CHAPTER - 1

INTRODUCTION

1.1. INTRODUCTION

Employee welfare means anything done for the comfort and (intellectual or social)
improvement of the employees, over and above the wages paid.

In simple words, it means “the efforts to make life worth living for workmen.” It includes
various services, facilities and amenities provided to employees for their betterment. These
facilities may be provided voluntarily by progressive entrepreneurs, or statutory provisions
may compel them to provide these amenities; or these may be undertaken by the government
or trade unions, if they have the required funds.

Employee welfare is also known as “labour welfare”. The employees feel satisfied if they are
provided with such services and they also feel committed to the organisation. Though welfare
services are merely maintenance factors and not motivators, yet they are necessary for the
health of the organisation since they bear close connection with the productivity of the
employees.

Hence, it improves efficiency of workers and keeps them content, thereby contributing to
high employee morale. It also develops a sense of responsibility and dignity amongst the
workers and thus makes them good citizens of the nation.

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Apart from the wages and salary, anything done by the organization to improve the living
standard of employees and keep them contented comes under the realm of employee welfare.

All those services, benefits and facilities offered to employees by the employer to make his
life worth living, are included in employee welfare.

Welfare work is the task to be done by the employer voluntarily for the intellectual, physical,
moral, and economic betterment of employees, over and above which is laid down by law, or
what is expected as a part of contractual benefits for which the employee may have
bargained.

Employee welfare management is a critical aspect of human resource management that

focuses on ensuring the well-being, safety, and satisfaction of employees within an
organization. It encompasses a broad range of services, benefits, and facilities provided by
employers to improve the quality of life for their employees, thereby fostering a productive
and positive work environment. In the context of ANA Oil and Fats, a leading company in
the oil and fats industry located in India, employee welfare management plays a pivotal role
in enhancing employee retention and overall organizational performance.

Historically, the concept of employee welfare emerged from the recognition that employees
are not merely resources or labour, but individuals whose holistic well-being significantly
impacts their productivity and engagement. The industrial revolution highlighted the need for
improved working conditions, leading to the development of various welfare measures. In
India, the importance of employee welfare was institutionalized with the Factories Act of
1948, which mandated employers to provide certain welfare facilities to workers, including
health, safety, and welfare provisions.

DEFINITION :

According to ILO, “Employee welfare should be understood as such service, facilities and
amenities which may be established in or in the vicinity of undertakings to enable the persons
employed in them to perform their work in healthy and peaceful surroundings and to avail of
facilities which improve their health and bring high morale”.

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Features of employee welfare:

(i) Labour welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.

(ii) Welfare measures are in addition to regular wages and other economic benefits available
to workers due to legal provisions and collective bargaining.

(iii) Labour welfare measures are flexible and ever-changing. New welfare measures are
added to the existing ones from time to time.

(iv) Welfare measures may be introduced by the employers, government, employees or by

any social or charitable agency.

(v) The purpose of labour welfare is to bring about the development of the whole personality
of the worker to make him a good worker and a good citizen.

Significance of the Employee Welfare :

1. Lack of strong trade union movement – In the absence of strong trade unions and
effective leaders, welfare work helps the workers in the industry to stand on their own feet,
think properly and systematically of their interests, progress hand in hand and participate in
the nation’s development.

2. Poverty – Poverty is one of the main reasons behind the provisions of labour welfare
activities. Indian workers in majority are poor, and are, therefore,unable to provide a healthy
living for their families and good education for their children.

3. Illiteracy – In India, the number of educated workers is low. Being illiterate, they are
unable to receive advanced industrial training, understand the problems in industries, and
understand their own interests and those of nations.

4. Lack of training – The number of trained workers in India is very low. Thus, it is
necessary to have training facilities for such a vast workforce.

5. Lack of healthy recreation – Due to lack of healthy recreation, the workers indulge in
crime and other wrong activities. The employer should provide means of healthy recreation in
order to maintain their efficiency.

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Measures of Employee Welfare :

Employee welfare can be divided into two categories, namely:

1. Statutory:

The government has passed a number of legislations in order to set minimum standards of
safety and welfare for the employees at their workplace. Provisions have been made for the
welfare facilities such as washing, storing, first-aid appliances, hours of work, sanitation, etc.

2. Voluntary:

The employers voluntarily have provided welfare amenities to the employees besides the
statutory facilities. They are more concerned with the welfare of their employees.
Organizations such as Godrej and L & T provide adequate transport and similar other
facilities to their employees. Facilities for recreation, medical treatment, free meals or
subsidized meals, schooling facilities for children, and sports and games are provided by
many organizations.

The voluntary welfare facilities may also classified into those provided within and outside the
factory premises.

(i) Welfare and amenities within the factory premises.

(ii) Welfare and facilities outside the factory premises.

Welfare and amenities within the factory premises include –

provision for latrine and urinals, washing and bathing, crèches , rest shelters and canteens,
arrangement of drinking water, arrangement for prevention of fatigue, administrative
arrangement within the plant to look after welfare, uniforms and protective clothing, and
shift allowance.

Welfare and amenities outside the factory premises include –

maternity benefit, social insurance, benevolent fund, medical facilities, education facilities,
housing facilities, recreational facilities, holiday/leave and travel facilities, workers’
cooperatives, other programme for the welfare of women, youth, and children, and transport
to and from the place of work.

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The objectives of employee welfare :

 To enhance the level of morale of employees.

 To create a loyal, contented workforce in organization.
 To develop a better image of the company in the minds of the employees.
 To enable the workers to live comfortably and happily.
 To develop efficiency of the workers
 To reduce influence of trade unions over the workers.
 To develop positive attitude towards job, company and management
 To increase the standard of living of the. Working class: The labourer is more prone
to exploitation from the capitalists if there is no standardized way of looking after
their welfare.
 To make the management feel the employees are satisfied about the work and
working conditions. 3. To reduce the labour problems in the organization: There are
various problems affecting the workers, problems like absenteeism, turnover ratio,
indebtedness, alcoholism, etc., which make the labourer further weak both
physically and psychologically. Labour Welfare looks forward to helping the
labourer to overcome these problems.
 To recognize human values Every person has his own personality and needs to be
recognized and developed. It is in the hands of the management to shape them and
help them grow. The management employs various methods to recognize each one’s
worth as an individual and as an asset to the organization.
 Labour Welfare helps to foster a sense of responsivity in the industry: A person
works both in a group and as an individual. If the person is given responsibility, he
will act better or else he will be only a slave to the direction of the superiors and
will not show any initiative to prove his worth,
 Labour Welfare improves industrial relations and reduces industrial disputes:
Industrial dispute in any industry is a sign of unsatisfied employees. Labour Welfare
measures act as a preventive tool to most of these disputes.

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  To retain the employees there should be fixed policies: This calls in to prepare the
policies, to conduct different training programmes, to have various motivational
schemes, to create interest in the job. The employees who feel secure in an
organisation, backed by fixed welfare policies have less chance of looking for a job
elsewhere.
 To show up their positive mind in the work: Positive mind refers to the
development of one’s attitudes. This is to change the negative attitude into positive.
 To influence over other employees: This means Labour Welfare helps to change
one’s personality – presentation skills, communication skills, inter-personal
relationships, etc. This is best achieved when their morale is kept high by the
different welfare schemes.
 To increase the bargaining power of the employees: Bargaining means to
systematically extract something from the opponent. The better bargaining power,
the better influence on the opponent. Labour welfare measures like formation of
works committee, worker’s participation, Trade Union, etc., will surely help them to
have better bargaining power.

Employee Welfare – Benefits

1) Employees would start working sincerely and honestly.

2) It would improve the productivity and efficiency of the employees.

