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Need for the study

The organization study provides me with an opportunity to undergo summer training for duration of one month with a reputed business organization. The Summer Internship is a part of the MBA Curriculum and I had the privilege to do the Organization Study at Voltas Limited, Abu Dhabi. This one month Summer Training in Voltas Limited offered me the much required real business corporate world experience and helped me to understand the practical application of the theories learned in classroom.

The study was conducted to:

Gain a firsthand knowledge about the functioning and various primary obligations of

different departments operating within the firm.

Observe and get familiarized with the mode of operation followed by the organization. Analyze the functioning of various segments that co-ordinate the working of the department. Understand the structure of verticals or hierarchy followed in different departments of the organization and in the organization as a whole. Understand the profitability and financial soundness of the firm by analyzing their financial statements.

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Objectives of the study


The primary objectives of the study are To get an in depth view of the various managerial functions of different departments. To learn about the practical aspects of these managerial functions in the departments. To have a clear knowledge of various activities carried out in the firm in conjunction with the overall functioning and co-ordination of its various departments. To understand the practical application of the theories studied in the classroom.

Research Methodology

For the purpose of Organization study, both primary data and secondary data were used. The primary data was obtained from general observation and discussion with the management and employees. Interactive sessions with agents and customers also helped in gaining valuable primary data.

The secondary data was collected from:


Companys annual reports,

Credit Monitoring Arrangement data,

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Company website, Employee manual,

Magazines and newspapers.

Methods of Data Collection


The methods employed for the purpose of data collection are: Observation: All activities related to the functioning of the company were meticulously observed. Personal Interviews: In depth interviews with the concerned authorities helped to a great extent in data collection. Use of company website, Credit Monitoring Arrangement data, annual reports, employee manual, journals, department brouchers and pamplets provided valuable secondary data for the study.

Limitations of the study

Due to the time consuming task of performance appraisal, the employees were unable to spend much of their valuable time with me.

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Due to the nearing date of the Companys Board Meeting, most of the top executive officials were busy and thereby the inconvenience of the managers has been a major limitation.

The company could not offer detailed information in certain areas, as the company was obliged to maintain a prescribed level of confidentiality pertaining to specific trade information.

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INDUSTRY PROFILE:

Mechanical, Electrical and Plumbing is the most in-demand services within the construction sector in the Gulf Cooperation Council (GCC). The market is highly fragmented with no mandatory regulations. The market has grown strongly over the past few years although it witnessed a downward trend in the past two years. But it is expected to grow at a marginal rate till 2013. The growth of the MEP services market can be directly attributed to the growing demand in the construction sector and increasing awareness on energy and environment sustainability coupled with health and safety concerns.

A Frost and Sullivan research service titled Strategic Analysis of the Mechanical, Electrical and Plumbing Services Market in the Middle East provides market dynamics, market size and forecasts, market profitability as well as end user and competitive analysis. In this research, Frost and Sullivan expert analysts thoroughly examine the following service markets:

1. Mechanical Services Market Application (heating, ventilation, air conditioning and refrigeration). 2. Electrical Services Market Application (extra low voltage/low voltage systems; medium voltage systems). 3. Plumbing Services Market Application (water; drainage).

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Market Overview:

Growth of the Construction sector sets up the market for Mechanical, Electrical and Plumbing (MEP) services in the Middle East.

The exponential growth of the GCC construction sector is founded on the considerable cash reserves obtained from oil reserves over the last decade, following a surge in population, economic expansion and subsequently higher investments in real estate and infrastructure projects. This impressive growth of the construction industry bodes well for the MEP services market since it is considered as an integral service within the construction industry. The fragmented and highly competitive market is likely to take off in 2012 once the effects of the recent economic slowdown and reduced construction activities wear off and the economy rebounds. Nevertheless, Saudi Arabia, Qatar and Abu Dhabi are expected to shore up the market for MEP services till 2013 as their economies are relatively insulated from the financial downturn, thanks to their surplus cash reserves and the latest stimulus package announced by the Government.

Moreover, improved awareness about energy and sustainability as well as public health and safety concerns are expected to go a long way in boosting the market for MEP services in the next 5 years. , says the analyst of this research. Already the most in-demand service of the construction industry, MEPs popularity will soar further with the strengthening of the GCCs commercial, residential, hospitality, infrastructure and educational sectors. Meanwhile the GCC

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has mandated all types of buildings to install technology and services that will make them environment friendly. Owing to such construction demand, contractors are continuously upgrading their services by investing in in-house pre-fabrication, design and service capabilities to diminish strong bargaining power of the end users. Such measures will involve dealing with the escalating costs of construction, construction commodity prices and labor costs. These prices are not likely to decrease due to the steady global demand and rising accommodation costs of labor, which could severely constrict the contractors profit margins.

