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1
A PROJECT REPORT
ON
Exit Interview Analysis
OF
Reliance Industry
Limited Hazira, Surat

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TABLE OF CONTENTS:
1. ACKNOWLEDGEMENT
2. EXECUTIVE SUMMARY
3. STATEMENT OF OBJECTIVE
4. INTRODUCTION
5. DISH TV- AN OVERVIEW
6. SWOT ANALYSIS OF DISH TV
7. PMS AT DISH TV
8. FOCUS OF PMS
9. VARIOUS PERFORMANCE MEASURES
10. COMPETENCIES& EVALUATION
11. COMPETENCIES& RATINGS
12. VALUES
13. POTENTIAL APPRAISAL
14. RATINGS ON POTENTIAL
15. REMOVAL OF DIFFICULTIES OF THE SYSTEM
16. GENERAL
17. FEEDBACK

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ACKNOWLEDGEMENT
I feel very happy and proud on completion of this project. This project was very interesting
and a learning experience for me.
The satisfaction and euphoria that accompanies the successful completion of any task would
be incomplete without the mention of the people who made it possible and whose constant
guidance and encouragement served as the beacon of the lightened crowned my effort with
success.
It is my privilege to express through the page of report a few word of gratitude to all those
who have guided and inspired me along.
I would also like to thank her for giving me relevant information for this project.
Yours Sincerely,
Anjali Sharma

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INDEX
SR.NO Topic PAGE NO.
*** Acknowledgement 2
*** Declaration 3
1 Executive Summary 5
2 Company’s profile 7
3 Finance Department 25
4 Marketing Department 28
5 Production Department 30
6 Human Resource Department 33
7 Industrial Relations 51
8 Introduction of the study 57
10 Research Methodology 78
11 Data Analysis and Interpretation 79
12 Overall Result 88
13 Conclusion 88
14 Suggestions 88
14 Bibliography 89

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Executive Summary
Reliance Industries Ltd. has given me the opportunity to understand and study the Human
Resource activity in depth and build an idea on what I should aim in future. Other than
having a corporate exposure I have realized how important Human Resource activities are for
every organization.
During the training, first step started by meeting the people of HR department, Admin
department and IR department to gain practical knowledge. Each employee made aware of
their daily routine duties they perform in the organization, the duties were clearly understood
and it was written in own words. By the completion of meeting the people, second step was
to choose a major topic, and the opportunity was given to choose a topic called Exit Interview
Analysis (Interview conducted for the employees who are set to leave the job). This topic
really helped to gain live knowledge of exit interview done in the organization for the welfare
of the employees.
Apart from the project it was grateful to update knowledge by helping HR department in
some of the routine work like study on various policies of Reliance, checking the papers of
new apprentice and some day to day work of generating list on excel as and when required
which made me more conversant with Microsoft and also enhanced knowledge and
confidence level.

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INTRODUTION
http://www.ril.com/html/aboutus/aboutus.html
Reliance Group:
The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India’s largest private
sector enterprise, with businesses in the energy and materials value chain. Group’s annual
revenues are in excess of US$ 44 billion. The flagship company, Reliance Industries Limited,
is a fortune global 500 company and is the largest private sector company in India.
Backward vertical integration has been the corner stone of the evaluation and group of
Reliance. Starting with textiles in the late seventies, Reliance perused a Strategy of backward
vertical integration – in polyester, fiber intermediate, plastics, petrochemicals, petroleum
refining and oil and gas exploration and production – to be fully integrated along the
materials and energy value chain.
The group’s activities span exploration and production of oil and gas, petroleum refining and
marketing, petrochemicals (polyester, fiber intermediate, plastic and chemicals), textiles,
retail and special economic zones.
Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fiber
in the world and among the top five to ten producers in the world in major petrochemical
products.
Major group companies are Reliance Industries Limited (including main subsidiary Reliance
Retail limited) and Reliance Industrial Infrastructure Limited.

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FOUNDER CHAIRMAN
Dhirubhai H. Ambani
Founder Chairman Reliance group
December 28, 1932 – July 6, 2002
“Growth has no limit at Reliance. I keep revising my vision, only when you can dream at you
can do it.”
Dhirubhai Ambani founded Reliance as a textile company and led its evolution as a global
leader in the materials and energy value chain businesses.
He is credited to have brought about the equity cult in India in the late seventies and is
regarded as an icon for the enterprise in India. He epitomized the spirit ‘Dare to dream and
Learn to excel.’
The Reliance group is a living testimony to his indomitable will, single minded dedication
and an unrelenting commitment to his goals.
http://www.ril.com/html/aboutus/founder.html

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GROWTH THROUGH GOVERNANCE
Reliance is in the forefront of implementation of corporate governance best practice.
Corporate Governance at reliance is based on the following main principles:
 Constitution of a Board of Directors of appropriate composition, size, varied expertise
and commitment to discharge its responsibilities and duties.
 Ensuring timely flow of information to the board and its committees to enable them to
discharge their functions effectively.
 Independent verification and safeguarding integrity of the company’s financial
reporting.
 A sound system of risk management and internal control.
 Timely and balanced disclosure of all material information concerning the company
to all stakeholders.
 Transparency and accountability.
 Compliance with all the applicable rules and regulations.
 Fair and equitable treatment of all its stakeholders including employees, customers,
shareholders and investors.

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BOARD COMMITTEES
The board has established the following committees to assist the board in discharging its
responsibilities:
 Audit Committee
 Remuneration Committee
 Shareholders’/Investors’ Grievance Committee
 Finance Committee
 Health, Safety and Environment Committee
 Corporate Governance and Stakeholders’ Interface Committee
 Employees stock Compensation Committee
The Board has Adopted character setting for the roles and responsibilities of each of the
above committees as well as qualifications for committee membership, procedures for
committee members’ appointment and removal, committee structure and operations and
reporting to the board. The board may constitute new committees or dissolve any existing
committee, as it deems necessary for the discharge of its responsibility.

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PRODUCTS AND BRANDS
The company expanded into textiles in 1975. Since its initial public offering in 1977, the
company has expanded rapidly and integrated backward into other industry sectors, most
notably the production of petrochemicals and the refining of crude oil.
The company from time to time seeks to further diversify into other industries. The company
now has operations that span from the exploration and production of oil and gas to the
manufacture of petroleum products, polyester products, polyester intermediates, plastics,
polymer intermediates, chemicals and synthetic textiles and fabrics.
The company’s major products and brands, from oil and gas to textiles are tightly integrated
and benefit from synergies across the company. Central to the company’s operations is its
vertical backward integration strategy; raw materials such as PTA, MEG, ethylene propylene
and normal paraffin that were previously imported at a higher cost and subject to import
duties are now sourced from within the company. This has had a positive effect on the
company’s operating margins and interest costs and decreased the company’s exposure to the
cyclicality of markets and raw materials prices. The company believes that this strategy is
also important in maintaining a domestic market leadership position in its major product lines
and in providing a competitive advantage.
The company’s operations can be classified into four segments namely:
 Petroleum Refining and marketing business
 Petrochemicals business
 Oil and gas exploration and Production business
 Others
The company has the largest refining capacity at any single location.

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The company is:
 Largest producer of Polyester, Fibber and Yarn
 4th
largest producer of Para xylene (PX)
 5th
largest producer of Polypropylene (PP)
 7th
largest producer of Purified Terephthalic Acid (PTA) and Mono Ethylene Glycol
(MEG)
Growth through Recognition:
Reliance has merited a series of awards and recognitions for excellence for businesses and
operations.
Leadership:
 Shri Mukesh Ambani, Chairman and Managing Director, RIL, has been nominated to
a “Key advocacy group of Millennium Development Goals’, whose mandate includes
finding ways to fight socio – economic evils such as poverty, by the United Nations in
2010. Shri Ambani is the only Indian to be a part of the MDG Advocacy Group that
comprises eminent international personalities.
 Shri Mukesh Ambani has been re - elected as Vice Chairman of the business council
for sustainable developments (WBCSD) executive committee for a second
consecutive term in 2010.
 The foundation board of the world economic forum (WEF) elected Shri Mukesh
Ambani on its Board. WFFs mission is to improve the state of the word and the
elected board members make valuable contribution to this mission through their
involvement.

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 Shri Mukesh Ambani received the prestigious Dwight D Eisenhower Global
Leadership Award at the Business Council for International Understanding Annual
Global Awards Gala in 2010.
 The Asia Society, New York presented the ‘Global Vision Award’ to Shri Mukesh
Ambani, honouring global leaders who help promote understanding between Asian
and American in 2010.
 Shri Mukesh Ambani received the NDTV Profit Business Leadership Award 2010
from the Finance Minister, Government of India, in 2010.
 The senior editor of financial chronicle unanimously voted Shri Mukesh Ambani as
‘Businessman of the year for 2010’.
 Shri PMS Prasad was bestowed with the “Outstanding Achievement Natural Gas”
Award at the OCEANTEX 2010.
Corporate Ranking and Rating:
 RIL continues to be featured, for the sixth consecutive year, In the Fortune Global 500
list of the World’s Largest Corporations, ranking for 2010 is as follows:
 Ranked 175 based on revenues
 Ranked 100 based on profits
 RIL is ranked 68th
in 2010, In the Financial Times ‘FT Global 500 list of the World’s
Largest Companies (up from previous year’s 75th
rank).
 RIL has been ranked at 20th
position, on the bases of sales, in the ICIS Top 100
Chemicals Companies list RIL is the only Indian Company in the world’s Top 20
Chemical Companies in the Global Ranking. RIL has also been named as the 8th
biggest in the list terms of operating profits.