3) The attachment and belongingness among the employees would be developed.

4) Employees would be healthy and they would be mentally and physically fit to perform in
the best manner. Thus; it promotes a healthy work environment.

5) Employees can enjoy stable, developed, dedicated employees, moreover, employees will
work with interest and with full involvement.

6) Higher Productivity, higher efficiency, promotes health industrial relations, ultimately in-
dustrial peace can be achieved.

7) Employees would come forward to share additional responsibilities of the company.

8) It will improve the standard of living of the employees.

10) Work environment, work culture will be developed in the organisation.

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11) It enhances the goodwill and reputation and thereby image of the company.

Employee Welfare – Approaches:

The different approaches to employee welfare reflect the evolution of the concept of welfare.
Earlier, the Government of the land had to compel the industrial houses to provide the basic
amenities to their employees.

1. Policing Approach:

According to this theory, the factory owners exploit the employee in an unfair manner.
Instances of exploitation are making the employees work for long hours, paying low wages,
neglecting health and safety provisions, providing unhygienic conditions of work, etc. A
welfare state enacts legislation under which managements are compelled to provide basic
amenities to the workers. Thus, the state assumes the role of a policeman and compels the
employers to provide welfare facilities and punishes the non-compliers.

2. Philanthropic Approach:

Affection for mankind is the basis of philanthropic theory. This theory refers to the provision
of good working conditions, creches and canteens out of pity on the part of the employers
who want to remove the disabilities of the employees. The philanthropic theory is more
common in social welfare rather than in industrial enterprises.

3. Paternalistic Approach:

According to the paternalistic theory, the industrialist holds the entire industrial estate,
properties and the profits accruing from them in trust. This trust is not actual and legal but it
is moral. The employers provide for the well-being of their employees out of funds under
their control. As, the whole enterprise is held in trust for the benefit of the employees, this
theory is also called trusteeship theory.

4. Public Relations Approach:

According to this theory, welfare facilities provided by the employers to the employees,
create a good image of the employer in the mind of the general public. Some employers
proudly take their visitors around the plant to show how well they have organized their
welfare activities.

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5. Social Approach:

The social responsibility of business has been assuming great significance these days. The
social theory implies that an industrial establishment is morally bound to improve the
conditions of society in addition to improving the condition of the employees. Labour welfare
is gradually taking the shape of social welfare.

Employee Welfare – Policy:

The policy must cover:

1. Willingness of the management

2. Objectives sought to be achieved

3. Range of facilities to be provided, and

4. Timing of the facilities

Presently, there is no question of willingness of the employer. The employer is now

compelled to provide welfare either by a statue or precedence already established by rivals.

Objectives of welfare must be to enhance efficiency of employees and not merely to comply
with the provisions of Factories Act / Mines Act / Plantation Labour Act / Motor Transport
Workers Act, or Merchant & Shipping Act, 1958.

The range of welfare has two dimensions, type of facilities and coverage of employees. With
regard to coverage, it may be stated that the facilities must be extended to employees at all
levels in the organisation. Timing of the facilities should be such and provided, when there is
a need for them, and when the time if opportune.

Employee Welfare Programme and its Principles:

1. The programme should satisfy real needs of the workers:

This means that the manager must first determine what the employees’ real needs are.
Extreme care and serious research should go into the decision of whether or not to offer a
particular employee service. More evidence is required than a mere unfounded bias of the
manager.

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2. The programme should be such as can be handled best by a group approach:

For example, life insurance purchased as a group can be obtained at a significantly lower
price than some insurance purchased by the individual. But it is argued that depending upon
the differences in sex, age, marital status, number of children, type of job and the income
level of employees, there are large differences in their choice of a particular benefit.

3. The employer should not assume a benevolent posture:

Some employers foster dependency on employees which is counter-productive. The

paternalistic and benevolent approach has fallen in disrepute as a result of the employee’s
desire to gain independence and dignity.

4. The cost of the programme should be calculable and its financing established on a sound
basis:

There are several employee services such as pension, provident fund, insurance, etc., which
are not cheap to administer. The cost of such benefits can hardly be termed a fringe. It is,
therefore, essential that before conceding any such service over the collective bargaining
table sound actuarial estimates of costs are made and adequate provisions for financing it are
established.

5. The management should ensure cooperation and active participation of unions and workers
in formulating and implementing the programme.

6. There should be a periodical assessment or evaluation of the programme and necessary

timely improvement on the basis of feedback.

ADVANTAGES OF EMPLOYEE WELFARE :

1. High efficiency:

The employee welfare schemes act as a morale booster. When the employees get an
appreciation for what they do, it helps in increasing the work efficiency of the employees.
When the work is done lauded by the organization, it proves lucrative to both the company as
well as the employees.

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2. Boost the morale of employees:

The employees work only when they are motivated to work. If the company wishes to get
100% output, then it is the company which has to put in little efforts to encourage the
employees.

No one else would deliver the expected results. So, in order to boost the morale of the
employees, it is essential to offer employee welfare measures.

3. To build a competitive edge:

Competition is must if the company wants employees to work well. In order to form a
competitive environment in the office, it must provide employees with opportunities. The
competitive edge in the work environment can only help in getting the required work from
the employees.

So, if a healthy work environment or healthy competition is required within the organization,
it is vital to provide employees with welfare scheme.

4. To get timely result:

If the companies want the employees to give the result on time or deliver the work in time,
there needs to be some extra effort by the company so as to encourage the employees to give
timely work. This can be done only when the

employees are encouraged apart from praising their work and given some welfare schemes.

If the extra work is expected from the employees, they should also be given extra benefits by
the company. Only then the timely results could be expected by the company.

5. Improved industrial relations:

The employees when benefited, results in good industrial relations too. Not just the work
output is good, but also the amiable relations are built by the employees when encouraged
through various schemes. So, various employee schemes are essential to make employees
work in a better manner in the company.

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DISADVANTAGES OF EMPLOYEE WELFARE :

1. The welfare schemes become the driving force to work:

Neither the money nor the schemes should be the driving force to work for the employees.
The employees must be motivated through the work done by others. A competitive
environment should be the driving force for the employees to work. Only then, the expected
work can be delivered by the employees.

2. The Financial burden for the company:

The company gets burdened financially as more the employees, more the budget will be
required by the company to equally distribute the schemes among the employees working
within an organization..

3. To maintain a competitive edge in the market:

In order to remain in the market and to keep oneself on the edge, it is essential to keep good
employee welfare policy so as to attract maximum skilled employees within the organization.

Every company needs skilled workers to work so that they get better output. In order to do
the same, the company will have to have an edge over the welfare schemes too.

4. Fear of employees leaving the organization:

If the company fails to provide the employees with great schemes, the employees may choose
to leave the organization. So, to prevent the employees from running out, the company needs
to bring novel schemes and services for the employees.

5. Increases the budget of the company:

The employee welfare schemes increase the budget of the company which affects the
company financially. The inclusion of the new schemes can upset the whole budget of the
company which ultimately affects the whole working of the company. This is because it is
not necessary that the company will always have extra finances to cope up emergencies. So,
the employee welfare facilities are a great disadvantage for the employees themselves.

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6. Employees may even leave the organization:

When competitive organizations give better welfare schemes, the employees may choose to
reach the organization giving better opportunities. This way the employees may even leave
the company and move on to the next. This also forms one of the disadvantages of the
company as well as the employees on the whole. So, for this purpose, the company will have
to keep great welfare schemes for the employees.

Principles of Employee Welfare Services :

Following are generally given as the principles to be followed in setting up a employee

welfare service: • The service should satisfy real needs of the workers. This means that the
manager must first determine what the employee’s real needs are with the active participation
of workers.