The market could also be adversely affected by the labor drain, as emerging economies are drawing laborers away from the region. In such a scenario, it has become vital for a company to recruit and send employees to training institutions to hone their skills, initiate training in-house, or provide on-the-job training. However, contractors can skirt the issue of manpower through technological developments, which will limit on-site pre-fabrication and thereby, lower time and manpower needs on site and boost productivity hours. Additionally, the involvement of design engineers in the early stages of construction and correct selection of materials will ensure proper building integration and sustainability by reducing its operating costs.

To gain a competitive edge, it is critical for MEPs contractor to offer scalable and comprehensive contracting service solutions at one-step and back it up with effective qualified manpower for project design, installation and service design, notes the analyst.

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Market Sectors:

Expert Frost and Sullivan analysts thoroughly examine the following market sectors in this research.

By Application:

Mechanical Services Market Application: Heat, ventilation, air conditioning and refrigeration. Fire fighting and fire suppression.

Electrical Services Market Application: Extra low voltage / low voltage systems. Medium voltage systems.

Plumbing Services Market Application: Water. Drainage.

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By End Users:

Commercial Buildings (Offices, Retail). Residential Buildings (Apartments, Palaces). Hospitality Buildings (Hotels / resorts, Hospitals). Infrastructure (Airport, Seaport, Railway Stations, Roads/Highways/Bridges). Educational Buildings (Universities/Colleges, School). Industrial Buildings (Factories, Warehouses). Government Buildings and others (Ministries, Military/Defense and Entertainment /Leisure complexes).

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COMPANY PROFILE:

Voltas is an organization with over 56 years of impressive and proud history. It was started by Volkart brothers, Switzerland and Tata sons as a trading organization in 1954. Products handled by Voltas then were engineering, pharmacy, chemicals and consumer products.

Voltas, Electrical and Mechanical Division (EMD) is having its Head Office at Mumbai and branch offices at Abu Dhabi and Dubai (both in UAE), Doha (Qatar), Bahrain, Singapore and Mauritius. In 2007, EMD initiated Global Engineering Centre (GEC) and Central Procurement Centre (CPC). EMD is headed by EVP and COO under the guidance of President.

Mission Statement for EMD:

We are determined to strengthen our position in existing geographical locations and focus to rapidly expand our business into selected new overseas markets in the field of electrical and mechanical and related projects by offering high quality, cost effective project management and engineering services to meet the requirements of our valuable customers.

Vision for the Year 2010-11:


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10K @ 10 by 10 Meaning Rs. 10 Cr. by 2010 with PBT of 10%. The parent company of Voltas is Tata companies which has a very good brand image worldwide. The Reputation Institute has rated it the 11th place on its list of worlds most reputable companies. Business Week also ranked Tata 13th among 25 most innovative companies. Brand Finance ranked Tata as 51st among worlds top 100 brands.

Some of the strengths of Voltas are as follows:

(i) (ii) (iii) (iv)

Design and manufacture of industrial equipment. Management and execution of air conditioning and public works project. Sourcing, installation and servicing of technology based systems. Representation of global technology leaders, serving diverse industrial sectors and applications.

The shift of Voltas from a trading company to embarking diversified growth is as follows:

1961 1965

- Catalyzed growth of Amul by distributing its products. - Promoted JVs with Tata Merlin and Gerin for manufacture of switch gear and

international harvester for farming equipment.

1965

- Established Thane works for the manufacture of light engineering products.

1971-84- Entered into marketing contracts with foreign principals.


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1981 1985

- Established VIL. - Refrigerator plant at Warora.

Post Liberalization:

1991

- Gradual end of license raj giving way to growth opportunities, increased domestic and

global competition and shift from sellers market to buyers market creating demanding customers. All this factors made survival of the fittest only in the market. This brought about excellence in products and services and cost competitiveness. 1997 - Pressure on financials creating survival issues like:

(i) (ii) (iii) (iv) (v) (vi) (vii)

Highly diversified and lack of focus. Some divisions performing badly. Unsustainable cost structure. Bloated work force. Suffered first loss of Rs. 16.8 Cr. In 1996-97. Did not pay dividend for the first time. EVA had come down steadily since 1993-94.