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 RIL is the only Indian Company to get a perfect score from CLSA Asia. Pacific
Markets (CLSA) in a list of Asia’s best companies in the terms of CSR and Termed
the Company as the region’s ‘Corporate Good Guy’. In the “Ethical Asia” 2010
report, CLSA has named RIL among its top picks for providing very good data and
going well beyond required disclosure.
 RIL is rated as the 33rd
“Most Innovative Company in the world” in a survey
conducted by the US financial publication. Business week in collaboration with the
Boston Consulting Group (BCG). Further, in 2010, BCG has ranked RIL second
amongst the world’s 10th
biggest, “Sustainable Value Creators”, companies for
creating the most shareholders value for the period 2000 to 2009.
PROJECT MANAGEMENT:
E &P Division received the petrotech – 2010 Special Technical Award in the ‘Project
Management’ category for completion of their Krishna Godavari Gas project ahead of
schedule.
HEALTH, SAFETY, AND ENVIRONMENT:
 Allahabad Manufacturing Division received a rating of 90% for its
environmental initiatives from British Safety Council in 2010.
 Barabanki Manufacturing Division received ‘5 Star Rating on BSC
Environment’ from British Safety Council in 2010.
 Dahej Manufacturing Division received ‘Greentech Environment Excellence
Award 2010 – Gold’ for its excellence in environment practices from
Greentech Foundation in 2010.

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 Dahej Manufacturing Division received the ‘National Award for the
Prevention of Pollution in Petrochemicals Sector’ for its excellence in
environment practices from the ministry of Environment & Forests,
Government of India, in 2010.
 Dahej Manufacturing Division received “Our Cup of Joy India’s Best
Practices on Water Confederation of Indian Industry (CLL) October 2010”.
Award for the Best Practice of Water Conservation of “Utilizing Cooling
Tower Blow down Water for Irrigation Purpose”.
 Hazira Manufacturing Division received the DuPont Safety Award for
outstanding Initiative towards work place safety enhancements and accident
prevention in 2010, thus making RIL the first Indian/Asian Company to win
this award.
 Hazira Manufacturing Division received the British Safety Council’s (BSC),
Five Star Environment Award for its “Beyond Compliance” Initiatives, best
environmental practices innovations and resource conservation efforts in 2010.
 Hazira Manufacturing Division won the UK Energy Institute’s Safety Award
for ‘Road Safety TRUST Programme’ in 2010, making RIL the first
Indian/Asian Company to win this award.
 Hazira Manufacturing Division won the FGI Award for Excellence in
Environmental Pollution Abatement and Preservation in 2010.
 Hazira Manufacturing Division won CLL’s Best Environmental Practice
Award under “Most Innovative Project” and “Innovative Project” category in
January 2011.
 Hoshiarpur Manufacturing Division, for four consecutive years in a row won
the “State Safety Award” from Punjab Industrial Safety Council & Chief
Inspector of Factories, Punjab in 2011.

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 Jamnagar manufacturing Division Domestic Tariff Area (DTA) Refinery
received the ‘Golden Peacock Award for occupational Health & Safety” for
pace setting performance in OH and Safety in 2010.
 Jamnagar Manufacturing Division DTA Refinery received “Safety Innovation
Award” from Safety & Quality forum of Institute of Engineers (India).
 Jamnagar Manufacturing Division DTA Refinery won the “Greentech
Platinum Award (2010)” Safety Category, in Petroleum Refinery Sector for its
outstanding achievement in Safety Management.
 Jamnagar Manufacturing Division has been granted by The Nation
Accreditation Board for Laboratories (NABL0, Ministry of India, “NABL
accreditation “based on ISO 15189: 2007 for the DAOH & FWC Medical
Laboratory.
 Jamnagar Manufacturing Division Special Economic Zone (SEZ) Refinery
received ‘5 star Award for Health & Safety ‘ from British Safety Council for
sustained performance in Health &Safety in 2010 .
 Jamnagar Manufacturing Division SEZ Refinery has won the prestigious
‘Greentech Environment Excellence Award 2010’ in Gold Category in
petroleum Refinery Sector for its best practices in Environment Management.
 Jamnagar Manufacturing Division SEZ Refinery has been selected as the
winner of the “10th
Annual Greentech Safety Award 2011” ‘in platinum
category in the petroleum Refinery Sector.
 Nag thane Manufacturing Division received the “Vana Shree Award “from the
state Government of Maharashtra in 2010.

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 Nagpur Manufacturing Division received the “Sword of Honour “from the
British Safety Council in 2010.
 Vadodara Manufacturing Division received the CLL Environmental Best
Practice Award in 2011.
ENERGY AND WATER CONSERVATION /EFFICIENCY
 Hazira Manufacturing Division won the “Excellent Energy Efficiency Unit
Award for FY 2009-10’ from CLL in 2010.
 Dahej Manufacturing Division bagged the “Excellent Energy Efficiency Unit
Award 2010’ for its Energy Conservation efforts from CLL in 2010.
 Dahej Manufacturing Division received the “National Energy Conservation
Award 2010” for its energy conservation initiatives from the Ministry of
Power’ Government of India.
 Jamnagar Manufacturing Division received the “Nation Award for Excellence
in Energy Management “for its energy conservation techniques from CLL in
2010.
 Jamnagar Manufacturing Division received the ‘I.C.C. Award for Excellence
in Energy Management’ for its energy performance from the Indian Chemical
Council in 2010.

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TECHNOLOGY, PATENTS, R&D AND INNOVATION
 Nagpur Manufacturing Division received the “Innovation Quest 2010
Trophy” instituted by the Indian Institution of Industrial Engineering.
 E&P’S KG-D6 won the “Innovation for India Awards 2010” Instituted by
the Marcie Innovation Foundation for their Combined Synthesis of
advanced technologies, extreme engineering, innovative execution,
Yielding unprecedented results and impact on India’s energy Security.
 Hazira Manufacturing Division won the “Innovative Project” from the CLL
in 2010.
 Hazira Manufacturing Division won the FGI Federation of Gujarat
Industries Award for technology development in 2010.
 Hazira Manufacturing Division won the Indian Chemical Council Award
for Chemical Plant design and engineering in 2010.
 Reliance Technology Group (RTG) received “Certificate of Merit” from
the Federation of Gujarat Industries and “ICC award for excellence in
chemical plant design and engineering “in 2010.
RETAIL
 Reliance Footprint received the Retailer of the year award in the Non
Apparel and Footwear Category at Asia Retail Congress Role.

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 Reliance Timeout received the Retailer of the year Award in the Leisure
Category at Asia Retail Congress 2010.
 Vision Express was bestowed the ‘Award 2010’ for its contribution by the
Netherlands India Chamber and Trade in 2010.
 Reliance Trends received the ‘Retail Marketing Campaign of the year ‘at
the Asia Retail Congress 2010.
 Reliance Trends received the ‘Impactful Retail Design and visual
Merchandising of the year Award ‘at the Asia Retail Congress 2010.
SUSTAINABILITY
 Jamnagar Manufacturing Division won the ‘Golden Peacock Global
Award for Sustainability for the year 2010’.

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Major Companies in the industry:
The scope of petrochemical industry is potentially huge. With the trend in the global market
shifting, India can become one of the leaders in this industry on a global basis.
Petrochemical industry is an important part of the Indian economy because it fulfils the needs
of major industries like textile, telecoms, power, cables, plastics, etc.
The competitors in the market are attracted to the Indian petrochemical industry for its
benefits. The per capita consumption of synthetic fibers, synthetic rubber, plastic and
polymers in India is lower than the per capita consumption worldwide, but interestingly, the
growth of the petrochemical industry in India in recently time was around 15%, whereas the
growth in the petrochemical industry globally was only 4%. In the future, there is a huge
scope for the Indian petrochemical industry in the global market for petrochemicals and
petrochemical bases products. This world makes way for the entry of new companies in the
Indian market.
The industry is divided into three basic petrochemicals such as Olefins; Aromatic compounds
intermediate petrochemicals, end products, synthetic filurs and synthetic rubber. As the
general trend in the global arena of the petrochemical market has shifted to the middle-East
and Asia from the west, India stands a good chance in providing a lucrative market to the
world.
In the present scenario the scope of petrochemical industry is very good as the government
regulations are aligned with the industry and is playing an important part. The regulation
have opened the market that is full of scope for the rapid growth of industry and in turn, the
growth of the economy.
The supply and demand situation and the pricing views in the industry are also among the
factors for the growth. With fierce competition in the secretor, there is every change the
superb quality products will be produced in order to stay ahead of competitors.
The encouragement for investment has been another growth factor for the petrochemical
industry. The capacity of different product lies in the production, segmentation and
consumption trend of its production and so the economies of scale play a very important role
in the profit making mechanism of this industry, thereby determining the scope of each of the
competitors in the industry.

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The major Indian companies in this sector are:
 Reliance Industries Ltd.
 Gas Authority of India Ltd.
 Indian Petrochemicals Corporation Ltd.
 Grasim Industries Ltd
 Indo Rama Synthetics Ltd.

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INTERNATIONAL BUSINESS
During the year, Reliance entered into one of the fastest growing opportunities emerging in
the U.S. unconventional gas business through three upstream joint ventures. These joint
ventures will materially increase Reliance’s resources base and provide Reliance with an
entirely new platform to grow its exploration and production business while simultaneously
enhancing its ability to operate resource projects in the future.
RIL – Chevron
RIL, through its subsidiary, Reliance Marcellus LLC, entered into a joint venture with Atlas
Energy, Inc. (now owned by Chevron Corporation) under which Reliance acquired a 40%
interest in Atlas’ core Marcellus shale acreage position. While Atlas will serve as the
development operator for the joint venture, Reliance is expected to begin acting as
development operator in certain regions in coming years as part of the joint venture. Under
the framework of the joint venture, Atlas will continue acquiring leasehold in the Marcellus
shale region and Reliance will have the option to acquire 40% share in all new acreage.
Reliance also obtain the right of first offer with respect to potential future sales by Atlas of
around 280,000 additional Appalachian acres currently controlled by Atlas.
RIL – Pioneer
RIL, through its subsidiary, Reliance Eagle ford Upstream LP, entered into a joint venture
with Pioneer Natural Resources Company under which Reliance acquired a 45% interest in
Pioneer’s core Eagle Ford shale acreage position in two separate transactions. Pioneer and
Newpek LLC, Pioneer’s existing partner in Eagle Ford, simultaneously conveyed 45% of
their respective interest in the Eagle Ford to Reliance. The joint venture plans to increase the
current drilling programme to approximately 140 wells per year within three years.
Additionally, Reliance and Pioneer formed a midstream joint venture that will service the
gathering needs of the upstream joint venture. Reliance’s subsidiary, Reliance Eagle ford
Midstream LLC, paid $ 46 million to acquire a 49.9% membership interest in the joint
venture. Pioneer and Reliance will have equal governing rights in the joint venture and
Pioneer will serve as operator.

