Personal view and study of MRF based on the online data research.

1. MRF
PRESENTED BY,
NIKHIL VARGHESE
LEAD College of
Management,
Palakkad

2. 2
It is an Indian
multinational
company and the largest
manufacturer of tyres
in India. The fourteenth
largest manufacturer in
the world.
It is headquartered
in Chennai.
The company
manufactures rubber
products
including tyres, treads,
tubes and conveyor
belts, paints and toys.
MRF also runs the MRF
Peace Foundation,
Chennai and MRF
Challenge in motorsport.

3. 3
 The company MRF ltd. Originally started as a small
manufacturing unit of balloons, latex squeaking toys and
industrial gloves.
 The company was established in the year 1949 in Chennai.
 A young entrepreneur, K.M Mammen Mappillai, opened a
small toy balloon manufacturing unit in Chennai.
 It began its manufacturing of tyre in the year 1961.
 In 1961 the Madras Rubber Factory Pvt. Ltd company is converted to Public Company

4. 4
VISSION
• To emerge as pre-eminent global players in the field of polymers and make
INDIA a global super power in terms of technology and life.
MISSION
• Zero defect, zero break down, zero accidents, zero pollution, and there by zero
losses with their new performance standards.
TAG LINE
MRF Industries : The choice of champions
MRF Tyres : The with muscles

5. 5
HUMAN RESOURCE DEPARTMENT
HR VISSION
 To be amongst top best employers in India”
HR MISSION
 To contribute to Short Term and Long Term Business Results by
aligning our HR initiatives.
 Facilitating each one of us to deliver 125% (and more) of our
capacity and capability.
 An Enabling Climate for attracting, retaining and nurturing Talent
contributing to Organizational Excellence with an innovative
mindset.

6. 6
HRM
 MRF from the recently past it have started following the
method of “Culture of Learning” in the organization.
 Where it starts from the very first day of life in the
organization where he/she starts learning things.
 This lead to the career enrichment of each of the
employees.
 The Department have ensured that its not just a job rather it
is future shaping experience for each of its employees.
Core Values
 Caring for people
 Integrity including intellectual honesty, openness, fairness and trust
 Commitment to excellence
Number of employees : 16274 (as per 2018)

7. 7
HR STRATEGIES
Being a multinational company, MRF follow a simple HR strategy.. ie..,
1. EDUCATE –
The vital part of the company and its success is played by
educating the employees about the company, its production, function and
all other activities.
2. TRAIN –
According to the objective of the company, the company trains
its newly hired employees as well as train the existing employees for
development.
3. EMPOWER –
Gives employees a certain degree of autonomy and
responsibility for decision-making regarding their specific organizational
tasks.
4) REWARD –
Encourage the employees to work by providing proper reward
system.
This is what plays a key role in the satisfying the employees leading to effective
functioning and success of the company.

8. 8
HR OBJECTIVES
Ensure human
resources are
employed
cost-
effectively
Make effective
use of
workforce
potential
Match the
workforce to the
business needs
Maintain good
employer /
employee
relations

9. 9
Objectives Higher level Middle level Lower level
Ensure human
resources are employed
cost-effectively
Pay rates should be
competitive but not
excessive
• Achieve acceptable staff
utilisation
• Minimise staff turnover
Measure returns on
investment in training
Make effective use of
workforce potential
Avoid too many under-
utilized or over-stretched
staff
Ensure jobs are suitable and
achievable workloads
Make best use of employees
skills
Match the workforce to the
business needs
Workforce planning to
ensure business has the right
number of staff in the right
locations with the right skills
Consider outsourcing
activities that can be done
better and more cost-
effectively by external
suppliers
Training programs to cover
skills gaps or respond to
changes in technology,
processes & market
Maintain good employer /
employee relations
Sensitive handling or
potential problems with
employees.
e.g. dismissal
Timely and honest
communication with
employees and their
representatives
Avoid unnecessary and
costly industrial disputes
CAPABLITY PERFORMANCE MATRIX