The remedial measures taken by the company were as follows:

(i) (ii) (iii)

Improved work culture and productivity. Leaner business portfolio. Increased top management focus.
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(iv) (v) (vi) (vii)

No core activities outsourced. Non value adding business hived off. Improved cost structure. Manpower reduced by 75% by VRS.

The major markets of Voltas today are as follows:

1. Middle East and North Africa 1 (MENA 1) including countries like:

UAE Bahrain KSA

1. Middle East and North Africa 2 (MENA 2) including countries like:

Qatar Oman Mauritius

1. Far East and South East Asia including countries like: Singapore Hong Kong

1. India and SAARC.

MENA alone contributes to 90% of the sales with MENA 1 contributing 71% and MENA 2 contributing 19%. Far East and South East Asia contributes 9% and India and SAARC contributes 1%.

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The business organization is divided into mainly 3 clusters:

1. Electro mechanical projects and services 2. Engineering products and services 3. Unitary cooling products

The company focuses on the following values:

(i) Excellence: Striving for the highest possible standards in our day to day work and

quality of our offerings, including continuous endeavor in learning.


(ii) Innovation: Looking for better ways of doing things in all aspects of our working

products, services, processes and systems.


(iii)Integrity: Conduct business fairly, with honesty and transparency. Everything we do

must stand the test of public scrutiny.

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PRODUCT PROFILE:

Voltas is broadly divided into four namely: 1. Electrical Mechanical Division (EMD). 2. Water Management Business Division (WMBD). 3. Engineering Product Business Group (EPBG). 4. Unitary Product Business Group (UPBG).

Electrical Mechanical Division (EMD):

EMD is further divided into two: i. International Operations Business Group (IOBG). ii. Electro-Mechanical & Ref. Business Group (EM&RBG).

International Operations Business Group (IOBG):

Voltas is expanding internationally with the up gradation from Heat Ventilation and Air Conditioning (HVAC) to Mechanical Electrical Plumbing (MEP) with the expanded role of equipment provider of HVAC. IOBG is an established contractor in The Middle East and South East Asia. It has established its branches in Dubai, Abu Dhabi, Qatar, Singapore, etc... Global

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Engineering Cell (GEC) is the design and engineering cell of IOBG. GEC functions to provide professional and complete design and engineering solution in mechanical, electrical and public health and safety systems (MEP solution).

GEC is competent in the following:

a. Providing cost effective MEP design and engineering solutions to clients. b. Provides sophisticated and optimized MEP solutions for clients to create energy efficient, modern and safe building environment for end users. c. Delivering coordinated MEP design solutions on time. d. Ensures 100% satisfaction by reduction in project completion time and increase in project profitability.

Some of the iconic projects of IOBG are The Abu Dhabi Trade Center, Etihad Towers, Yas Islands, Wafi Hotel and Mall, etc

Some of the IOBG achievements are as follows:

Executed contracts in 30 countries. Earned confidence of world leading project managers, consultants and contractors. Developed local support infrastructure through JVs and subsidiaries. Award for modernizing Chennai and Kolkata Airports.

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Electro-Mechanical and Ref. Business Group (EM & RBG):

EM & RBG provides solutions for air conditioning and refrigeration. Voltas comfort cooling relies largely on duct able splits, reciprocating chillers and vapour absorption machines. Some of the common institutional applications are as follows:

IT and BPO Hotels Airports Malls Multiplexes Hospitals

The services undertaken by EM & RBG are as follows:

HVAC (Low and High side) Electrical System Plumbing System Fire detection and Alarm Fire Fighting IBMS Water Treatment and STP.

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Some of the success stories of EM & RBG are it did HVAC and Electrical Systems at Galleria Palm Beach Mall, Mumbai as well as in Wave Rock, Hyderabad. They are the ones who did HVAC, Electrical Systems, Fire Fighting and Detection and Plumbing Systems at The Fortis Hospital, New Delhi.

EM & RBG has recently won a contract worth Rs. 300 Cr. at Kolkata and Chennai for Airport Expansion.

Water Management Business Division (WMBD):

WMBD does electro-mechanical water management projects in city or town water supply and also other industrial sectors. It designs and manufactures effluent water or sewage and water treatment applications equipment.