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RIL – Carrizo
RIL, through its subsidiary, Reliance Marcellus II, LLC, entered into a joint venture with
Carrizo Oil & Gas, Inc.
Under the transaction, Reliance acquired a 60% interest in Marcellus shale acreage in Central
and Northeast Pennsylvania that was held in a 50:50 joint venture between Carrizo and ACP
II Marcellus LLC, an affiliate of Avista Capital Partners. Pursuant to the transaction, Reliance
acquired 100% of Avista’s interest and 20% of Carrizo’s interests in the joint venture.
The joint venture will have approximately 104,400 net acres of undeveloped leasehold in the
core area of the Marcellus shale in central and northeast Pennsylvania, of which Reliance’s
60% interest will represent approximately 62,600 net acres. This acreage is expected to
support the drilling of approximately 1,000 wells over the next 10 years.
Conventional E&P international blocks
RIL has 13 blocks in its international conventional portfolio, including 2 in Peru, 3 in Yemen
(1 producing and 2 exploratory), 2 each in Oman, Kurdistan and Colombia, 1 each in East
Timor and Australia; amounting to a total acreage of over 99,145 sq. Km.
Reliance Exploration & Production DMCC (REP DMCC) has farmed in Block 39 (Peru)
with 10% participation interest and relinquished Block 155 (Peru) where REB DMCC had
28.30% participation interest.
http://www.ril.com/html/business/exploration_production.html

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Vision and Mission of RIL
 Vision
- Create value for the nation by offering competitive goods in material and energy
value chains and infrastructure.
 Mission
- Provide economic value to shareholders and investors on a continuous basis.
- Build integrated manufacturing and service facilities to world class standards and
to the most competitive parameters of technology, scale, quality and costs.
- Access and align people skills, knowledge, creativity, funds, materials and service
providers on a globally competitive basis.
- Set standards in addressing consumer interest, ecology, operating safety,
occupational health, and employee welfare and community services.
- Lead markets through continuous capacity, product range expansion and value
oriented policies.
- Seek new avenues for profitability, growth and development and turn ideas into
practice.

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FINANCE AND
ACCOUNTING
DEPARTMENT

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FINANCE AND ACCOUNTING DEPARTMENT
The finance & account department of RIL Ltd. Hazira deals with the expenses of the plants
only. The various activities under taken by different section is in view of manufacturing
activities done, working capital, assignment, purchase of raw material and lots of other
things. All the activities are under taken and executed by head office based on facts and
figures received from Hazira.
So the different manufacturing activity like costing, material, accounting, insurance claims,
various cash activities, bill reimbursement and remittance, employee’s wages and salaries
bank recognition and other activities like budgeting and budget services excise and custom
activities are done at hazira.
Here, in Reliance, finance and account department adopts SAP (System Application Product)
programme accounting is divided into five different sections on various activities done they
as follows:

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Finance &
Accounts
dept.
Account
payable
Insurance
Payroll
Costing,
Budgeting
& Central
Accounts
Cash &
Bank

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Growth through Energy Products
Petroleum Refining and retailing is the second link in RIL's drive for growth and global
leadership in the core energy and materials value chain. RIL has
1.24 million barrels per day (MBPD) of crude processing capacity,
the largest at any single location in the world
The crude oil demand recovered strongly after a period of contraction in 2009. As a
consequence, oil inventories reduced to five-year averages resulting in lowering OPEC spare
capacity. Higher oil production also resulted in lower spare capacity and consequently putting
upward pressure on prices. Higher demand for light products and higher refining utilisation
rates resulted in widening light-heavy differential.
The growing gap between demand and oil supply, coupled with strong crude prices, is
encouraging OPEC producers to further ramp up production. This is resulting in increased
supplies of heavier crudes and further impacting lightheavy differentials. This should cause
light-heavy spread to widen, and hence improved complex refining margins.
For FY-11, Arab light-heavy differential averaged at $ 3.2/ bbl, an increase of 86% over the
previous year.
According to IEA, oil demand in 2010 grew to 87.9 MMBPD, up 3.4% in 2010 vis-Ã -vis
2009. It is pertinent to note that demand growth in 2009 was (-)1.3% vis-Ã -vis 2008 and
therefore, seen in the context of the change over the last 2 years, growth in 2010 was in
excess of 4.5%, the fastest recovery in over a decade. Demand growth in 2010 was driven by
non-OECD countries which contributed to an additional growth of 2.2 MMBPD (5.7% on a
year-on year basis) which was 76% of global demand growth.
http://www.ril.com/html/business/refining_marketing.html

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Growth through Energy Security for India
India imports about two-thirds of its crude oil requirement. Exploration and production of oil
and gas is critical for India's energy security and economic growth. Reliance's oil and gas
exploration and production business is therefore inexorably linked with the national
imperative. Exploration and production, the initial link in the energy and materials value
chain, remains a major growth area and Reliance envisions evolving as a global energy
major.
Energy markets have improved significantly over the past 12-15 months as a result of
improved economic growth, higher demand for refined products and limited supplies of crude
oil. In 2010, global oil demand grew by 3.4% (or 2.9 MMBD) to 87.9 MMBD, which is the
highest growth in the last 30 years. Emerging Asia which comprises India and China,
accounted for 40% of the oil demand increase. Global LNG markets also grew by 13% and
are currently at 275 million tonnes per annum (MMTPA).
Crude prices increased 25% during the year wherein Brent oil prices averaged $86.7/bbl vis-
a-vis $69.5/bbl in FY-10. In FY-11, the US benchmark Henry Hub gas prices averaged
$4.13/MMBTU vis-a-vis $3.98/MMBTU in FY-10. Prices remained range-bound in the US
due to excess drilling and lack of export infrastructure. However, Asian LNG prices remained
linked to crude oil and spot prices in recent months touched $10-12/MMBTU.
It is expected that global energy consumption growth will average at around 1.7% per annum
over the next two decades. Of this, non-OECD energy consumption is expected to be 68%
higher by 2030, averaging 2.6% p.a. growth, and accounting for 93% of global energy
growth. OECD energy consumption in 2030 is expected to be around 6% higher than today,
with growth averaging at a measly 0.3% p.a. over the next two decades.
The fuel mix is changing relatively slowly, due to long asset lifetime, but gas and non-fossil
fuels are gaining share at the expense of coal and crude oil. The fastest growing fuels are
renewable (including bio fuels) which are expected to grow at 8.2% p.a. 2010-30; among
fossil fuels, gas grows the fastest (2.1% p.a.).
Non-OECD countries are likely to account for 80% of the global rise in gas consumption,
with growth averaging at around 3% p.a. Demand growth is expected to be the fastest in non-

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OECD Asia (4.6% p.a.) and the Middle East (3.9% p.a.). It is expected that over the next two
decades, China could consume about 43 BCF per day, which is comparable to that of the 47
BCF per day that EU currently consumes. The growth is expected to remain modest in OECD
markets (1% p.a.), particularly in North America.
Oil continues to suffer a long run decline in market share, while gas is steadily gaining.
Natural gas is projected to be the fastest growing fossil fuel globally. Production is expected
to grow in every region except Europe, with Asia accounting for the world's largest
production and consumption increments.
The IEA estimates that global upstream capital spending, which had fallen by 15% in 2009,
has rebound in 2010 and is pegged at $ 470 billion. Global offshore capital expenditure is
estimated at $ 150 billion and nearly $ 874 billion is expected to be spent over the next five
years. A substantial portion of this investment will flow into deepwater. Deep-water capital
expenditure is pegged at nearly $ 50 billion and deep-water production is set to double in the
next five years. Currently, there are very few fields with water depths of more than 2,000
meters under development. Many of the recent discoveries have been in those water depths.
The capital expenditure sanctioned in this water depth is likely to double by 2012.
The role of unconventional oil is also expected to increase significantly and will touch 10%
of world oil demand by 2035.
India continues to remain amongst the fastest growing economies of the world with a
projected growth of 8-9%. Consequently, India's energy needs are expected to treble by 2035
from 468 million tonnes of oil equivalent (MTOE) to nearly 1405 MTOE. India can fulfill its
agenda for climate change as natural gas used to generate power has half the CO2 emissions
of conventional coal power generation and near-zero sulphur emissions.
http://www.ril.com/html/business/exploration_production.html

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HUMAN RESOURCE SHARED SERVICES DEPARTMENT – AN
INDRODUCTION
Human Resource department is in the operation with a firm conviction that Human being is
the most important resource among four i.e. Man, Machine, Material and Money in order to
run any industry or business.
Human resource business comprises of Human resource planning, recruitment, selection,
placement and maintaining the motivation level. We also insure administration of wage and
salary, performance level and succession planning for the employees as a long term strategy.
Employee welfare such as accommodation facilities and free quality education to the
employee’s wards takes away most of the tension and worries of the employees. Medical
Insurance coverage of the employees, families and dependent parents are provided.
Training to employees is provided which ultimately develops human potential and
encouragement of individual creativity.
Departmental picnic, get-together, cultural and sports activities are aiming at enhancing the
socialisation process of employees and families. Participation of employees spouse in ladies
club activity connects them with the social services and gives them a sense of fulfilments and
social responsibilities as part of social responsibility.
Our conscious efforts on sound people processes and recognition to human dignity has
resulted into harmonious Industrial relations as by product, which is accepted by union
employees regarding management’s move on quality initiative and change management.