• The service should such as can be handled by cafeteria approach. Due to the difference in
sex, age, marital status, number of children, type of job and the income level of employees
there are large differences in their choice of a particular benefit. This is known as the
cafeteria approach. Such an approach individualises the benefit system though it may be
difficult to operate and administer.

• The employer should not assume a benevolent posture.

• The cost of the service should be calculated and its financing established on a sound basis.

• There should be periodical assessment or evaluation of the service and necessary timely on
the basis of feedback.

Welfare Facilities for Employees:

The success and growth of any organization or business depend upon several factors and
timely actions taken. But the most important factor or resource are the employees of the
organization who work hard to achieve the goals of the organization. So taking extra care of
them is the ethical responsibility of the employer.

Though the employees are paid for the work they perform, but for their enrichment and
welfare, it is the employers who must take a few measures.

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These must not be necessarily monetary gains but few extra facilities for the improvement
and comfort of the employees. Now as the organization differs from one another, so does the
welfare activities will. Mentioned below are a few common welfare measures for workers,

• Fixed Work hours

• Adequate or sufficient wages

• Avoiding Industrial exhaustion and Rest breaks

• Preventing any kind of accidents

• Taking proper health and safety measures

• Avoiding overcrowding of workspace

• Fire protection

• Proper lighting and ventilation

• Eliminate labour discontent

• Employee complaints should be considered

• Industrial Housing

• Education (employees’ children)

• Transport

The basic features of labour welfare measures are:

 Labour welfare includes various facilities, services and amenities provided to workers
for improving their health, efficiency, economic betterment and social status

 Welfare measures are in addition to regular wages and other economic benefits
available to workers due to legal provisions and collective bargaining

 Labour welfare schemes are flexible and ever-changing. New welfare measures are
added to the existing ones from time to time.

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The very logic behind providing welfare schemes is to create efficient, healthy, loyal and
satisfied labour force for the organization. The purpose of providing such facilities is to make
their work life better and also to raise their standard of living. The important benefits of
welfare measures can be summarized as follows:

 They provide better physical and mental health to workers and thus promote a healthy
work environment

 Facilities like housing schemes, medical benefits, and education and recreation
facilities for workers families help in raising their standards of living. This makes
workers to pay attention towards work and thus increases their productivity.

 Employers get stable labor force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.

 Types of Employee Welfare Measures

Health and Safety Measures:

Medical Facilities: Provision of health check-ups, medical insurance, and on-site medical
staff.

Safe Working Environment: Ensuring the workplace is free from hazards and providing
safety gear and training.

Economic Welfare Measures:

Fair Wages: Ensuring competitive and fair compensation.

Bonuses and Incentives: Offering performance-based bonuses and incentives.

Provident Fund and Gratuity: Contributions to provident funds and payment of gratuity upon
retirement.

Recreational Facilities:

Sports and Games: Organizing sports events and providing facilities for games and physical
activities.

Cultural Programs: Encouraging participation in cultural programs and organizing events.

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Flexible Working Hours: Offering flexible working schedules and remote work options.

Leave Policies: Providing paid leave, maternity/paternity leave, and personal time off.

Educational and Career Development:

Training Programs: Offering continuous learning opportunities through workshops, seminars,

and courses.

Educational Assistance: Providing scholarships and financial support for further education.

Housing and Transportation:

Housing Facilities: Offering housing or housing allowances.

Transportation: Providing transportation services or allowances for commuting.

Social Security Measures:

Insurance: Offering life insurance and accident insurance.

Retirement Benefits: Ensuring secure and adequate retirement benefits

Welfare Facilities for Employees:

The success and growth of any organization or business depend upon several factors and
timely actions taken. But the most important factor or resource are the employees of the
organization who work hard to achieve the goals of the organization. So taking extra care of
them is the ethical responsibility of the employer.

Though the employees are paid for the work they perform, but for their enrichment and
welfare, it is the employers who must take a few measures. These must not be necessarily
monetary gains but few extra facilities for the improvement and comfort of the employees.
Now as the organization differs from one another, so doe s the welfare activities will.
Mentioned below are a few common welfare measures for workers,

 Fixed Work hours

 Adequate or sufficient wages

 Avoiding Industrial exhaustion and Rest breaks

 Preventing any kind of accidents

 Taking proper health and safety measures

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  Avoiding overcrowding of workspace

 Fire protection

 Proper lighting and ventilation

 Eliminate labour discontent

 Employee complaints should be considered

 Industrial Housing

 Education (employees’ children)

 Transport

 Lunch Rooms and Cafeteria

 Rest Rooms

 Medical Service

 Sport and Games (for a fun and healthy atmosphere)

Financial Assistance:

 Savings Deposits.

 Loan assistance.

 Co-operative Savings

 Mutual Benefit plans.

 Pension scheme

 Provident Fund

 House Ownership programme.

 Group Insurance

 Employer’s Co-operative Stores

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Other Important Activities:

 Training of young recruits.

 Work Library

 Work-related books and magazines.

 Yearly outings.

 Annual celebrations

 Sports competition.

 Help and consolation fund for worker families in difficulties.

 Enquiry commission for Conduct related complaints

 Special benefits for women and young employees working

 Accident or Sickness insurance

Factors that affect the Employee Welfare :

Work Environment:

 The physical work environment, including factors such as workplace safety,

cleanliness, and comfort, can significantly impact employee welfare.
 The organizational culture and work atmosphere, including the level of support,
respect, and camaraderie among colleagues and management, also play a crucial role.

Compensation and Benefits:

 The adequacy and fairness of compensation, including salary, bonuses, incentives,

and benefits such as healthcare, retirement plans, and paid time off, can affect
employees' financial well-being and job satisfaction.

Workload and Job Design:

 The nature of the work itself, including factors such as workload, job complexity,
autonomy, and opportunities for skill development and growth, can influence
employee stress levels, engagement, and overall job satisfaction.

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  Work-Life Balance:
 The extent to which employees are able to balance their work commitments with
personal and family responsibilities, including flexible work arrangements, supportive
policies, and access to resources for managing work-life balance, can impact their
well-being and satisfaction.

Career Development and Advancement Opportunities:

 The availability of opportunities for career growth, advancement, and professional

development within the organization can affect employees' sense of fulfillment,
motivation, and commitment to their jobs.

Health and Wellness Support:

 Access to healthcare benefits, wellness programs, mental health resources, and

support for managing stress, illness, and other health-related issues can influence
employees' physical and mental well-being.

Leadership and Management Practices:

 The effectiveness of leadership and management practices, including communication,

decision-making, feedback, recognition, and conflict resolution, can impact
employees' sense of trust, motivation, and job satisfaction.

Organizational Policies and Practices:

 Organizational policies and practices related to diversity and inclusion, performance

management, employee relations, and ethics can affect employees' perceptions of
fairness, equity, and respect within the workplace.

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External Economic and Social Factors:

 External economic conditions, such as inflation, unemployment rates, and cost of

living, can influence employees' financial security and well-being.
 Social factors, such as societal norms, cultural values, and demographic trends, can
also shape employees' experiences and perceptions of welfare in the workplace.

Life Events and Personal Circumstances:

 Employees' personal circumstances, such as health issues, family responsibilities, care

giving duties, and life events such as marriage, parenthood, or bereavement, can
impact their well-being and ability to perform effectively at work.