Some of the major projects of WMBD are Changi water reclamation project, Singapore, Sewage treatment plant for OWSSB, Orissa, Sewage water reclamation facility, Gujarat, STP for IIT, Chennai, etc

The recent achievements of WMBD include the secretion of two orders

i. Tata steel for a 25 MGD water treatment plant at Kolkata, ii. Metropolitan Water and Sanitation
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This totals to Rs. 38 Cr.

Engineering Product Business Group (EPBG):

EPBG is classified into 3 divisions namely:

1. Material Handling Business Division (MHBD) 2. Textile Machinery Division (TMD) 3. Mining and Construction Equipment Division (M&CE)

MATERIAL HANDLING BUSINESS DIVISION (MHBD):

It is the largest manufacturer of battery operated forklift trucks and P&H Rough Terrain Mobile Cranes. Some of the milestones achieved by MHBD are as follows:

1964 First forklift supplier in India. 1967 First forklift manufacturer in India. 1993 First forklift manufacturer to get ISO certificate. 1999 First Indian forklift manufacturer to introduce argonomic model in India.

2002 First forklift manufacturer to get ISO 9001-2000 in India.


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2003 First forklift manufacturer to get ARAI certificate in India.

TEXTILE MACHINERY DIVISION (TMD):

This division is mainly concerned with marketing and servicing of textile machinery and spare parts. Today it meets the needs of more than 65% of textile industry. It also represents Indias leader in textile machine and manufacture The Lakshmi Group, by contributing through principals in Lakshmi Machine Works Ltd.

MINING AND CONSTRUCTION EQUIPMENT DIVISION (M&CE):

M&CE focuses on construction equipment and is an agency for supply, installation and servicing of construction and mining equipments. It is also a leading manufacturer of electric shovels, excavators, tractors and road rollers. M&CE is a vital value adding link between manufacturer, suppliers and end users.

Unitary Product Business Group (UPBG):


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UPBG possesses total capability in manufacture, marketing and service of Air Conditioners (including window, split, corner, DC inverter, etc.), water coolers, water dispensers and commercial refrigerators.

Some of the products of UPBG are Vertis Pristine Corner AC, Vertis Plus, Vertis Plus SAC, Vertis Elite SAC, etc...

The division where I did my Organizational Study was in the Voltas EMD. Some of the projects which they have completed are as follows:

Burj Khalifa, Dubai.

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Formula 1, Abu Dhabi.

Ferrari World, Abu Dhabi.

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Some of the projects that are work in progress are as follows:

Movenpick, Dubai.

Pearl Emirates, Dubai.


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Etihad Towers, Abu Dhabi.

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Commercial Market Redevelopment, Abu Dhabi.

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ORGANIZATION STRUCTURE:

The Organization structure can be defined as the architecture which connects and weaves together all aspects of an organizations activities so that it functions as a complete dynamic entity. The Organization structure is a pattern of relationships between roles in an organization and its different parts. The purpose of an Organization structure is to allocate work and responsibilities in order to direct activities and achieve the organizations goals. Organization structure enables managers to plan, direct, organize and control the activities of the organization.

A number of writers have pointed out the importance of an organizations structure and its relationship with the organizations size, strategy, technology, environment and culture. If an organization is to achieve maximum performance then its structure must fit with or match the rate of change in its environment. Organization structure is the invisible hand that brings organization to life and life to organization. The organization structure and design are very closely interwoven with many aspects of human resource management. Thus structure has a key role in all important human dimensions of an organization. If the structure of an organization and the underlying designed principles which construct it are not in tune with the core purposes of the organization and its many environments, then it is unlikely to successfully survive.

ORGANIZATIONAL CHART: Voltas Marthoma College of Management And Technology (MCMAT)


Etihad Movenpick CMR CMR Burj Pearl DubaiEPBG MENA 1 EMD MENA 2 IOBG Region 2 Bahrain Abu Formula- 1 Ferrari Region 3 WMBD UPBG Emirates UAE EM&RBGKSA

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ORGANIZATIONAL STRUCTURE FOR EMD:


PRESIDENT

EVP & COO, EMD

Regional Director

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Support Functions

Project Director

THE PLANNINGConstruction TEAM: Proj. Mgmt.


Logistics QS

Test & Comm. Stores

HSE

Planning

QA/QC

The planning team is the one that establishes a detailed plan of the project. It specifies the start and finish stage. In the beginning, representatives of different companies which are part of the project will sit together and prepare a baseline of the project. It is based on this baseline that the planning process is carried out. While planning it is taken into account what all special things
Functions are needed and based on this supporting document, the detailed plan is prepared. This team also Support

ensures that the work is proceeding as per plan.