35
HUMAN RESOURCE DEVELOPMENT PHILOSOPHY
Fundamental to the work of the Reliance organization and its ultimate competitive position, is
a respect for the development of the employee through self-help and guidance to foster
common purpose and cohesion.
We believe that:
 Our aims of employee development are not just about acquiring skills to solve
specific problems but also expanding minds to address problems and opportunities
which have not become apparent with full understanding of cross functional linkages.
 Continuing personal development is the constant obligation of all employees and
constant responsibilities of all Executives, Managers and Supervisors.
The development and use of human potential and a learning organization is our bridge to
continued success in the future.
http://www.reliancemutual.com/Careers/OurPhilosophy.aspx
- Mukesh D.Ambani

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INTRODUCTION TO THE HUMAN RESOURCE
‘Take my assets but leave me my organization and in five years I will have
it all back’ – Alfred .P. Sloan
Human resource is the most valuable asset for any organization.
Human capital is an appreciating asset at Reliance. As Dhirubhai Ambani says, ‘We bet on
people’, Reliance’s employee skill is its competitive muscle. The skills differentiate Reliance
from its competitors-whether it be through the speedier implementation of a project, or in its
implementation at a cost which is significantly lower that of compensation, or in the ability to
extract more out of capital equipment, even when it ages. These skills are germinated in the
Reliance culture. This culture is fostered in a degree of informality. The organization is
networked. Designations are subservient to the task. Communication is Brownian-it moves in
all direction. The other side of the coin is management discipline, a tight security of ongoing
processes, detail, learning & uncompromising standards of risk management. Targets young
workforce, well qualified team, diverse experience, learning and training, process skills,
technology, reduced manufacturing costs.
The aim behind undertaking a project on the ‘Effective of HRSS’ is to undertake the effective
role of the Human Resource Department in developing and maintaining the Reliance culture.
HRSS GROUP VISION
To provide value added qualitative Human Resource Support Services and strive for
excellence through innovative people management initiatives.
HRSS GROUP MISSION
 Evaluate and align people’s skills, knowledge and creativity on a globally
competitiveness basis
 Set standards in Employee’s welfare and community services.
 Continuous personal development of Human Resource and enhancing their potential
for creating a learning organization for continuous success in future.

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HRSS GROUP VALUES
 Compliance of Ethics Policy
 Respect for Human dignity
 Adherence to company policy procedures
 Employee’s care and satisfaction
Our Customers
Employees of the organization are the customers to the department.
http://www.ril.com/rportal1/DownloadLibUploads/D68RILAnnualreport1999-00.pdf

38
INTRODUCTION, SCOPE & FOREWORD
INTRODUCTION
The HRSS procedure describes:
HRSS is responsible for recruitment, placement, career growth of employees and providing
support services to the plant and other service departments at Hazira Complex.
In addition to this, it is also responsible for manpower planning, recruitment, promotions,
transfers, employee appraisal, development aspects and various other support services
covering the entire gamut of Human Resources Support Services function for the plants and
other service department at Hazira Complex.
HRSS department, being a service department, ensures that the relevant HR policies and
welfare measures are known to all employees. At the time of joining, new joinees (Sr.
Manager and below) undergo a general induction (which is arranged by the Learning Center)
in which welfare measures and HR policies are explained. In addition to this, plant HR
Counsellor of the new joinee apprises him/her of the relevant applicable HR policies. No
record of such induction is kept, but the Company generally arranges such an induction
within three months of an employee’s joining. In case of trainees, Learning Center chalks out
a planned induction, in which personnel related services are explained to them.
The services provided by HRSS department can be largely grouped under two major
categories, viz. deemed and perceived.
The deemed services are rendered directly to the employee by the HRSS department. Such
services include welfare activities, claims under joining etc. HRSS department ensures that
such services are extended to all employees, either at the time of status change or otherwise.
Any changes in such services are intimated to employees by way of individual memos/mails
and/or circulars. HRSS department ensures that employee feedback/query is received in
respect of services provided through Query Management System (QMS). Plant HR
Counsellor refers these and expedites the same as soon as possible.

39
Perceived services are those in which HRSS department plays the role of a facilitator. Such
services may include housing, vehicle maintenance, etc. Since, outcome of such services are
not directly linked with HRSS department’s functioning, employees feedback is primarily
treated as suggestions which might go into improvement of the functional aspects of the
services. As, such suggestions are related to issues coming under the purview of various
agencies, the responsibility of resolving such suggestions is divided accordingly.
In case of new joinees in the Leader Family, HR department gives a structured induction
programme.
SAFETY ASPECTS:-
HRSS department, being a service department, ensures that the relevant safety measures
are taken while carry out the HR activities. HRSS department has its employee working in
offices, due care is taken to ensure safety of these officials.
Office Staff: - Safety Shoes, Uniform are compulsory for all staff members.
Plant HR coordination: - Safety Shoes, Uniform, Safety Helmet are compulsory for all
HR Counsellor placed in plants.
Canteen Boys: - Uniform safety, Shoes and Safety Helmet are made compulsory for all
canteen boys who serve tea and snacks in plants. Risk assessment of the cycle used by the
canteen boys is done to ensure their safety.
Annual Medical Check-up: - All the HRSS officials including the canteen contractor is
subjected to periodic Medical check-up.

40
Personal meeting with the persons of HR and IR
TALENT MANAGEMENT
"Talent management is not an end in itself. It is not about developing or creating
succession plans, nor is it about achieving specific turnover rates or ant tactical outcome. It
exists to support the organization's overall objectives, which is business essentially amount to
making money."
In Reliance Talent management is more comprehensive and integrated bundle of activities,
the aim of which is to make sure that organization is not short of talented individuals who are
very productive and help organization perform better through thick and thin by securing the
flow of talent in the organization. It is a continuous process that involves sourcing, hiring,
developing and promoting them while meeting the organization's requirements
simultaneously
It is all about who will replace whom in near future. The employees who give the best to the
organization and have been serving it for a very long time deserves to hold the top position.
 ORGANIZATIONAL STRUCTURE:
HR organizational structure is the framework within a human resources department that
divides the decision making functions within HR into specific groups with distinct job
functions. Examples of the internal structure may be employee/labour relations,
compensation/performance management, training and development, recruiting, benefits
administration, health and safety, payroll/HRIS, time and staffing, records, etc. Some aspects
of the HR function may be outsourced or decentralized within the organization. This may
result in specialist HR "Head Office" functions and decentralized (e.g. divisional) generalist
HR functions that may not report directly to "Head Office" HR.
The HR organizational structure establishes specialist groups to work together within their
speciality to manage tasks within the HR organization. Each division may have a manager or
team leader depending on the size of the organization to coordinate efforts and perform
reporting tasks.
Major HR projects and activities may require significant overlap and cooperation between
HR functions and the ability to temporarily adapt the function to operate on a cross functional
team basis. In smaller companies, there may only be a few employees in HR handling
multiple tasks.

41
 RAG (Required Available Gap):
Required Available Gap naturally flows from benchmarking or other assessments. Once we
understand what the general expectation of performance in industry is, we can then compare
that with current capabilities, and this becomes the gap analysis. Such analysis can be
performed at the strategic or operational level of an organization.
RAG is associated mainly with manpower. This is done to analyse the gap between available
manpower and the required manpower. If any department is in
 CRITICAL POSITION:
The employee within the organization has skills and knowledge that are unique. The
unique skills and knowledge are critical for the organization. There are limited employees
having such skills so it becomes difficult for the organization to place the employees.
 SUCCESSION PLANNING:
Succession planning is all about who will replace whom in near future. The
employee who has given his best to the organization and has been serving it for a
very long time definitely deserves to hold the top position. Management needs to
plan about when and how succession will take place.
The future career planning of employees is done in succession planning. The planning is for
immediate bases, after 2 to 3 years, after 3 to 6 years. It helps in finding a successor to
someone carrying out a key job so that the job function can continue if that individual
changes job or leave the organization. It also develops the skills and knowledge of the
successor and trains the successor so that they can be prepared for it.
 EMPLOYEE’S PROFILE JOB:
Effectively developed, employee job profiles are communication tools that are
significant in your organization's success. Poorly written employee job descriptions,
on the other hand, add to workplace confusion, hurt communication, and make people
feel as if they don't know what is expected from them. Employee job descriptions are
written statements that describe the duties, responsibilities, required qualifications,
and reporting relationships of a particular job.
The profile of employees is been referred that for which job he is suitable and can work
efficiently. The profile shows that how much the employee is capable in his job and how can
he improve the quality of his job in short time.
 ANALYSIS:
The last process is analysis that how is the employees working, is he satisfied with his
work, whether he is happy with his co-workers or not, he is getting all the information of
his department or not? So this is been analysed. Feedback is taken from his co-workers
about him.

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 TALENT DEVELOPMENT:
Talent development, part of human resource development, is the process of changing an
organization, its employees, its stakeholders, and groups of people within it, using planned
and unplanned learning, in order to achieve and maintain a competitive advantage for the
organization.
- Psychological Training: By giving this training help the employees to increase
their confidence, improve knowledge base and develop professional skills.
- Managerial Training: Managerial Training will help the employees to manage
the things and they can handle any situation properly. Due to managerial
training the employees get to learn about time management, stress
management, etc.
- Behavioural Management: This type of training helps the employees learn soft
skills, they are trained that how to behave in the organization. The training on
ethics is also given to them.