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 1.2 INDUSTRY PROFILE

EDIBLE OIL INDUSTRY :

The Indian vegetable oil economy is the world’s fourth largest after the US, China and Brazil,
harvesting about 25 million tons of oilseeds against the world. Since 1995, Indian share in
world production of oilseeds has been around 10 percent. Although, India is a major producer
of oilseeds, per capita oil consumption in India is only 10.6 kg/annum which is low compared
to 12.5 kg/annum in China, 20.8 kg/annum in Japan, 21.3 kg/annum in Brazil and 48.0
kg/annum in USA. Vegetable oil consumption has increased following a rise in household
incomes and consumer demand. India imports half of its edible oil requirement, making it the
world’s third-largest importer of edible oil. The country buys soya oil from Argentina &
Brazil and palm oil from Malaysia & Indonesia. Currently, India accounts for 11.2 per cent of
vegetable oil import and 9.3 per cent of edible oil consumption.

EDIBLE OIL MANUFACTURING PROCESS :

The production process of vegetable oil involves the removal of oil from plant components,
typically seeds. This can be done via mechanical extraction using an oil mill or chemical
extraction using a solvent. The extracted oil can then be purified and, if required, refined or
chemically altered.

Mechanical Extraction :Generally termed “crushing” or “pressing.” India uses Ghani method.

Solvent Extraction : The processing of vegetable oil in commercial applications is commonly

done by chemical extraction, using solvent extracts, which produces higher yields and is
quicker and less expensive. The most common solvent is petroleum-derived hexane. This
technique is used for most of the “newer” industrial oils such as soybean and corn oils.

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Oil Seed Production :

Oil Seed crops are second most determinant category of crops for our agricultural economy,
post cereals. The self-sufficiency in oilseeds attained through “Yellow Revolution” during
early 1990’s, could not be sustained beyond a short period.

Usage of Oil Seeds :

Usage can be broadly divided into 2 categories –
Crushing Industry:
Crushing of oilseeds into vegetable oils.
Edible Seed Industry:
It can be divided into 2 sub-groups –
Food Manufacturing:
Used as ingredients by various food manufacturing industries and are further
segmented into food processing (e.g. spreads and sauces) and snacks.
Confectionery:

Used as a topping on breads, bakery products and confectionery to enrich their appearance
and texture.

Geographical Breakup of Edible Oil consumption:

Edible Oil consumption is somewhat higher in Western India and lesser in Southern India,
however more or less it’s proportional to the population distribution. On comparative basis,
Palm oil is not much favoured by North India, whereas South India has preference for
Sunflower oil import Of Edible Oils In India.

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Market Overview:

The Indian edible oil market is characterized by a diverse range of products, including
sunflower oil, soybean oil, palm oil, mustard oil, groundnut oil, rice bran oil, and coconut oil,
among others. Palm oil, primarily imported from Indonesia and Malaysia, holds the largest
share of the market due to its cost-effectiveness and widespread use in both household
cooking and food processing industries.
Key Market Segments:

1. Palm Oil: Dominates the market due to its affordability and versatility. It is used
extensively in cooking, baking, and as an ingredient in various processed foods.

2. Soybean Oil: Widely used in urban households and food processing sectors. It is known
for its neutral flavour and health benefits.

3. Sunflower Oil: Popular for its light taste and perceived health benefits, it is favored by
health-conscious consumers.

4. Mustard Oil: Predominantly used in Eastern and Northern India, it is valued for its
pungent flavour and cooking properties.

5. Ground nut Oil: Preferred in Western and Southern India, known for its aromatic flavour.

6. Rice Brand Oil: Gaining popularity due to its health benefits and high smoke point,
making it suitable for frying.

7. Coconut Oil: Used mainly in Southern India for cooking and in the cosmetic industry for
its skin and hair care benefits.

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Production and Processing

The production process of edible oils involves several stages, including seed crushing, oil
extraction, refining, and packaging. The industry utilizes two primary extraction methods:
mechanical pressing and solvent extraction
1.Mechanical Pressing: Involves physically pressing the oilseeds to extract the oil. This
method is commonly used for oils such as groundnut, mustard, and coconut oil.

2.Solvent Extraction: Utilizes chemical solvents to dissolve the oil from the seeds,
followed by distillation to separate the oil from the solvent. This method is more efficient
and is used for large-scale production of oils like soybean and sunflower oil.

Refining: Post extraction, the crude oil undergoes refining processes to remove impurities,
free fatty acids, and unwanted components. The refining process includes degumming,
neutralizing, bleaching, and deodorizing stages, resulting in high-quality, edible-grade oil.
Packaging and Distribution: The refined oil is then packaged in various formats, ranging
from small sachets to large tins, catering to different consumer needs.

Competitive Landscape

The Indian edible oil industry is highly competitive, with key players including
multinational corporations, domestic conglomerates, and numerous regional players. The
market leaders have established strong brand recognition, extensive distribution networks,
and significant investments in research and development.

Key Players

1. Multinational Corporations: These include global giants that have established a strong
presence in the Indian market through joint ventures, acquisitions, and direct
investments.

2. They bring advanced technologies, global best practices, and strong marketing
capabilities.

3. Domestic Conglomerates: Large Indian companies with diversified business interests

dominate the market. They have extensive manufacturing capabilities, robust supply
chains, and strong brand portfolios.

4. Regional Players: Numerous small and medium enterprises cater to local

markets,offering region-specific oils and leveraging local consumer preferencinvolves
wholesalers, retailers, and direct sales to consumers through supermarkets and e-
commerce platforms.

23
Consumer Preferences and Trends:

Indian consumers exhibit diverse preferences for edible oils based on regional culinary
traditions, health considerations, and price sensitivity. Key trends influencing consumer
behavior include:

1. Health Consciousness: Increasing awareness of the health impacts of different types of fats
and oils is driving demand for healthier alternatives, such as oils rich in unsaturated fats and
low in trans fats.

2. Convenience and Packaging: With changing lifestyles, there is a growing preference for
convenient packaging options, such as smaller packs, easy-pour bottles, and resealable
containers.

3. Brand Loyalty: Consumers are becoming more brand-conscious, favoring trusted brands
that assure quality and purity.

4. Organic and Natural Products: There is a rising demand for organic and natural oils,
perceived to be healthier and free from chemical additives.

Technological Innovations :

Technological advancements are playing a crucial role in transforming the edible oil industry.
Key innovations include:

1. Advanced Extraction Techniques: Technologies like supercritical CO2 extraction and cold
pressing are gaining popularity for producing high-quality, chemical-free oils.

2. Automation and Digitization: Automation in refining processes and the adoption of digital
tools for supply chain management enhance efficiency and traceability.

3. Biotechnology: Genetic engineering and biotechnological innovations are improving

oilseed varieties, enhancing yield, and resistance to pests and diseases.

4. Sustainability Practices: Sustainable practices, including waste management, energy

efficient processes, and sustainable sourcing of raw materials, are increasingly being adopted.

24
 1.3 - COMPANY PROFILE

ANA Oil and Fats

ANA Oil and Fats is a leading company in the Indian edible oil and fats industry, renowned
for its commitment to quality, innovation, and customer satisfaction. Founded with the vision
of providing high-quality edible oils to meet the diverse culinary needs of Indian households,
the company has grown to become a trusted name in the industry. With a robust portfolio of
products, state-of-the-art manufacturing facilities, and a strong distribution network, ANA
Oil and Fats has established itself as a key player in the market.

Historical Background

Established in the early 1990s, ANA Oil and Fats began as a modest oil extraction unit,
focusing on producing traditional oils like mustard and groundnut oil. The founders, driven
by a passion for quality and a deep understanding of the Indian consumer market, aimed to
create a brand that would stand for purity and excellence. Over the years, the company
expanded its operations, embracing modern technologies and broadening its product range to
include a variety of edible oils.

Vision and Mission:

Vision:

To be the leading provider of high-quality edible oils and fats, fostering health and well-
being in every household.

