent it to the department head within three days. STAGE2: The departmental head has to decide the issue within seven working days or refer the grievance to the unit grievance redressal committee. STAGE3: The grievance redresaal committee constituted by unit management should be processed within one month and the recommendations sent to the head of the division/unit for a decision. STAGE4: The head of the division/unit well be conveyed within 10 days and well be final. STAGE5: => In exceptional cases with the concurrence of the grievances redressal committee/head of division/unit the aggrieved employee who is not satisfied with the decision of the head of the unit well have the option to appeal to the director. => Appeals thus received well be processed by the corporate grievance committee who in turn well submit its recommendations to the director (personnal) within a period of one month. The decision of the DP well be conveyed in 15 days, which will be final and binding.

SCCL has formulated a Grievance Redressal Mechanism for its employees, advising the officers from time to time to put in their best efforts, to examine the grievances submitted by the workmen in a better manner at different stages and redress the grievances expeditiously. The genuine grievances of the workmen are attended to by the managerial personnel in a well established manner and this procedure i.e. Grievance Redresseal Procedure is followed at 3 levels for prompt action.

OBJECTIVES OF THE STUDY : => To know whether the employees are satisfied through the grievance redressal procedure => Problem faced by the employee. => To study on effectiveness of grievance handling system => To analyse the impact of decision taken by the management. = >To study the effectiveness of Grievance Handling Procedure

To identify whether the employees are aware of the grievance handling mechanism. To know the level of satisfaction towards the grievance handling procedure of the organization. scope The study throws light on need for Grievance handling procedure and this study facilitates the management for further improvement on the same. This study will be useful when similar kind of research is undertaken.

Research is the systematic investigation into existing or new knowledge.[ It is used to establish or confirm facts, reaffirm the results of previous work, solve new or existing problems, support theorems, or develop new theories. A research project may also be an expansion on past work in the field. In order to test the validity of instruments, procedures, or experiments, research may replicate elements of prior projects, or the project as a whole. The primary purposes of basic research (as opposed to applied research) are documentation,discovery, interpretation, or the research and development of methods and systems for the advancement of human knowledge. Approaches to research depend on epistemologies, which vary considerably both within and between humanities and sciences. There are several forms of research: scientific, humanities, artistic, economic, social, business, etc. Research methodology is a collective term for the structured process of conducting research. There are many different methodologies used in various types of research and the term is usually considered to include research design, data gathering and data analysis. Research methodologies can be quantitative (for example, measuring the number of times someone does something under certain conditions) or qualitative (for example, asking people how they feel about a certain situation). Ideally, comprehensive research should try to incorporate both qualitative and quantitative methodologies but this is not always possible, usually due to time and financial constraints. Research methodologies are generally used in academic research to test hypotheses or theories. A good design should ensure the research is valid, i.e. It clearly tests the hypothesis and not extraneous variables, and that the research is reliable, i.e. It yields consistent results every time. Part of the research methodology is concerned with the how the research is conducted. This is called the study design and typically involves research conducted using questionnaires, interviews, observation and/or experiments. The term research methodology, also referred to as research methods, usually encompasses the procedures followed to analyze and interpret the data gathered. These often use a range of sophisticated statistical analyses of the data to identify correlations or statistical significance in the results. Objective, representative research can be difficult to conduct because tests can normally only be conducted on a small sample (e.g. You cannot test a drug on every person in the world so a sample needs to be used in research).

SOURCES OF DATA The sources of data may be classified into (a) primary sources and (b) secondary sources. Primary Sources Primary sources are original sources from which the researcher directly collects data that have not been previously collected, e.g., collection of data directly by the researcher on brand awareness, brand preference, brand loyalty and other aspects of consumer behaviour from a sample of consumers by interviewing them. Primary data are first-hand information collected through various methods such as observation, interviewing, mailing etc. Secondary Sources These are sources containing data that have been collected and compiled for another purpose. The secondary sources consist of readily available compendia and already compiled statistical statements and reports whose data may be used by researches for their studies, e.g., census reports, annual reports and financial statements of companies, Statistical statements, Reports of Government Departments, Annual Reports on currency and finance published by the National Bank for Ethiopia, Statistical Statements relating to Cooperatives, Federal Cooperative Commission, Commercial Banks and Micro Finance Credit Institutions published by the National Bank for Ethiopia, Reports of the National Sample Survey Organisation, Reports of trade associations, publications of international organisations such as UNO, IMF, World Bank, ILO, WHO, etc., Trade and Financial Journals, newspapers, etc. Secondary sources consist of not only published records and reports, but also unpublished records. The latter category includes various records and registers maintained by firms and organisations, e.g., accounting and financial records, personnel records, register of members, minutes of meetings, inventory records, etc.

Features of Secondary Sources: Though secondary sources are diverse and consist of all sorts of materials, they have certain common charac-teristics. First, they are readymade and readily available, and do not require the trouble of constructing tools and administering them. Second, they consist of data over which a researcher has no original control over collection and classification. Others shape both the form and the content of secondary sources. Clearly, this is a feature, which can limit the research value of secondary sources. Finally, secondary sources are not limited in time and space. That is, the researcher using them need not have been present when and where they were gathered.