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1. MANPOWER PLANNING:
Manpower Planning is the process by which management determines how the
Organization should move from its current manpower position to its desired
manpower position to carry out integrated plan of the Organization. Future manpower
planning is directly linked to the strategic business plans of an Organization. The
estimation on manpower and budgets are governed by customers’ demands. Business
needs are achieved from effective management of materials, machines, money and
manpower. Manpower needs, if planned properly, in terms of profile required,
numbers, time and place, will give the Company mileage over competitors in terms of
consistency in output. Effective manpower planning gives optimal productivity in
terms of timelines and quality of deliverables.
In RIL Manpower planning is done on a continuous basis in an organization the
purpose of manpower planning is to maintain a skilled workforce and placement of the right
person for the right job. It takes into account the movement of employees both within the
organization and outside.
2.RECRUITMENT:
The recruitment is the major function of the human resource department and recruitment
process is the first step towards creating the competitive strength and the strategic advantage
for the organisations. Recruitment process involves a systematic procedure from sourcing the
candidates to arranging and conducting the interviews and requires many resources and time.
Identifying the vacancy:
The recruitment process begins with the human resource department receiving
requisitions for recruitment from any department of the company. These contain:
• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required
 Preparing the job description and person specification.
 Locating and developing the sources of required number and type of employees
(Advertising etc).
 Short-listing and identifying the prospective employee with required

44
characteristics.
 Arranging the interviews with the selected candidates.
 Conducting the interview and decision making
In RIL Recruitment forms one of the most important functions of HR department. It
is imperative that the incumbents required to do specific jobs have requisite knowledge,
skills and attitude to perform the same. Recruitment and Selection of candidates thus
filters and selects desirable personnel for employment in the company.
3. TRANSFER:
In RIL transfer can be classified as:
(a) In-coming inter location transfers
(b) Out-going inter location transfers
(c) Intra-Location transfers
Based on the vacancies and job requirement, Sr VP Tech/NTech approved the Intra
Departmental / Inter Departmental transfers. Based on the approval Central HRD / Plant
HOD / Sr VP release the transfer order and inform to the individual employees about the
same. Communicated the all concerned with the copy of transfer order.
In case of Inter-location transfer, Consultation with the site President, Group President
approves the transfer and release the transfer order of the individual. All concern is
informed with the copy of transfer order. Concerned P&A Officer takes necessary action
i.e. No-due certification / Transfer Check list / calculation of pay protection amount /
movement order / transfer of Personal file.
4. Retirement
The period of a person's life during which he/she is no longer working, or the commencement
of that period. The standard age for retirement is considered 65, although many individuals
choose to retire earlier or later due to personal or financial reasons. After retirement, an
individual's needs are usually funded through any combination of sources including a pension
plan, a retirement account such as a 401(k) plan, Social Security, and/or
a savings account/nest egg.

45
 QUERY MANAGEMENT:
Employees are the first customer of HR & F&A department. Resolving
employee's queries/ complaints/ issues is a prime job of employees of HR/F&A departments.
To make the uniform process for redressed of various queries relating to different services
within the organization, Query Management System (QMS) was introduced. The system is
used by employees through their ESS (Employee Self Services) for speedy resolution of their
queries. QMS works as a single window to all executives in the organization to address their
queries/issues.
 TIME MANAGEMENT SYSTEM:
Time management systems have become exceedingly popular in recent years and with
good reason. The ultimate potential benefit of such systems is the ability to optimize
how you spend your time in order to extract the best possible results in the shortest
period of time. Such systems do come with a price, however, and that price is the time
you must spend first learning and then maintaining the system. Generally speaking,
the more complex the system, the more costly it is to use. The more time you spend
managing your system, the less time you'll spend reaping the rewards of increased
productivity.
It's tempting to say that excellent time management is a result of having a great time
management system. The general mindset of time management is far more important
than any system. And the mindset of time management is simply that you value your
time. It's really a self-esteem issue.
Time Management System is very important in any organization, so it is also
important in Reliance. Training is given to the employees regarding Time Management
System so that they can properly understand the value of time and can implement it in their
work.
 SEPARATION SCHEME HANDLING:
In Separation Scheme Handling all the activities related to separation are undertaken
i.e. Retirement of employees, Termination of employees, Resignation of employees and

46
Death of employees.
 OTHER BENEFITS ADMINISTRATION:
Other benefits in administration includes ID card of employees, vocational training
for employee's wards, certificates for various activities or training and also provide CTC
change to employees.
 RETIRAL BENEFIT SCHEME HANDLING:
In retrial benefit scheme 8.33% of provident fund is compulsory for every employee
who is going to retire.. Superannuation is given as per the employee's salary. Employees’
Pension Fund is also provided to them when they are retired. EDLI and GSLI are given in the
case of employee's death.
 E-PERSONNEL FILE ADMINISTRATION:
In E-personnel file all the details of the employees are been stored. Their personal
details, their qualifications, their future details are been stored so that it becomes easy to get
the information when needed.

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 HRC (Human Resource Counseling)
The counseling is done for 5 departments i.e. CES (Central Engineering Services),
CTS (Central Technical Services), HSEF (Health, Safety, Environment and Fire), QAQC
(Quality Assurance and Quality Control), RTG (Reliance Technological Group), PnS
(Planning and scheduling) and SSM office (Site Shift Manager). By this counseling the issues
and queries of the department is solved
 PEOPLE CONNECT:
 It has always been their endeavor to serve, educate, interact and help
employees build a win-win relationship.
 During various interactions with employees and sectional Heads, it feels
that employees are often not aware about many policies, practices and its
changes which directly touch their entitlements and keep them devoid of
their genuine entitlement.
 Also, they add one more channel of communication directly with the
employees, update employees on initiatives and take direct feedback to
achieve the goal of improving upon the deliverables.
 RIL POLICIES
Policies of RIL are presented to the employees beneficial for them.
 PERFORMANCE MANAGEMENT SYSTEM:
Performance management is the current buzzword and is the need in the current times of cut throat
competition and the organizational battle for leadership. Performance management is a much broader and a
complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress
review and frequent communication, feedback and coaching for improved performance, implementation of
employee development programmes and rewarding achievements. The process of performance management
starts with the joining of a new incumbent in a system and ends when an employee quits the organization.
Performance management can be regarded as a systematic process by which the overall performance of an
organization can be improved by improving the performance of individuals within a team framework. It is a
means for promoting superior performance by communicating expectations, defining roles within a

48
required competence framework and establishing achievable benchmarks.
The performance of employees is measured that how they are working in their assigned jobs.
If their performance is good then their work is appreciated and if the performance is not up to
the mark then they are been trained so that they can perform well in future.
Compensation and Benefits
The area of Compensation and Benefits belongs to the most specialized areas in Human
Resources Management. Compensation and Benefits usually plays the role of the HR
Controlling, setting the rules and procedures around the salaries, variable pay and benefits.
Compensation and Benefits is usually the function of HRM most connected with the
competitors on the market and it sets the compensation policies, which are fully competitive
on the job market, but the policies still meet the targets defined by the organization.
The clear definition of processes in Compensation and Benefits is very important as the
processes are under the attacks from the line management every single day. There is no a day
without a pressure for the salary review at the individual employees and the rules and
standards must be waterproof.

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GET On boarding:
1. INDUCTION:
An induction programme is an important process for bringing staff into an organisation. It
provides an introduction to the working environment and the set-up of the employee within
the organisation. The process will cover the employer and employee rights and the terms and
conditions of employment. As a priority the induction programme must cover
any legal and compliance requirements for working at the company and pay attention to
the health and safety of the new employee.
An induction programme is part of an organisations knowledge management process and is
intended to enable the new starter to become a useful, integrated member of the team, rather
than being "thrown in at the deep end" without understanding how to do their job, or how
their role fits in with the rest of the company.
Good induction programmes can increase productivity and reduce short-term turnover of
staff. These programs can also play a critical role under the socialization to the organization
in terms of performance, attitudes and organizational commitment.
The induction process in the organization can be divided into 2 categories
 Induction for Technical employees
 Induction for Non-Technical employees
 Induction for Technical employees
The induction program for engineers consist of a detail process which is 15 days long consist
of introduction of the organization, then HR followed by introduction to various other plants.
 Induction for Non-Technical employees
The induction program for Non-Technical employees consist introduction about to the
organization and the procedure of their department.

50
2. ACCOMODATION:
Company has its own township at different location in surat. If house is available, the
new employees are allotted the house otherwise the company can also hire house. All the
maintenance in houses provided to employees by company is done by the company.
3. TRANSPORTATION:
Reliance Hazira has about 25 buses run by RHETA (Reliance Hazira Employees
Transportation Association). The transportation facility is available to all employees at a
monthly rate Rs. 750. Secondly, the transportation facility includes car services.
4. LIVERIES:
Company provides different liveries items to the employees such as uniforms,
safety shoes, rainy shoes, raincoats, woolen jerky, and safety helmet. Company also
provides stitching charges.
5. JOINING FORMALITIES:
Upon joining, the incumbent shall be given an employee code number by
manager(HR) and he shall fill up the joining forms and shall submit the same to the
manager(HR) for further course of action.