Mission:
To produce and deliver premium quality edible oils that meet the highest standards of purity
and taste.
To innovate continually in product development and manufacturing processes.

25
To ensure sustainability and environmental responsibility in all operations.
To maintain a customer-centric approach ensuring satisfaction and loyalty.

Product Portfolio:

ANA Oil and Fats offers a wide range of edible oils and fats, catering to the diverse culinary
preferences of Indian consumers. The product portfolio includes:

1. Mustard Oil: Known for its pungent flavor and cooking properties, mustard oil is a staple
in many Indian kitchens, especially in Eastern and Northern regions.

2. Groundnut Oil: Valued for its aromatic flavor, groundnut oil is popular in Western and
Southern India.

3. Sunflower Oil: A light and healthy oil preferred for its neutral taste and health benefits.

4. Soybean Oil: Widely used in urban households and food processing industries due to its
neutral flavor and nutritional properties.

5. Rice Bran Oil: Gaining popularity for its health benefits, including high levels of
antioxidants and a high smoke point, making it suitable for frying.

6. Palm Oil: Used extensively in both cooking and food processing due to its affordability
and versatility.

7. Coconut Oil: Preferred in Southern India for cooking and also widely used in the cosmetic
industry for skin and hair care.

Each product undergoes rigorous quality checks and is refined to ensure it meets the highest
standards of purity and safety.

Manufacturing Capabilities:

ANA Oil and Fats boasts state-of-the-art manufacturing facilities equipped with the latest
technology for oil extraction, refining, and packaging. The company operates several plants
across different regions, ensuring efficient production and distribution.

1. Extraction Plants: The extraction plants utilize both mechanical pressing and solvent
extraction methods to maximize yield and efficiency. Advanced machinery ensures that the
oil extracted is of the highest quality, retaining its natural flavour and nutritional properties.

26
2. Refining Units: The refining process involves multiple stages, including degumming,
neutralizing, bleaching, and deodorizing. These stages are carefully controlled to remove
impurities and ensure that the final product is pure and safe for consumption.

3. Packaging Facilities: The packaging units are equipped with modern machinery to package
the oils in various formats, including bottles, pouches, and tins. The packaging process is
designed to preserve the freshness and quality of the oil while ensuring convenience for
consumers.

Quality Assurance:

Quality is the cornerstone of ANA Oil and Fats' operations. The company follows stringent
quality control measures at every stage of the production process. Key aspects of the quality
assurance program include:

1. Sourcing: ANA Oil and Fats sources high-quality oilseeds from trusted suppliers. The
procurement team ensures that the raw materials meet the company's stringent quality
criteria.

2. Testing: The company has well-equipped laboratories where each batch of oil undergoes
rigorous testing for purity, taste, and nutritional content. Advanced testing equipment and
experienced technicians ensure that the products meet national and international quality
standards.

3. Certifications: ANA Oil and Fats holds various certifications, including ISO 9001:2015 for
quality management and ISO 22000:2018 for food safety management. These certifications
are a testament to the company's commitment to maintaining the highest quality standards.

Research and Development:

Innovation is a key driver of ANA Oil and Fats' success. The company has a dedicated
research and development (R&D) team that focuses on product innovation, process
improvement, and sustainability. Key areas of R&D include:

1. Product Development: The R&D team continuously works on developing new products
that cater to changing consumer preferences and dietary needs. This includes the introduction
of health-focused oils, such as fortified oils with added vitamins and minerals.

27
2. Process Innovation: The company invests in advanced technologies to enhance extraction
and refining processes, improving efficiency and reducing environmental impact. Innovations
in packaging technology also ensure that the oils remain fresh and safe for consumption.

3. Sustainability: ANA Oil and Fats is committed to sustainable practices. The R&D team
explores ways to minimize waste, reduce energy consumption, and adopt environmentally
friendly processes. The company also works on developing sustainable sourcing practices for
raw materials.

Sustainability and Corporate Social Responsibility:

ANA Oil and Fats recognizes its responsibility towards the environment and society. The
company has implemented various initiatives to ensure sustainable and socially responsible
operations.

1. Environmental Sustainability:

Waste Management: The company has robust waste management systems in place to
minimize waste and promote recycling. By products from the oil extraction process are
utilized in various ways, such as animal feed and bio fuel production.

Energy Efficiency: The manufacturing facilities are designed to be energy-efficient, with

initiatives to reduce energy consumption and utilize renewable energy sources where possible

.Sustainable Sourcing: ANA Oil and Fats works with farmers and suppliers to promote
sustainable agricultural practices. This includes training programs for farmers on best
practices for oilseed cultivation and fair trade practices.

2. Social Responsibility:

Community Development: The company engages in various community development

initiatives, including educational programs, healthcare services, and infrastructure
development in the regions where it operates.

Employee Welfare: ANA Oil and Fats places a strong emphasis on employee welfare. The
company provides a safe and healthy working environment, competitive compensation, and
opportunities for professional development.

28
Consumer Awareness: The company runs awareness campaigns to educate consumers about
the nutritional benefits of different types of edible oils and the importance of healthy cooking
practices.

Distribution and Marketing:

1. Wholesale Distribution: Collaborations with wholesalers and distributors to supply

products to retail stores, supermarkets, and food service establishments.

2. Retail Presence: A strong presence in major retail chains and local grocery stores ensures
easy availability of products for consumers.

3. E-commerce: Leveraging e-commerce platforms to reach a wider audience and provide the
convenience of online shopping.

4. Direct Sales: Partnerships with institutional clients, such as hotels, restaurants, and food
processing companies, to supply bulk orders.

The marketing strategy of ANA Oil and Fats focuses on building a strong brand image and
promoting the health benefits of its products. Key elements of the marketing strategy include:

1. Brand Building: Creating a strong brand identity through consistent messaging, quality
assurance, and consumer trust.

2. Advertising: Utilizing various advertising channels, including television, print media,

digital marketing, and social media, to reach a broad audience.

3. Consumer Engagement: Engaging with consumers through promotional campaigns,

cooking shows, recipe contests, and health awareness programs.

4. Product Innovation: Introducing new and innovative products to meet evolving consumer
preferences and market trends.

Leadership and Governance:

1. Board of Directors: The board comprises industry veterans and experts who provide
strategic direction and oversight to the company’s operations.

2. Executive Management: The executive management team includes professionals with

diverse expertise in areas such as production, marketing, finance, and human resources. They
are responsible for executing the company’s strategy and driving operational excellence.

29
3. Corporate Governance: ANA Oil and Fats adheres to high standards of corporate
governance, ensuring transparency, accountability, and ethical business practices. The
company has established robust policies and procedures to manage risks and ensure
compliance with regulatory requirements.

30
 CHAPTER -2
RESEARCH METHADOLOGY AND INTERPRETATION
2.1 REVIEW OF LITERATURE :
1.Resma and Basavraju (2023)
Stated the employee welfare is a comprehensive term including various service benefits and
facilities offered to employees ofthe organization. This study enlightens the concept of
welfare measures; it also highlight statutory welfare measures provided by the Donimalai
Iron Ore Mine, Bellary.

2. Narjes Haj-Salem & Muhammad Ishtiaq Ishaq (2023)

This study investigates the role of workplace spirituality in inducing innovative work
behaviour and employee wellbeing based on the social exchange theory and the spillover
theory. It also looks at the previously unexplored mediating function of employee
engagement in the relationship between workplace spirituality and the outcomes above. This
study contributes to the expanding corpus of research on workplace spirituality, confirming
that the latter positively influence innovative work behaviour and employee wellbeing.
Further, the results confirm that the influence of workplace spirituality on employee
engagement is contingent on the degree of individual spirituality.