Finance IT HR Estimation CPC

The detailed plan is then given to the client for his approval where the clients consultant checks the plan. When the construction work begins reports are given to the client on a weekly basis. The planning team also has to involve while settling the accounts at the end of the project.

Finance

Whenever the activities are not going as per the plan created and the project is being delayed, then some of the measures taken by the planning team mainly are increasing the labor, giving target based incentives and doing catch-up programs.

The reports are categorized into three:

Daily report Weekly report


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Monthly report

Daily reports mainly include material quantity, manpower and construction report. Weekly reports mainly include narrative, critical submittals, area of concern, progress report and program presentation. Monthly reports include contract outline which states when the contract will stop and the value of the contract, progress narrative, executive summary, graphs based on S-curve, monthly manpower, monthly machines used, photographs, area of concern and safety, QA/QC and QS logs.

It has three sections namely engineering, procurement and construction. The engineering works mainly deals with drawing, submittal and approval of designs. The procurement process mainly deals with the submittal of materials based on requisites, approval, order and delivery of materials. Construction is the link between the above two sections, once the design and the required materials are ready then the construction process begins.

THE DESIGN TEAM:

A Design Team is there in each department like Electrical, HVAC and Plumbing. Hence a design is prepared in each department. The main softwares that are required by the design team are Auto CAD drafting and excel. The main function of this team is detailing on the concept drawing which is done by gathering information from the client. This detailed design is handed over to the construction team as its input. It also submits materials in compliance to the specifications given by the client. It works out the quantity of materials required. After the
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quantification of the materials is prepared it gets involved in the procurement activities by raising Procurement

Request (PR). They get involved with the Quantity Survey (QS) team when variations are given by the customer.

THE PROJECT MANAGEMENT TEAM:

The Project Management Team has to work in parallel with the Construction team. There are different hierarchies in a project management team. The least ones are the workers who are supervised by a foreman who attains this position by his work experience in a particular field. The foremen are supervised by a supervisor who is mainly an ITI or Diploma holder or has reached this position due to his vast experience. Next to the supervisor, come the design engineers who are having a good engineering background. The design engineers are persons who are engineering graduates. They are managed by senior engineers who are group leaders. The senior engineers in turn are managed by the Assistant Managers who have 10-15 years of experience. Above them comes the Project Manager who handles a particular department. Finally the Senior Project Manager handles many project managers or in other words the project as a whole.

The project is executed based on the Project Quality Plan (PQP) which specifies the roles of individuals and the processes involved. The term PQP is now modified as Project Quality Assurance Plan (PQAP) which also assures quality to the customer.

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In Voltas the Project Management Team is divided into three sections namely:

Electrical Heat Ventilation and Air Conditioning (HVAC) Plumbing, fire fighting or utility services.

The basic functions of each of these sections are as follows:

A conceptual team is created. The technicalities are submitted Design, Engineering and Procurement is done. Statutory body approval is sought. Periodical invoice is created. Testing and Commissioning is carried out. The project is handed over with close over formalities.

In most of the cases the project that Voltas gets is sub contractual in nature. Here the client appoints a consultant and both of them in turn will select the best contractor available for the project in hand by selecting the best tender. The main contractor on part of its outsourcing of certain activities will give the MEP related works to Voltas EMD. Then all the above mentioned functions take place and it is supported by Central Procurement Center (for all the procurement related activities), the HR department and the CQH (which decides upon the quality).
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Some of the statutory bodies include Abu Dhabi Civil Defense (ADCD) for fire fighting, Abu Dhabi Distribution Company (ADDC) for water supply and electricity, Abu Dhabi Soil and Sewerage Company (ADSSC) for drainage, etc...

Testing is done after the completion of each method statement. Commissioning is done at the final stage where integration of all the systems made is done.

During the close over stage, the certificates should be attained from the various statutory bodies and then only the project is handed over to the client.

THE CONSTRUCTION TEAM:

Just as is the case with the Project Management Team, the Construction Team is also divided into 3 namely:

Electrical Heat Ventilation and Air Conditioning (HVAC) Plumbing, fire fighting or utility services

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The work of the Construction Team starts once the contract is awarded and signed. The drawings prepared by the project manager of the client are studied here. Then the material quantity that is

needed is estimated based on various parameters. After this the design team makes a detailed drawing of the project which is also studied by the construction team. Then the processes like marking, excavations, concreting, fitting pipes, chipping brick walls, concealed first fix items, plastering, final fix items (like switches), painting, etc

The Central Procurement Cell deals with all the purchases of the stock needed at the proper time meeting the customer specifications.