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INDUSTRIAL RELATIONS
(As per the policy book of Reliance)
Industrial do not constitute a simple relationship, it is a set of functional inter-dependent
complexities involving historical economical, social, psychological, technological, legal and
other variables.
 In Reliance Hazira there was no union till May’97, instead there was workmen’s
welfare committee to work for the welfare of the workers. “The Reliance workers
KaramchariSangh” union had been recognized from May’97. Industrial relation refer
to a dynamic and developing concept which is not limited to the complex relation
between the trade union and management but also refers to general web of
relationship that exist between the employees.
In a wider sense the concept includes the relation between the employer and employee in the
course of running of an industry and may project itself into areas of quality control,
marketing, price fixation and deposition of profit.
The main objectives of industrial relations are to facilitate production to safeguard the rights
and interests of both labour and management by enlisting the co-operation of both, to achieve
a sound, harmonious and mutually beneficial relationship between the employer and the
employees.
The main function of IR department at Reliance is:
 Public holiday finalization for the year.
 Grievance handling
 Discipline
 Attending to court matters
 Inter dept sports tournaments
 Preparing budget for the personnel and IR section
 Raising purchase requisition for uniforms and issuing them.
Union Management Relationship
There was no union until April 1997. But now a union named Reliance KaramchariSangh
came up and was also recognized. The management too laid certain conditions that the union

52
does not have any outside members other than members of the company. It also doesn’t
accept political intervention into the union.
Discipline
Strict discipline is maintained in the premises of RIL, Hazira. Any act or omission in the
matter of discipline as aforesaid or any act against the rules of establishment or code of
conduct, explicit or implicit, as is generally understood as applicable to establishment,
constitutes as misconduct. Without prejudice to the meaning of the term “misconduct”, the
following acts of omission on the part of the workman, whatever is deemed to be misconduct
punishable under the standing orders.
Procedure for Tackling Misconduct
The following punishments may be imposed on any workman who is found guilty of
misconduct or for other good and sufficient reasons.
1. Warning or censure in writing
[A] A workman censured three times or more during a calendar year is liable to be given
any of the major punishment.
[B] Fine subject to the rules laid down in the payment of wages act – 1936
[C] Stoppage of annual increment without cumulative effect or reduction of pay to a
lower stage in the existing grade.
[D] Suspension without wages for a period should not exceed four days a time.
2. Withholding the increment or promotion
3. Termination or discharge of services.
4. Reduction to a lower rank or post or lower scale of pay.
5. Dismissal or discharge from service without any notice.
6. Any other punishment the management feels just and proper in the interest of
maintaining discipline in the organization.

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Action Not Constituting Punishment
The following are not deemed to be said as punishment within the meaning of the standing
orders.
1. Stoppage of an increment at an efficiency bar.
2. Non-promotion of a workman to a higher post/grade for which he may be eligible but
for which he is found unsuitable.
3. Reversion to a lower post/grade of a workman to a higher post/grade for which he
may be eligible but for which he is found unsuitable.
4. Retirement or superannuation of a workman in accordance with the terms and
conditions of his appointment.
5. Discharge of a workman on medical grounds.
6. Discharge of a workman due to retirement.
7. Recovery from pay for the whole or part of any loss caused to the establishment by
negligence, subject to the provisions laid down in the payment of wages act – 1936
Procedure of Dealing with Misconduct Cases
Where an act of misconduct is alleged against the workman for which penalty of warning is
proposed to be inflicted, the manager or the officer authorized to do so, shall issue such
warning or censure after hearing the workman concerned in respect of the alleged acts of
misconduct.
Criminal Misconduct
Where a workman has been convicted of a criminal offence, involving moral turpitude
in the court of law or where the management is satisfied for reason to be recorded in writing
that it is in-expedient or against the interests or security of the establishment to continue the
workman in service, he may be discharged or dismissed from service without notice or pay in
lieu of notice without following the procedure prescribed in the standing orders. The
workman is considered to have done misconduct under the standing orders if he is involved
in some criminal proceedings.
If a workman refuses to accept a charge sheet, order or other communication served in
accordance with these standing orders and provided that he has asked to accept the charge

54
sheet in the presence of at least two witness and if he fails or refuses to attempt enquiry, the
enquiry shall be concluded ex-party after giving due notice.
In avoiding punishment under these standing orders the gravity of misconduct, the
previous record, if any, of the workman and any other circumstances that may exist shall be
taken into account.
Nothing shall affect the right of the management to terminate the services of the workman
by due notice of payment of salary in lieu of notice in accordance with the terms of
appointment.
The following is the nature of misconduct during the past 1 year at Reliance, Hazira:-
1. Commission of theft
2. Misconduct of fireman abused the trainee officer
3. Wrong loading in the place
4. Copying in the written test conducted for promotion
5. Long absenteeism
6. Sleeping on duty shift.

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WELFARE ACTIVITIES
1. MEDICAL
Company believes its responsibility towards health services to provide to the employees
go beyond the statutory provision. Being the petrochemical industry and some of their
process are considered “Hazardous”. Company recognizes the importance of good
occupational health services. Therefore, at the manufacturing sites, they have well-
equipped, full-fledged medical centre, which are manned round the clock.
2. Housing
Company has its own housing facilities at different location in Surat. If houses is
available, the new employees are allotted the house otherwise the company can also hire
house. All the maintenance in houses provided to employees by company is done by the
company.
3. Education
Reliance has its own school named “JamnabenHirachandAmbaniSaraswatiVidyaMandir”
where the education is given to the employee’s children absolutely free. The school has
classes from JR. Kg to class-XII in both Gujarati and English medium. Free transportation
facility is also provided to them.
4. Sports
To motivate the employees of the company organizes different sports tournaments i.e.
Cricket, Volleyball, Table Tennis, Badminton Etc.
5. Liveries
Company provides different liveries items to the employees such as- uniforms, safety
shoes, rainy shoes, raincoats, woollen jerky, and safety helmet. Company also provides
stitching charges.
6. Food Grains Advance
Every year only non-supervisory employees are given food grains advance Rs.10, 000
without interest. The amount is to be repaid in 12 equal monthly instalments without
interest.

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7. Recreation Activities
For the recreation of the employee, company organized get to gather once in a year with
their family. And also arrange short distance picnic. For picnic they get Rs. 200/- and free
transportation once in a year.
8. Canteen
The company gives canteen facility under which food is provided to the employees but it
is not compulsory for them. They get the allowance in their salary. The contract cell at
Reliance invites tenders and the contract cell signs detailed agreement with the contractor.
The operation of the canteen is given on the contract. The company provides subsidy for
the infrastructure like-fuel, utensils, sitting arrangement, and electricity and for the
material escalation like – basic requirement. The canteen services include providing meals,
snacks and tea through Trolley services. The menu decided according to the availability of
the Vegetable in market. The canteen holds about 15-day’s inventory in their storeroom. In
case of emergency canteen can be run in the same way for 14 days.
After verifying the bill the canteen officer sends the same to the accounts departments for
the payment sanctioned by the G.M. to have an effective functioning of the canteen, a
meeting of the canteen committee, consisting of numbers from each plant is organised on
the 1st
and 3rd
Friday.
Facility
 The canteen provides hygiene meals, snacks and tea.
 There are six dining halls located at construction, Admin–2, Admin-3, POY, PTA and
Cracker.
 The canteen facility is also extended to guest and company visitors.
 The cold drink and other things are provided at the actual rate.
 The POY, which is the main canteen, is having the largest dining hall with the capacity
of approximately 280 persons.

57
Exit interviewing
(http://careercruise.com/wp-content/uploads/whitepapers/ei.pdf)
INTRODUCTION:
As managers and leaders our success is a direct reflection of the success of our people. We
are responsible to hire, coach and performance manage people who will succeed in their
roles, who will grow with the company as they develop their career, and who ultimately will
progress beyond us in a succession plan. At the end of the day, our success is their success.
Therefore there is nothing more challenging or upsetting than having one of your team
members resign. It is particularly tough if you don’t see it coming and you don’t have a
grasp on why they are leaving. A recent study by a leading management consulting company
shows that 80% of employees would like to advance their career with their current employer -
but 51% believe they will have to leave to achieve their career goal. Could it be that the best
and most motivated career conscious people may be leaving organizations unnecessarily?
Reducing the investment of time and money currently channelled into re-sourcing, re-hiring
and retraining new employees because of unnecessary staff turnover can have a significant
impact on your organization’s performance.
What are exit interviews?
When you review the reasons why people leave your company, what would you find? Would
it be helpful to have a snapshot of this data to review the trends and better understand the
reasoning? Would it be valuable to have a method using this information to incorporate
positive change into your hiring and retention programs?
Employees that leave each have grounds for making their career choices. An ‘exit interview’
is a structured process where the departing employee can openly discuss their reasons for
leaving their job. They can review their employment history with the organization and
smoothly and professionally work through transition details.
Exit Interviews are designed to help management determine the actual reason behind a
person’s detachment from the company. The aim is to provide people a comfortable
environment where they can provide frank and honest answers on topics regarding the
department, team, manager and company. They can share likes and dislikes on a number of
fronts: Culture, People, Company Strategy, and Career Development. Finally, in a best case

58
scenario they will take the time to share suggestions on what needs to be done to improve the
company.
The purpose of exit interviews includes:
• Uncovering possible organizational issues
• Managing transition
• Managing knowledge
• managing relationships professionally
• evaluating your sourcing and selection process
• providing feedback and suggestions on how to improve
Exit interviews help to identify important organizational issues. Once uncovered, companies
can begin the process of developing solutions to address the issues.
They can also help manage the professional transition of a person ensuring that all the issues
that should be addressed prior to their leaving are addressed via an exit interview checklist.
Exit interviews can be designed to bridge the knowledge gap that will exist once the person
has departed. Departing staff know the status of projects and intricacies of the role better
than even you do. This will likely include: general knowledge and tacit knowledge. General
knowledge is already documented and includes: hard and soft files; e-mails; and knowledge
that can be easily recovered. In addition, companies need to consider how to capture tacit
knowledge (knowledge that is less easy to capture and that needs to be explained or
demonstrated). The exit interview can capture knowledge and start the process of
transitioning that knowledge to the appropriate person.