3. Sindhu (2022)

Stated the employee welfare measures increase the productivity of organization and promote
healthy industrial relations there by maintaining industrial peace. Organizations provide
welfare facilities to their employees to keep their motivation levels high. Business houses
provide many such statutory and non statutory things policies to maintain satisfactory level of
their employee. When they get better canteen facilities, good water to drink, clean restrooms,
clean and hygiene wash rooms and bathrooms, regular medical checkups, health insurances,
Employee assistance programme, grievance handling department, better facilities to sit or
good work place gives employee a high level of satisfactory level.

4. P Boehnlein (2022)

This study quantitatively summarizes existing studies on job crafting and its effects on well-
being and individual in-role and extra-role performance. We differentiate job crafting
behaviours by target of impact and regulatory focus. Drawing on 60 independent samples
with a total of 20,547 participants, we use meta-analysis to show that promotion-oriented job

31
crafting can be associated with increased well-being and both in-role and extra-role
performance. By doing so, we illuminate the cultural circumstances under which job crafting
behaviours are more suitable and where job crafting is less effective as a way to improve
individuals’ performance.

5. Tiwari(2022)

The study established that the employee welfare facilities provided by the company to
employees are satisfied and it is commendable, but still of scope is there for further
improvement. So that efficiency, effectiveness and productivity can be enhanced to
accomplish the organizational goals. Health, safety and welfare are the measures of
promoting the efficiency of employee.

6. Jongsik Yu (2021)

In this study despite the ongoing outbreak of the novel COVID-19, few studies have been
conducted on the stress arising from the pandemic. In this study, attributes of epidemic
concerns perceived by hotel employees were examined, and their impact on work stress,
employee well-being, self-rated mental health, organizational citizenship behavior, and
employee-customer identification were verified. As a result of the structural equation
analysis, it was found that the relationships between the proposed variables had significant
effects. This study provides important insights into the impact of epidemics on hotel
employee performance through the attributes of perceived epidemic concerns.

7. Samma Faiz Rasool (2021)

This study explores the effects of a toxic workplace environment on employee engagement
Building on conservation of resources theory and organizational support theory (OST), this
study proposed a research model. In this research model, a toxic workplace environment
negatively affected employee engagement, directly and indirectly, through organizational
support and employee well-being In this study, we used a quantitative research approach, and
data were collected from 301 workers employed in the small and medium-size enterprises of
China. The results of this study confirmed that a toxic workplace environment has a negative
impact on employee engagement. Moreover, the findings of this research confirm that
organizational support and employee well-being significantly mediate a toxic workplace
environment and employee engagement.

32
8. Huyen Le (2019)

This study aims to investigate the direct effects of inclusive leadership on person-job fit,
employee well-being, and innovative behaviour. The study also identified the mediating role
of innovative behaviour in the linkage between person-job fit and job performance.
Moreover, the results recognized two potential mediators as mutual recognition respect and
intrinsic motivation could create a relationship between employee well-being and job
performance. The findings highlighted theoretical and empirical contributions to further
understanding of the roles of leader-member exchange policies on job performance. Finally,
some managerial implications were suggested to enhance job performance in the workplace.

9. Dr. Chandra Sekhar Patro (2017)

Employees' play a key role in the existence and growth of any organization, therefore their
welfare is essential. During the past few years, both public sector and private sector
organizations have been contributing towards the employee's benefits and also increase their
efficiency. If the organization's do not bother about the employees’ benefit, but expect
efficient and high performance from them, it is a mere waste. So there is utmost need for the
employee's welfare in any type of organization. A comparative study was undertaken to know
the satisfaction level of the employees on the enforceability of various welfare measures in
both the public and private sector organizations. The study also throws light on impact of
welfare measures on the employees' performance.

10. Venkata Ramana Thammisetty (2019)

This study conducted with objectives of welfare measures in South Central Railways and its
impact on employee satisfaction Finally, results drawn with basis of observations are Extra-
Mural particularly on Sports, Cultural, Library, Reading, Leaves on travel, Welfare
Cooperatives, Vocational, Welfare facilities to Children and Women, where as in Intra-mural
particularly protective clothing, crèches, restrooms and drinking facilities are in poor state to
improve the rate of employee satisfaction.

33
 2.2 NEED FOR THE STUDY

The main need for the study of Employee Welfare is to know that whether welfare facilities
play an important role on the working employees and to know when the employees are
dissatisfied welfare facilities will help them to get motivated in the workplace.

34
 2.3 SCOPE OF THE STUDY

The scope of the study is to find out how far the existing welfare schemes cater to the
requirement of the employees of ANA oils and fats pvt.ltd. This study helps to improve
the performance of the Human resource management .The purpose of the study is to
measure the employee’s attitude regarding the welfare measures provide in the company.

35
 2.4 OBJECTIVES OF THE STUDY

 To study on employee welfare activities at ANA oils and fats pvt.ltd

 To evaluate overall satisfaction towards employee welfare at ANA oils and fats
pvt.ltd.

 This study helps to improve the performance of the Human resource management
department.

 To find the relation between employees and the management in the industry and to
find out the welfare activities which are providing at ANA oils and fats pvt.ltd for
their employees. To evaluate overall satisfaction towards employee welfare activities
at ANA oils and fats pvt.ltd.

36
 2.5 RESEARCH DESIGN

RESEARCH – MEANING AND DEFINITION

Research is an art of scientific investigation. The advanced learner’s dictionaries of current

English lay are down the meaning of research as, “a careful investigation (or) inquiry
especially through search for new facts in any branch of knowledge”. Redmen and Mary
define research as a “systematic effort to gain knowledge” ...

RESEARCH DESIGN

A research design is purely and simply the framework or plan for a study that guides the
collection and analysis of data. Generally a research design is a blue print of the research that
is to be followed in completing the study. It is descriptive research type are those, which are
concerned with describing the characteristics of a particular individual or of a group, where
we cannot control the variables.

37
 2.5.1 SOURCE OF DATA:
The data is being used in study was collected from two methods.

Primary Data:

The data which has been collected from first hand experience is known as primary data.
Primary data has not been published yet and is more reliable, authentic and objective.
Primary data has not been changed or altered by human beings; therefore its validity is
greater than secondary data.

In this project the primary data is collected through questionnaire ,direct interview and
personal observation.

Secondary Data:

The secondary data refers to the data which were gathered for some other purpose and are
already available in the firms internal and business magazines, government publication,
company website, broachers.

38
 2.5.2 Sample size
Sampling Method: This study uses the simple random sampling method .

Sample Size: The study includes a sample size of 92 employees.

39
 2.5.3 Tools of analysis

The percentage method is used for data analysis in this project. This method helps determine
the accurate percentage of the collected data, making it easier to represent the results
graphically.

Formula:

Percentage = ( Number of respondents x Total number of respondents ) / 100

40
 2.5.4 Period of the study:

This study is done for a period of “60 days” in the organization where the necessary guidance
and the Information required for the project is provided.

41
 2.5.5 Limitations of the study:

 The survey was limited only to the employees of organization.

 Some of the employees were not interested to express their view.

 The information provided by the employees is spontaneous and they may not be
consistent.

 Timings is the major limiting factor.

42
 CHAPTER 3
DATA ANALYSIS AND INTERPRETATION

This chapter presents the systematic analysis and interpretations of data collected in line with
the objectives of the study .
Table No.:3.1 - EDUCATIONAL QUALIFICATION

OPTION NO. OF RESPONDENTS % OF RESPONDENTS

SSC 24 2%
Inter 55 55%
Degree 10 10%
Engineering 3 3%
Total 92 100%

INTERPRETATION
From the above table it is depicted that 40% of respondents education qualification is Inter,
30% Degree, 20% Engineering and remaining 10% of the respondents belongs to SSC.