During the construction process, the Quality Assurance/Quality Control team plays a big role by testing the method statement and testing its quality in accordance to the Project Quality Manual.

THE QA/QC TEAM:

Quality Assurance (QA): QA is a part of the quality management focused on providing confidence that quality requirements are fulfilled.

Quality Control (QC):


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QC is a part of quality management focused on fulfilling quality requirement.

The main two functions of the QA/QC department are:

Material Inspection Procedure Here upon the material delivery to site, store keeper will check the delivery note, quantity, visual damages and where to store the materials. After this the delivery note is forwarded to the QA/QC for inspection by the store keeper. Upon material storage, the QA/QC will check the internal aspects of the materials like the physical dimensions, coating thickness, material logo, test certificates, country of origin of the delivered materials as per approved MAR. Upon satisfaction of the materials delivered, Inspection Request (IR) will be raised to the client/consultant for inspection, review and approval. Upon IR approval, materials will be issued to the site for installation. Upon rejection, materials will segregated and stored separately from approved ones and will be forwarded to the manufacturer or supplier for clarification or replacement.

Work Inspection Procedure After an area is ready for installation, site engineer checks his work as per approved drawings/method statements and raises Work Inspection Request (WIR) and forwards to the QC engineer for the internal inspection. QC engineer inspects the installation internally with approved drawings and method statements. If installation is found to be satisfactory, QC engineer forwards the WIR for client/consultant inspection. If found to be unsatisfactory, comments are notified to site engineer for compliance. The consultant inspection and WIR records are maintained.
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THE QUANTITY SURVEY TEAM:

The QS department creates a chart based on the plan created and then builds weekly progress reports. One of the frequently done works of this department is to prepare variation claims where additional claims are given by the client which is other than the scope of work. In such situations, the QS department calculates the additional time needed and the extra amount of money needed to perform those tasks, if these variations can be implemented. Hence for each variation, a variation report is prepared which has the following sections:

Variation order Quotations/rates Bill of quantities Benchmark scope Containments accessories cost break down Schematic drawings

Another function of the QS team is subcontract building certification where materials are given to the subcontractors and they give a bill based on the work done by them and this bill is forwarded to the construction team for its approval.

Hence the QS department has to get into negotiations with both the client as well as the subcontractor to increase the companys profits. It maintains the cash flow of the cash coming
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into the site using graphs. It also deals with the billing in the site and forwards it to the finance department in the site.

THE HEALTH, SAFETY AND ENVIRONMENT TEAM:

The HSE department works based on the rules of the United Arab Emirates (both Federal and Municipal) and as per client requirements. The hierarchy of the HSE department is the Safety Manager at the top most position followed by the Safety Officer, Safety Inspector and the Safety Assistants. The main function of the HSE department is the induction process where it makes the new comer familiarize the site surroundings and creates an awareness of the site. There are first aiders who deal with small injuries that happen in the site. There is also an agreement with an outside medical centre which deals with major injuries or health issues of the workers.

A fire warden is also assigned who leads a group of people in a designated area in case of any emergency. A daily safety report is given to the safety officers. Similarly a weekly log is prepared. Another activity conducted is the toolbox talk which is done weekly to educate the workers on how to handle the tools without causing any harm. There are various action plans like summer action plan where more rest time is given and working under the sun is prohibited. Monthly safety meeting is done with the top management and a weekly safety co-ordination is done with the construction team.

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The HSE department follows a color coding system where portable equipments are given a color tag and only those equipments having a particular color should be used in the site. These instructions are changed in a periodic manner. First Aid boxes are located at different places with the contact number of the first aiders responsible for each box pasted on it. Chemicals are stored separately and required equipments needed to handle them are also given.

The HSE department also does accident investigation where it finds out the root cause of the accident and put up control measures for the accidents not to happen again. The department also studies the method statement and a risk assessment is made so that required measures are taken. The Safety Manager does a weekly walk around on the site. Some workers like welders are required are required to have a third party certificate.