59
When should exit interviews be done?
Every time an employee leaves the company an exit interview should be done.
Companies need to distinguish between the various categories of departing employees, as you
will want to segment their responses to various questions pending the manner they are
leaving the company.
You will want to consider segmenting:
•Employees that resign (voluntary termination)
•Employees that are terminated by the company (involuntary termination)
An exit interview shouldn’t be confused with the communication a candidate or employee
provides to his/her manager when they express their decision to leave the company. At that
moment, emotions can run high and surprise can cloud perspective. The questions
management ask when a person resigns are not usually prepared or recorded, and the answers
are generally not useful to understanding the true root causes as to why they are leaving.
Some organizations conduct exit interviews before an employee leaves, folding it in with
other administrative procedures, such as discussing final pay, references, and the return of
company property. Other organizations conduct them well after an employee has left where
challenges often arise - waiting too long risks having the ex-employee shift their focus and
lose interest in providing valuable feedback. Ideally, exit interviews are conducted a few days
before the employee’s final separation with the company. Conducting the interview within
this short period of time sends a positive message to the individual and throughout the
organization that the employer is genuinely interested in learning about what went wrong,
and that the company wants to maintain a professional working relationship. It also shows
that the company has a sense of urgency with the situation.
This timing will also allow the opportunity to encourage the employee to review their
decision to leave if you disagree with their decision.
People will always leave a company spontaneously. Organizations should anticipate these
situations and have an exit interview plan proactively in place. As soon as you are aware that
a person is leaving you need to customize your plan to fit the needs of the particular person
being interviewed.

60
Structuring the exit interview
The structure and design of the questions are the foundation of any successful exit interview.
A template of exit interview questions customized for your company should be created in
advance. You can further customize the interview questions to specific individuals based on
why they are departing the company (voluntary vs. involuntary termination), their role,
seniority and other relevant circumstances.
When compiling your company’s questions keep in mind the end goal - to learn as much
about your company (or the perception of your company), the elements of the relevant job
and other factors that influenced this person. A random list of questions quickly put together
will likely not lead to valuable answers. Questions need focus and should follow a logical
order. Some areas around which you will want to consider constructing exit interview
questions include:
The Organization - workplace environment questions will prompt for information around
such topics as culture, compensation, working conditions and opportunities for advancement.
While almost everyone at one time or another complains about not earning enough money it
is seldom the major reason people leave a company.
Management – another common factor associated with job dissatisfaction is an employee’s
immediate manager. This is a person who can strongly influence an employee’s job
satisfaction, making it either wonderful or miserable. Exit interview questions should
encourage information sharing and provide insight into managerial skills.
Job Profile – lack of necessary on-the-job skills often lead to job failure. Asking questions
about skills and knowledge that are necessary to be successful on the job provide you insight
into the individual’s understanding (or lack of understanding) of the role requirements, and
may even provide you with new information that of which you weren’t aware. You will want
to reference the ‘ideal role profile ‘when you are thinking about what questions to ask.
Development – poor training or lack of opportunity to develop and grow in a career often
leads to a dissatisfaction employee.
Effective exit interviews should be structured to include a selection of different types of
questions. Specific questions allow the company to collect specific answers, while questions
that are more ‘open-ended’ create flexibility for the answers to lead feedback and opinions in
various directions.
Structure the interview to establish rapport and credibility.

61
Questions to Ask at the Beginning of the Interview
Get the respondents involved in the interview as soon as possible. Start with simple, easy to
answer questions and then work up to the hardest. Before asking about controversial matters
(such as feelings and conclusions), first ask about some facts. With this approach,
respondents can more easily engage in the interview, warming up to the interview style and
process before getting involved in more personal and controversial matters. A blend of
multiple choice and specific fact questions at the beginning of the interview can assist in
capturing extensive information. If the interviewee becomes disengaged at some point
throughout the process, you can always return to some of these more comfortable questions.
Questions to Ask in the Middle of the Interview
Next, build the depth of the interview by integrating the interviewee’s opinions through open-
ended questions, and by interspersing rank and rate statements. Ask questions about the
“present” before questions about the “past or future”. It’s usually easier for them to talk about
the present and then work into the past or future. This section of the interview should delve
into questions about:
• The Job
(Responsibilities and expectations, training, preparation)
• The Supervisor
(Direct reporting, career development, support, communication)
• The Department
(Environment, culture, fellow employees, expectations)
• Management
(Management changes, expectations, visibility)
• Compensation and Benefits
(Increases, changes, overtime, benefit packages)
Questions to Ask in Closing the Interview
Closing questions should allow respondents to provide additional information they deem
important, and their impressions of the interview. Responses to this section should be
monitored for gaps in the survey itself. If a large percentage of people are using this section

62
to make comments about a particular issue, it should be added as a priority to the sections
above. For example, if a large percentage of people have comments or issues with working
excessive hours, it usually makes sense to add that as an item in the interview.
A professional exit interview solution not only ensures questions will be proactively created
and selected to suit concerns about your particular organization, but it can electronically
warehouse your database of questions making it easy to access, customize and save your
questions tailored to specific situation.
Exit Interview Process
Process Overview
Introduction:
An Exit Interview is a powerful tool that allows organizations to gain an understanding as to
why People leave – what they liked and what they did not like about their employment with
the Division of Housing and Food Service. Having an effective exit interview process will
enable DHFS to learn from past experiences of departing employees and gain an opportunity
to improve management/employment practices accordingly. It is a positive sign that the
organization is big enough to expose itself to criticism in order to promote constant
improvement.
Exit Interviews capture ideas for improvement while promoting positive interaction with
departing employees. Analysis of results and related statistical reports created from exit
interviews provide opportunities for the organization to develop actions that can encourage
reduction in turnover rates, improve employee morale, and encourage a possible future
return.
Goals and Outcomes of the Exit Interview
Goals and outcomes for the exit interview process include:
• Discover the employee’s reason for leaving
• Give positive attention to the departing employees in order to alleviate possible frustrations
and/or negative attitude toward the organization
• Allow departing employees to have a voice about what their work experience was like
• Receive valuable feedback from departing employees about compensation, working
conditions, management, and the culture of the organization

63
• Explore areas of the departing employee’s most serious concerns, and record details of what
they enjoyed most
• Departing employees have an opportunity to transfer knowledge and experience to a
successor or replacement; may also brief a team on current projects, issues and contacts
• Chance for departing employees to give constructive feedback, and to leave on a positive
note, with good relations and mutual respect
Confidentiality
It should be made clear to the departing employee that the information provided through the
exit interview will be confidential. Such information will be used in summary format and
shared with supervisors and other need-to-know individuals in order to address retention
issues, employee morale, and alleged allegations of illegal practices.
Target Group
All employees in a benefitted status, and most in a non-benefitted status, which are
terminating their employment with the Division of Housing and Food Service, will be made
aware of the opportunity to participate in an exit interview. Employees with a temporary
contract, terminated employees, and employees who are retiring will also be afforded this
opportunity. Exit interviews will not be offered to student employees or employees who are
involuntarily terminated. If a request is made to complete the exit interview process by an
employee in one of these categories, contact Human Resources for guidance.
Exit Interview Participants
The exit interview is voluntary, and departing employees should not feel pressured to
participate. A hard-copy questionnaire, on-line form, phone interview, or opportunity to be
interviewed face to face will be offered to departing employees.
If an employee opts to have a face to face exit interview, it is not recommended that the exit
interview be conducted by the employee’s supervisor. Preference is for the interview to be
conducted by the HR Manager or designee. The departing employee should feel that the
information they are sharing will be received in an unbiased fashion, and be fairly
represented.
Requests by the departing employee to meet with an organizational representative,
supervisor, or appointee to convey information about their employment experience should
show consistency in format. The DHFS Exit Interview Form should be used when
conducting phone, face-to-face requests, on-line and hard copy exit interviews. Before
beginning the interview, the HR Manager or designee will provide an overview of the
process, confidentiality, and how the gathered information will be used.
Forms to facilitate the exit interview

64
The DHFS Exit Interview Form has been developed to aid in conducting the exit interview
and to promote consistency in the exit interview process. The DHFS Exit Interview Form
should be used in combination with the DHFS exit interview process.
Procedure
HR receives notice of an employment termination through the personnel ticket system,
submitted by the supervisor. Supervisor should ask employee to choose a method in which
they would like to complete the DHFS Exit Interview (online (preferred), paper copy, phone,
face to face or decline exit interview). Within the first week of receiving this notice, and
before the employee’s last day, HR will contact the employee to arrange for the survey to be
completed.
When using the Online Interview
If the departing employee has requested to complete the interview online, the HR Manager
will provide directions and a unique, one-time password for the employee to use to log on
and complete the interview. The employee must be given time during the work day to
complete the interview. This time is to be coordinated between the employee and the
supervisor, and is paid time (if the employee is currently still employed). The employee
should be given approximately ample time to complete the survey, and should be given
privacy during this time. If the employee does not have the necessary tools to complete the
survey in their area, they may be scheduled to take the survey in at another location. Please
coordinate time and date with the HR Manager ahead of time.
When using Face-to-Face Interview
If the departing employee has requested to have the exit interview with their supervisor, or
appointee (instead of hard copy, phone, or on-line), the HR Manager (or appointee) will sit in
on the interview and complete the interview form. Face-to-face interviews will be held in
the HR Manager (or appointee) Office, in privacy. Interviews may also be held in a private
area at another location determined by the HR Manager. The exit interview will be
conducted at least one week prior to the last day of work, by the HR Manager (or appointee).
Note: It is a good idea to plan the interview as close as possible to the employee’s last day, as
the employee will then feel less vulnerable and more willing to be open with feedback. The
employee may also be given up to 30 days to complete the Exit Interview Form and return it
to the HR Manager.
The employee’s signature on the interview form is optional and will not be solicited. At
the end of the face to face interview process, the departing employee should be thanked for
their time and feedback. They should also be reminded that the information will be treated as
confidential and that it will be used to address areas of the organization needing
improvement, including retention and employee morale.