10. 10
BUSINESS EFFICACY TABLE
OBJECTIVES
 To ensure customer
satisfaction
 Social and public
responsibility
 To optimize
productivity
 To make your
employees happy.
STRENGTHS WEAKNESSES
OPPORTUNITIES THREATS
 Company has remained in no.1 position in
Indian tyre industry.
 very strong and developed distribution
network.
 Good export market.
 Strong financial position
 enjoys strong brand equity
and loyalty of customers.
 Intense competition due to presence of
other global brands.
 Volatility in industrial relations
 Emerging markets and growth of
automobile industry.
 More tie-ups with Automobile
companies as it’s mainly into B2B
market.
 Price wars
 Stiff competition from national
and international brands
 Cheaper technologies
 Introduction of other transport facilities like
metro, monorails and local trains.
 Government Policies

11. 11
WORK FORCE DEMAND AND SUPPLY
FORECAST
 New Location: UAE (United Arab Emirates)
: which includes
Dhabi, Ajman, Fujairah, Sharjah, Dubai,
Ras al-Khaimah and Umm al-Qaiwain
RECRUITMENT CHANNELS
 Internal recruitment channel
 External recruitment channel
 Employee referrals
 Advertising
 Private placement agencies & professional search
firms
 Educational institutions &professional associates
 International recruitment
GAP CLOSING STRTEGY
 Existing employees : 16274
 Required Employees : 17174
 Shortage : 900
 Employees recruited : 500
from UAE

12. 12
Desired manpower KSA
include
 Planning
 Digital Communication
 Critical Thinking
 Initiator
 Adaptability
 Situation Management Skill
 Interpersonal Skills
 Reasoning Skills
 Team Player
 Delegation
 Data Interpretation
Gap Analysis
 Digital Communication
 Critical Thinking
 Initiator
 Situation Management Skill
 Data Interpretation
 Reasoning Skills
Actual manpower KSA
include
 Planning
 Communication
 Problem Solving Skill
 Motivator
 Adaptability
 Emotional Skills
 Interpersonal Skill
 Decision Making Skill
 Team Player
 Delegation
 Data analysis
GAP CLOSING STRTEGY

13. 13
HOW TO SOLVE THE SKILL GAP?
 Opportunities to learn, practice and perform
 Revised and realistic expectations
 Delegation of challenging assignments
 Special projects
 Job change (Responsibilities)
 Coaching and feedback on specific skills
 Mentoring
 Sharing of knowledge and experience
 Observing and joining with competent associates
 Training on essential skills and competence

14. 14
ORGANIZATIONAL
STRUCTURE
CHAIRMAN &
MANAGING
DIRECTOR
JOINT MANAGING
DIRECTOR
MARKETING
DIRECTOR
ENGINEERIN
G DIRECTOR
ACCOUNTS
DIRECTOR
R & D
DIRECTOR
MANUFACTURING
DIRECTOR
WHOLE TIME
DIRECTOR
MATERIAL &
EXPORT DIVISION
DIRECTOR
6
MANUFACTURING
UNITS

15. 15
General manager
(7)
Production
manager
(7)
Accounts
manager
(7)
Hr
manager
(7)
Technical
manager
(7)
Quality
manager
(7)
Industrial
engineering
manager (7)
Plant
security
officer (7)
Engineering
manager (7)
Plant
manager
(14)
Assistant
manager
(14)
Maintenance
officer (14)
Security
officer (14)
General
supervisor
(14)
Assistant
manager
(14)
Quality
assurance
officer (14)
Technical
officer (14)
Staff
foremen
(73)
Operator
(61)
Technical
supervisor
(35)
Quality
supervisor
(28)
Supervisor
(48)
Guard (35)
Supervisor
(30)
Staff
Supervisor
(105)
Operator
(105)
Operator
(63)
Workers (142) How shortage of 900 employees?63,112,725

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BIBLIOGRAPHY
https://www.mrftyres.com/
https://en.wikipedia.org/wiki/MRF_(company)
https://www.mrftyres.com/milestones/1946-1970
https://www.scribd.com/.../MRF-the-details-on-hr-pespectives-hr-practices-
and-progra...
shodh.inflibnet.ac.in/bitstream/123456789/1985/1/synopsis.pdf
https://resources.workable.com › Tutorials ›
https://hr.berkeley.edu/performance/performance-
management/cycle/motivate

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HAVE A SAFE
RIDE…