Figure: 3.1 - EDUCATIONAL QUALIFICATION

43
 Table 3.2 : OPINION ON WELFARE MEASURES FOLLOWED BY ANA OILS AND
FATS
S.No Rating Scale No. of respondents %

1. Excellent 22 22
2. Good 56 56
3. Average 10 10
4. Below average 04 04
Total 92 100

INTERPRETATION :
On the basis of above table 22% of the respondents feels that the welfare measures provided
by the organization are Excellent, 56% of the respondents said that these are good, 10% of
respondents feels Average and 04% respondents feels below average on welfare measures.

Figure:3.2- OPINION ON WELFARE MEASURES FOLLOWED BY ANA OILS AND

FATS

4%
10% 22%

Excellent
Good
Avearge
Below average 56%

44
 Table : 3.3 – EMPLOYEES OPINION ON SAFETY MEASURES
S.No Rating scale No. of respondents %

1. Excellent 22 22
2. Good 56 56
3. Average 10 10
4. Below average 04 04

Total 92 100

INTERPRETATION :
On the basis of above table 22 % of the respondents feels that the safety measures provided
by the organization are Excellent, 5\6% of the respondents said that these are good, 10% of
respondents feels Average and 4% respondents feels below average on safety measures.

Figure: 3.3- EMPLOYEES OPINION ON SAFETY MREASURES

Excellent
Good
Average
Below average

45
Table No.: 3.4 - HEALTH AND SAFETY MEASURES PROVIDED BY ORGANIZATION

OPTION NO. OF RESPONDENTS % OF RESPONDENTS

Excellent 0 0%
Good 52 52%
Average 38 38%
Poor 0 0%
TOTAL 92 100%

INTERPRETATION:
From the above table it is found that 52% of the respondents have opted Good towards health
and safety measures provided by organization, 38% of the respondents have opted Average
towards health and safety measures provided by organization, 0% opted both Poor and
Excellent towards health and safety measures provided by organization.

Figure : No.: 3.4 - HEALTH AND SAFETY MEASURES PROVIDED BY

ORGANIZATION

SAFETY MEASURES

Poor, 0% Excellent, 0%

Average, 52% Good, 38%

Excellent Good Average Poor

46
 Table No.: 3.5 - LEAVE POLICY

OPTION NO. OF RESPONDENTS % OF RESPONDENTS

Highly satisfied 46 46%
Satisfied 24 24%
Average 22 22%
Dissatisfied 0 0%
TOTAL 92 100%

INTERPRETATION:
From the above table it is found that 46% of respondents are highly satisfied towards the
leave policy, 24%satisfied, 22% average and remaining 0% dissatisfactory towards the leave
policy.

Figure :No.: 3.5 - LEAVE POLICY

80%
60%
40%
20%
0%

Highly satisfied
satisfied
Average
Dissatisfied

47
 Table No.:3.6- SALARY ON TIME

OPTION NO. OF RESPONDENTS % OF RESPONDENTS

Yes 92 100%
No 0 0%
TOTAL 92 100%

INTERPRETATION:
From the above table it is depicted that 100 % of the respondents opted YES towards salary
on time and 0% opted NO towards salary on time.

Figure : 3.6 - SALARY ON TIME

SALARY ON TIME

100%

50%
YES
NO
0%

YES
NO

48
 Table : 3.7 –EMPLOYEES OPINION ON CANTEEN FACILITIES

S.No Rating scale No. of respondents %

1. Excellent 23 23
2. Good 38 38
3. Average 29 29
4. Below average 2 2
Total 92 100

INTERPRETATION:
From the above table it is depicted that 23% of respondents are opted excellent on canteen
facilities,38% opted good,29% opted average and 2% opted below average.

Figure : 3.7EMPLOYEES OPINION ON CANTEEN FACILITIES

100%

50%

0%
Excellent Sales

Good

49
 Table No.: 3.8- RELATION BETWEEN EMPLOYEES AND MANAGERS

OPTION NO. OF RESPONDENTS % OF RESPONDENTS

Excellent 56 56%
Good 16 16%
Average 20 20%
Poor 0 0%
TOTAL 92 100%

INTERPRETATION:
From the table it is depicted that 16% of respondents opted good towards relation between
employee and management, 56% excellent and 20 opted both average and poor towards
relation between employee and management.

Figure : 3.8 - RELATION BETWEEN EMPLOYEES AND MANAGERS

BETWEEN EMPLOYEES &

MANAGERS

Excellent
Good
Average
Poor

50
 Table : 3.9-EMPLOYEES OPINION ON SANITARY FACILITIES

S.No Rating scale No. of respondents %

1. Excellent 20 20
2. Good 68 68
3. Average 26 26
4. Below average 06 06
Total 92 100

IINTERPRETATION:
On the basis of above table 20% of the respondents feels that are Excellent, 68% of the
respondents said that these are good, 26% of respondents feels Average and 06% respondents
feels below average about sanitary facilities

Figure :3.9- EMPLOYEES OPINION ON SANITARY FACILITIES

51
 Table No.3.10 - TRANSPORTATION FACILITIES

OPTION NO. OF RESPONDENTS % OF RESPONDENTS

Highly satisfied 63 63
Satisfied 23 23%
Average 6 6%
Dissatisfied 0 0%
TOTAL 92 100%

INTERPRETATION:
From the table it is found that 23% of respondents are satisfied towards transportation
facilities provided by ANA oils & fats , 63% highly satisfied and remaining 6 %average and
towards transportation facilities provided by the company.

Figure:3. 10 - TRANSPORTATION FACILITIES

TRANSPORTATION FACILITIES

Highly satisfied Satisfied Average Dissatisfied

52
 Table : 3.11 – EMPLOYEES OPINION ON DISPENSARY FACILITIES
S.No Rating scale No. of respondents %

1. Excellent 08 08
2. Good 34 34
3. Average 50 50
4. Below average 22 18
Total 92 100

INTERPRETATION
On the basis of above table 8% of the respondents feels that the dispensary facilities provided
by the organization are Excellent, 34% of the respondents said that these are good, 50% of
respondents feels Average and 18% respondents feels below average about dispensary
facilities

Figure :3.11-EMPLOYEES OPINION ON DISPENSARY FACILITIES:

Average
Good
Below average
Excellent

53
 Table 3.12 : EMPLOYEES OPINION ON MEDICAL BENEFITS

S.No Rating scale No. of respondents %

1. Excellent 48 48
2. Good 32 32
3. Average 9 9
4. Below average 3 03
TOTAL 92 100

INTERPREATATION
On the basis of above table 48% of the respondents feels that are Excellent, 32% of the
respondents said that these are good, 9% of respondents feels Average and 03% respondents
feels below average about medical benefits.

Figure :3.12 : EMPLOYEES OPINION ON MEDICAL BENEFITS

3%
9%

48%

Excellent
Good
Average
Below average 32%

54
 Table 3.13 : EMPLOYEES OPINION ON RECREATIONAL FACILITIES

S.No Rating scale No. of respondents %

1. Excellent 18 18
2. Good 23 23
3. Average 45 45
4. Below average 6 6
Total 92 100

INTERPRETATION
On the basis of above table 18% of the respondents feels that are Excellent, 23% of the
respondents said that these are good, 45% of respondents feels Average and 6% respondents
feels below average about recreational facilities.