65
When using a Hard Copy Interview
If the departing employee has already worked their last day, or requests a hard copy of the
interview, the HR Manager will either 1) mail a copy of the interview to their permanent
address along with a stamps/pre-addressed envelope, or provide a hard-copy to them at their
work location. If the employee no longer is employed by DHFS, and has already worked
their last day, completing the survey will not pay. If the employee is still working for DHFS
and has not worked their last day, the employee must be given time during the work day to
complete the interview. This time is to be coordinated between the employee and the
supervisor, and is to paid time. The employee should be given ample time to complete the
survey, and should be given privacy during this time. Once interview is completed, the
employee should place the document in an envelope, seal it, and sign the seal. The
supervisor should not read the results of the survey, as this information is treated as
confidential. The employee can either deliver the survey directly to HR at Kinsolving, turn it
into their supervisor to be delivered to HR at Kinsolving, or mail it directly to HR at
Kinsolving. The employee will also have the option of completing this survey in person at
Kinsolving. Please coordinate time and date with Human Resources ahead of time.
When using a Phone Interview
If the departing employee has already worked their last day, or requests a phone interview,
the HR Manager will schedule a time and date to complete the interview. If the employee no
longer is employed by DHFS, and has already worked their last day, completing the survey
will not pay. If the employee is still working for DHFS and has not worked their last day, the
employee must be given time during the work day to complete the interview. This time is to
be coordinated between the employee, their supervisor, and the Human Resources Manager,
and is to paid time. The employee should be given ample to complete the survey, and should
be given privacy during this time.

66
How to get best information out of exit interviews?
When the time comes to shake hands and say goodbye to employees, many companies do just
that and nothing more. But according to Francesca Randle, departures are one of the best
times to find out exactly what your staffs thinks of your company.
Here, she discusses the value of the exit interview.
Employers are becoming increasingly aware of the potential value of exit interviews as a way
of learning how to improve staff retention. Traditionally, organisations undertake exit
interviews with staff that are about to leave. These tend to focus on typical HR issues, such as
the reasons for moving on and what they liked or did not like about their time as employees.
Gathering the views and opinions of those who have chosen to leave an organisation can
provide valuable insights in to employees’ perceptions of the competitiveness of reward
packages, access to training and development opportunities, and the effectiveness of
individual managers. Following up on any areas of weakness can lead to improvements in job
satisfaction and performance across the company and ultimately help to reduce turnover.
More recently, however, the concept of exit interviewing has been revisited and expanded as
a knowledge management tool, as a way of capturing knowledge from leavers. Rather than
simply capturing human resources information, the interview also aims to capture knowledge
about what it takes to do the job.
What are the benefits?
 Exit interviews are seen by existing employees as a sign of positive culture. They are
regarded as caring and compassionate – a sign that the organisation is big enough to expose
itself to criticism.
 Exit interviews accelerate participating managers’ understanding and experience of managing
people and organisations. Hearing and handling feedback is a powerful development process.
 The results and analysis of exit interviews provide directly relevant and useful data that can
be used in training needs analysis and training planning processes.
 Exit interviews provide valuable information as to how to improve the recruitment and
induction of new employees and how to improve staff retention.

67
 Sometimes an exit interview provides the chance to retain a valuable employee who would
otherwise have left. Organisations often accept resignations far too readily without discussion
or testing the firmness of feeling. The exit interview provides a final safety net.
 Exit interviews and a properly organised, positive exit process also greatly improve the
chances of successfully obtaining and transferring useful knowledge, contacts, insights, tips
and experience from the departing employee to all those needing to know it – especially
successors and replacements.
 The learning curve of new people joining the organisation is shortened as a result of valuable
knowledge transfer.
Done correctly, exit interviews can be a win-win situation for both the organisation and the
leaver. The organisation gets to retain a portion of the leaver’s knowledge and make it
available to others, while the leaver gets to articulate their unique contributions to the
organisation and to ‘leave their mark’.

68
Advantages and Disadvantages
Exit Interviews – Advantages
 Exit interviews are much more personal than the exit survey and provide a setting
where the agency can thank departing employees for their contributions and wish
them well in their future endeavours.
 The response rate for exit interviews is typically much higher than for the exit survey.
Departing employees will usually participate in a face-to-face interview, but put off
responding to the survey, and often never return it.
 Exit interviews provide an opportunity to obtain much richer data than the exit survey.
An experienced interviewer can ask probing questions and perhaps uncover
underlying reasons for the departure that may not surface in a survey.
 The exit interview can provide a therapeutic experience for the departing employee
and end the employment relationship on a positive note.
Exit Interviews – Disadvantages
 Exit interviews are relatively expensive to administer. The greatest expense is the
salary cost of the person conducting the interview, which includes the cost of
preparing for and Guidelines for Exit Interviews and Surveys conducting the
interview and codifying the results in a way that facilitates aggregating the
information into usable reports.
 It is difficult to objectively quantify data, particularly when several interviewers are
conducting interviews at different locations. Each may place their own interpretation
on what they are told, fail to record the data while it is fresh in their mind, and
otherwise unintentionally misrepresent the results.
 Even when assurances of anonymity and confidentiality are provided, some departing
employees have very little trust in anyone in the agency, including staff from the
human resources area. Even when the trust is there, some people simply have a hard
time verbalizing their dissatisfaction and prefer to maintain a passive demeanour.
 The exit interview process poses an additional challenge for large agencies with
multiple locations. A departing employee may not believe that an interviewer from
within their office will be neutral and unbiased; however, sending someone from a
central location may be cost prohibitive. Although conducting an exit interview by
telephone is an alternative, this will limit the rapport an interviewer may have using a
face-to-face interview, thereby defeating one of the primary advantages of the exit
interview strategy.

69
Knowledge Transfer
The period between the decision of the employee to leave, and the actual departure date
offers a crucial opportunity for the University to gather important information and knowledge
from the employee. This is especially relevant in roles where the employee has accumulated a
significant amount of knowledge and personal connections. The knowledge of the departing
employee has immense value, and the recovery of it is often overlooked altogether until the
employee has departed although much depends on the atmosphere surrounding the departure.
When any employee resigns, or a decision is made for a person to leave for any reason,
always ask: Should we spend some time thinking about how to enable knowledge transfer?
The leaver could be encouraged and enabled to hold a briefing meeting, which all interested
parties, including the person's replacement if possible, can attend and learn what they need to
know.
Knowledge Transfer Questions
 In advance of the exit interview, start thinking about asking these questions.
 How might we benefit from your knowledge, experience, introductions to your contacts,
etc., prior to your departure?
 Would you be happy to take part in a briefing meeting with
managers/replacements/successor/colleagues so that we can benefit from your knowledge
and experience, prior to you leaving?
 What can we do to assist you to pass on as much of your knowledge and experience as
possible to your colleagues prior to your departure?
 How and when would you prefer to pass on your knowledge?

70
These are the factors of internal pull, internal push and external pull.
INTERNAL PULL INTERNAL PUSH EXTERNAL PULL
 High Job security  Unsatisfactory
compensation
 Better location
 Satisfactory Working
condition
 Absence of Job Rotation  Culture as needed
 Better Working place  Poor Performance
Appraisal System
 Retention
 Provision of welfare
activities
 Higher Designation
 Native place

71
We can add theoretical questions such as:
 What do you think can be improved about the Department?
 Please let us have your views about your superior.
 Can you share the best moment/ thing you experienced during your tenure at
Reliance?
 You may please express your opinion / feelings about any aspect you think
we missed to ask you?

72
Research Methodology
Title of the study:
“A study on Exit Interview Analysis at Reliance Industry.”
Sub Title:
“A study of 90 employees left the organization in Surat.”
Objective of the study:
To study and analyse the reason from the Employee’s exit forms of the company and take
corrective actions and practices based on the outcome of the study.
Research Design:
Research design is considered as a "blueprint" for research, dealing with at least four
problems: which questions to study, which data are relevant, what data to collect, and how to
analyse the results.
As the study is completely based on the primary data, the below mentioned activity steps
has been undertaken for the completion of this project.
i. Studying the filled exit form of the employees who have left the organization.
ii. Collected the data of the employees from their exit interview forms.
iii. Analysed the reasons for leaving their job from the organization.
Sources of data:
Sources of data are primary. Basically the sources of data were the exit interview forms of
the employee who had left the organization. All the data collection was done from exit forms
and the reasons were also analysed with the help of exit forms.
Data Collection Method:
Data Collection is an important aspect of any type of research study. Inaccurate data
collection can impact the results of a study and ultimately lead to invalid results.
The data for the survey was collected from the exit interview forms of the employees who
left the job. As it was the only source of collecting the data, because it became difficult to
contact each and every employee as they were not present in the same city.

73
Population:
100% of population data was available and data was analysed on the basis of 100%
population.
Data Analysis and Interpretation:
Data Analysis involves working to uncover patterns and trends in data sets; data
interpretation involves explaining those patterns and trends.
During the completion of the project data analysis of the exit interview forms were done and
the reasons were analysed which helped the organization to understand the reasons and take
corrective steps against it, so that the reduction of exiting employees can be taken care of.
Classification of employees
20
30
40
No. of employees
Leaders
Managers
Workers
Interpretation: As you can see workers are more in numbers who left the
organization, so more focus should be done on workers and to identify the
reasons for leaving their job. Due to decrease in number of leaders our
organization is in loss as they are losing experienced employees.

74
Age Group of employees
0 1 2 3 4 5 6
25
28
31
34
37
40
43
46
49
52
55
58
No. of employees
No. of employees
Interpretation: The chart shows “Between” 35 to 45 the maximum
employees had left the organization as the reason can be higher designation
in other organization, admission procedure for their children or good pay
scale.

75
Departments of the employees
0
5
10
15
20
25
No. of employees
No. of employees
Interpretation: Here you can see that employees leaving the job from
chemical department are more compare to other departments, so more
focus should be done on chemical department. What are the factors which
are not satisfying the employees in chemical department should be studied,
so that it can be decreased.

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