A Project Safety Plan (PSP) which is approved by the main contractor is to be reviewed by the HSE team and must act according to this plan. Safety violation is carried out where even after giving two violations, if another violation is made, he is removed from the site. Emergency drills are carried out twice or thrice in a year. Food is stored in a well air conditioned room to avoid its spoiling.

Finally the HSE team has to conduct meetings with the client and consultant in a periodic basis which has to be documented as well.

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THE LOGISTICS TEAM:

The logistics team helps to lower down the capital of the project thus enabling the company to earn more profit. This is done by performing the following functions:

Planning for material arrivals based on order given. Planning of project progress. Calculating storage required. Forecasting the machines required. Equipments needed to handle the materials. Generates the expense. Foreseeing manpower.

Based on all these a logistic plan is prepared. Today logistics is accepted as a core department. Without the logistics department then:

Arrival of materials is not managed in a planned manner. Storage area required is difficult to estimate. Other workers will have to do the functions of logistics department thus loosing work hours. Time frame for the material to be kept in parking is difficult to estimate.

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THE TESTING AND COMMISSION TEAM:

This team is the tail end for the completion of any project. Some of the functions it performs are:

It checks whether each of the systems are operating and finally integrates it as a whole

system.
The commission team prepares a checklist which helps improve the quality of the

system.

The team also checks if the system is set as per the design, if it gives the required performance and if it works sequentially (mostly in the case of fire fighting systems).

THE STORES:

Some of the functions of the store keeper are as follows:

When materials arrive in the site, a delivery note is handed over to the store keeper by the supplier. The delivery note is given as input to the SAP system where the materials are added to their previous numbers. When there is a requisition of materials from the site, the site engineer must sign a requisition note which specifies the amount of materials required from the store. Upon receiving the requisition note, the store keeper reduces the amount of materials specified

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in it from the store using the SAP system and then hands over the required materials to the site engineer. The delivery note and the requisition note are forwarded to the Project Director.

THE CENTRAL PROCUREMENT DEPARTMENT:


Procurement is the acquisition of goods or commodities by a company, organization, institution, or a person. This simply means the purchase of goods from suppliers at the lowest possible cost. The best way to do this is to let the suppliers compete with each other so that the expenses of the buyer are kept at a minimum.

Procurement usually involves a bidding process in which the bidders or sellers quote their prices and the buyer accepts the lowest possible bid. This is the most efficient and cost effective method of procuring goods or services if the quality of the goods meets the buyers' requirement.

The process of procurement usually begins when the procurer starts to search the market for bidders. After identifying the suppliers, a request for bids, proposals, quotes, and information can be made. However, direct contact with bidders can also be made instead of advertising the above requests.

After selecting the suitable bidders, a quality check is essential in order to confirm the suitability of the goods in question. The next step would be negotiation of the terms, conditions, quality,
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and delivery schedules. Logistics and payment are the next two important processes that determine the safe delivery and the payoff of goods.

If this whole process is carried out on the Internet, then it can be called "e-procurement." The huge market that is accessible on the Internet provides numerous and unprecedented opportunities for sellers and buyers alike. This makes it a very popular tool for researching and consulting for the procurement of goods or services.

The purpose of the Central Procurement Department is to procure and ensure timely delivery of materials based on the material procurement log. The scope of this department is the procurement of all materials including capital items as per project requirements. Some of the inputs given to the department are: Cost heads from project team. Recommendations for CP, project team consultant or client. Drawings or Specifications. Quality standards. Past vendor performance. Material delivery schedule based on project plan. Delivery schedules. Inventory status.

The main processes involved are: Identify the vendors by selecting available ones from the database or developing new ones.
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Get quotations based on the tender or site quantity and make a comparative statement is also made. Study the price break up and negotiate with the suppliers and obtain prices approval based on the budgeted price and a Letter Of Intent (LOI) is placed. Obtain approval of submittals and samples. Obtain approval from the clients through the site team. Once approval is obtained from the client, the order is placed on the final quantity or the latest quantity obtained from site. Request for order amendment / amendments if required. Along with the order or after the delivery period is fixed according to the project plan, the delivery schedule is released to the suppliers. The inspection is received from the supplier once the material is ready in the factory to witness the routine test for approval before the dispatch. Material is dispatched by the vendor with an official note or invoice.

Once the material is received at the site, it is inspected, accepted and stored. Rejected materials (if any) are sent to the supplier for replacement or rectification. The materials are issued to the site based on the site requisition for installation. The process is reviewed biannually.
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Hence some of the advantages of the Central Procurement Department include:


Materials required for installation are procured. Timely delivery of the material to the site is ensured.