Figure :3.13 : EMPLOYEES OPINION ON RECREATIONAL FACILITIES

Excellent
Good
Average
Below avearge

55
 Table 3.14 : EMPLOYEES OPINION ON DRINKING WATER FACILITIES

S.No Rating scale No. of respondents %

1. Excellent 39 39
2. Good 25 25
3. Average 15 15
4. Below average 13 13
Total 92 100

INTERPRETATION
On the basis of above table 39% of the respondents feels that are Excellent, 25% of the
respondents said that these are good, 15% of respondents feels Average and 13% respondents
feels below average about drinking water facilities.

Figure : 3.14 : EMPLOYEES OPINION ON DRINKING WATER FACILITIES

Excellent
Good
Average
Below average

56
 Table 3.15 : EMPLOYEES OPINION ON WORKING HOURS IN THE COMPANY

S.No Rating scale No. of respondents %

1. Excellent 25 25
2. Good 35 35
3. Average 4 4
4. Below average 28 28
Total 92 100

INTERPRETATION
On the basis of above table 35% of the respondents feels that the working hours provided by
the organization are Excellent, 25% of the respondents said that these are good, 28% of
respondents feels Average and 04% respondents feels below average about working hours.

Figure : 3.15 : EMPLOYEES OPINION WORKING HOURS IN THE COMPANY

4%

28% 25%

Excellent

Good

35%

57
 Table:3.16 : EMPLOYEES OPINION ON LIGHTING AND VENTILATION
SATISFACTION IN THE COMPANY

S. No Rating scale No. of respondents %

1. Excellent 28 28
2. Good 25 25
3. Average 27 27
4. Below average 12 12

Total 92 100

INTERPRETATION
Based on above table 28% of the respondents feels that are Excellent, 28% of the respondents
said that these are good, 27% of respondents feels Average and 12% respondents feels below
average about First aid appliances
Figure:3.16 : EMPLOYEES OPINION ON LIGHTING AND VENTILATION IN THE
COMPANY

Below Average
12%
Excellent
28%

Average
27%

Good
28%

58
 CHAPTER -4
FINDINGS, SUGGESTIONS & CONCLUSION

4.1 FINDINGS

 40% of respondent’s education qualification is Inter, 30% Degree, 20% Engineering

and remaining 10% of the respondents belongs to SSC.
 57% of the respondents feels that the welfare measures are good.

 53% of the respondents feels that the safety measures provided by the company is
good

 50% of the respondents have opted Good towards health and safety measures
provided by organization, 50% of the respondents have opted Average towards health
and safety measures provided by organization,.

 60% of respondents are highly satisfied towards the leave policy, 30% satisfied, 10%
average and remaining 0% dissatisfactory towards the leave policy.

 100 % of the respondents opted YES towards salary on time and 0% opted NO
towards salary on time.

 60% of the respondents feels that the canteen facilities provided by the company is
average,

 70% of respondents opted good towards relation between employee and management,
30% excellent and 05 opted both average and poor towards relation between
employee and management.
 59% of respondents 80% of respondents are satisfied to56% of the respondents feels
that the sanitary facilities are good.
 56% of the respondents feels that the sanitary facilities are good.

59
 4.2 SUGGESTIONS

 Majority of the employees experience at ANA oils and fats industries is below 10
years. ANA oils and fats should recruit high experience employees to builds up
reputation to the organization.

 Health and safety of employees is of paramount importance to any organization. ANA

oils and fats should concentrate on health and safety issues and improve it as it is of
vital importance.

 Salary is important for meeting the day to day needs of employees. All employees are
satisfied with the salaries paid by ANA oils and fats on time. ANA oils and fats
pvt.ltd should maintain this to retain employees and create goodwill among
employees.

 Good working environment creates enthusiasm and zeal for employees. ANA oils and
fats should create even better working environment to create job satisfaction of
employees

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 4.3 CONCLUSION

This study has provided a comprehensive overview of the state of employee welfare in the
edible oil industry. The findings indicate that while there are efforts to ensure the well-being
of employees, there are significant areas that require improvement. Key aspects such as
health and safety measures, job satisfaction, and benefits packages were examined, revealing
a mixed picture of employee welfare practices. The study underscores the importance of a
holistic approach to employee welfare that goes beyond mere compliance with regulations.
Companies that invest in comprehensive welfare programs, including mental health support,
professional development, and work-life balance initiatives, tend to have higher employee
satisfaction and productivity.

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 REFERECES

 Aswathappa, K. “Human Resource Management”, Tata McGraw Hill Education

Private Limited, New Delhi, 2010, pp. 378-392

 Mr.sankaran(2021), A Study on welfare of Employee regarding Compensation, Job

Satisfaction, Working Environment on Employee Retention, International Journal of
Advance Research and Innovative Ideas in Education, 2(1), pp 407.

 Sabarirajan et.al (2020), Impact of employee welfare facilities on job satisfaction‟,

International journal of economic and business review, vol.2, no. 12, pp.189-197.

 Sindhu (2022), “A Study on Employee Welfare Measures in BHEL, Hyderabad”,

International Journal of Advanced Information Science and Technology (IJAIST),
ISSN: 2319-2682, Vol.6, Issue: 10, pp.33-42.

 Resma and Basavaraju (2023), A Study on Employee Welfare Facilities and its
Impact on Employees Efficiency , Journal of Research in Management and
Technology, 3(11) .

 Gupta (2019), A Study on Employee Welfare Measures, International Journal of

Advance Research and Innovative Ideas in Education, 1(4)

 R Santana krishnan, “Human Resource Management”, Tata McGraw Hill Education

Private Limited, New Delhi, 2021, pp. 255-383.

 Tiwari, P.C. “LabourWelfare and Social Security”, Personnel Management and

Industrial Relations”, Sultan Chand & Sons, New Delhi, 2022, pp 32

BOOKS

 Human Resource Management, Aswathappa, 4th edition.

 Personnel and human resource management-p.subba Rao

WEBSITE

https://scholar.google.com/
https://www.wikipedia.com/
https://ana-intl.com/index.html

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 ANNEXURE
QUESTIONNAIRE

1. Educational Qualification:

a) SSC b) Inter

c) Degree d) Engineering e) Others

2. Opinion on working environment in the organization?

a) Excellent b) Good

c) Average d) Below average

3. What do you feel about the safety measures provided by the company?

a) Excellent b) Good

c) Average d) Below average

4. Are you satisfied with the leave policy in ANA oils and fats pvt.ltd?

a) Highly Satisfied b) Satisfied c) Average

d) Dissatisfied e) Highly Dissatisfied

5. Does the company provide salary on time?

a) Yes b) No

6. How do you rate the relation between employees and managers in ANA oils and
fatspvt.lt d?

a) Excellent b) Good

c) Average d) Poor

7. How do you feel about the transport facility offered by the company?

a) Excellent b) Good

c) Average d) Below average

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 8. What do you feel about the sanitary facilities?

a)Excellent b) Good

c) Average d) Below average

9. Are you satisfied with the working environment of in ANA oils and fats pvt.lt d?

a) Highly Satisfied b) Satisfied c) Average

d) Dissatisfied e) Highly Dissatisfied

10. How do you rate the canteen and food facilities in ANA oils and fats pvt.lt d?

a) Excellent b) Good

c) Average d) Poor

11 . What is your opinion on providing if dispensary facilities by the company?

a) Excellent b) Good

c) Average d) Below Average

12. How is the drinking water facility in ANA oils and fats ?

a) Excellent b) Good

b) c) Average d) Below average

13. What do you feel about the working hours in the company?

a )Excellent b) Good

c) Average d) Below average

14. What do you feel about the medical benefits provided by the company?

a) Excellent b ) Good

c) Average d) Below Average

15. What is your opinion on Recreation facilities which is providing by the company?

a) Excellent b ) Good

c) Average d) Below Average

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