Brings in more revenue to the organization.

THE ESTIMATION DEPARTMENT:

Estimations can mainly be for three purposes namely for the base, civil and technical. The kind of estimation done here in Voltas MEP division is technical in nature. The contract can be signed in two ways

i. The client directly assigning the project to the company or ii. The client appointing a project manager who in turn appoints a consultant and finally assigning the project to the company.

Before the preparation of the tender a prequalification is made where the client checks if the company is qualified to do the project or not. If the client finds that the company is qualified enough, then it gives a tender to the company. Upon receiving the tender document, it is first

subject to the stage of enquiry inside the company which is done by the Estimation Department. The enquiry mainly contains the briefing of the project, documents to be collected and submitted after the tender is prepared. The Estimation Department studies the enquiry by preparing the salient features of the project along with the risk analysis. Salient features describes about the
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project while the risk analysis checks if the client is financially sound and various other factors that may cause risk for the companys existence. Based on this study of the enquiry, the company decides whether to quote for the project or not.

If the company decides on taking up the project, then it appoints a spoke who acts as a coordinator between the client and the Global Engineering Cell (GEC) and two other estimators under him who are responsible for the project. He prepares an enquiry control sheet which specifies on how to do the tender based on international standards like ISO.

The enquiry control sheet contains the following sections like:

Quantity takeoff. Enquiry to suppliers. Comparison. Putting margin.

In quantity takeoff, the quantity of materials needed is estimated. If there are any clarifications, it sent to the client. Upon preparing the quantity takeoff, enquiry is given to many suppliers who may have clarifications which are met either by the spoke or is forwarded to the client. Then the

best supplier is selected. The companys margin needed is also specified. If there are any updating of the document done by the client, it is documented as addendum.

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Finally the tender is submitted to the client, which consists of the following sections:

Covering letter. List of drawings. Addendum. Terms and conditions. Interface with main contractor (i.e. facilities to be provided by the main contractor). Technical comments and exclusion. Price summary. Break up of price. List of makes.

A review of the plan is done every 10 days from project quote to submission.

THE BUSINESS EXCELLENCE DEPARTMENT:

Some of the basic functions performed here are:


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The Business Excellence department strives to improve the quality of the project on the basis of certain standards like Tata Business Excellence and Total Quality Assurance. It also accesses the whole company and strives to improve its efficiency. It also takes into consideration the customer feedback which is based on the Customer Satisfaction Survey (CSS) and decides on the necessary actions to be taken. The Department plays a minor role in setting strategies and its application. Yet another function is to monitor the action plan which is prepared. Based on the Ohsas safety criteria, a PMPI process is prepared which acts as a quality management service within the within the company. The PMPI is written also in lines with the Tata Business Excellence Model (TBEM).

Human Resource Department:

HR Vision:
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To be a transparent, flexible, open and vibrant organization which is able to attract, reward and retain competent, high performing professionals in a learning environment in a cost effective manner.

The Human Resource Department is mainly divided into four, namely:

1. Talent Acquisition. 2. Talent Engagement. 3. Talent Development. 4. HR Operations.

TALENT ACQUISITION:

The main function of the Talent Acquisition Team is to recruit people. The recruitment can be for staff or for workers. The need for recruit is found out by means of manpower planning. The manpower plan is done on a roll on basis because the requirement of the client changes from time to time and hence the manpower need will also vary according.

While doing the roll on plan, if a gap or requirement is found it has to be filled. This is done by the following:

i. Internal Placements:

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Here if there is a requirement, the currently working staff or employees who excel in their respective fields are promoted to the required position based on their area of excellence. ii. Employee Referral: Here if a requirement arises, the employees of the organization itself recommend someone who is suitable for the job. This is one of the best strategies as it helps to bring in the best candidates as it affects the reputation of the employee recommending the candidate. iii. External Recruitment: This is the last resort for recruitment.

After receiving the application from the applicants, the best one is selected based on the job description.

TALENT ENGAGEMENT:

Here a survey is conducted every two years by the Gallop Institute based on which the engagement of every employee is found out.

Another function of the talent Engagement team is to handle grievances arising from the employees. Grievances are handled by:

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Conducting meeting at the camp as well as the site with a Sr. HR representative every month. The grievances raised are taken into consideration. If there is any violation of the Tata Code of Conduct, a box is kept at every office or site where the employee can put his grievances. The box is opened periodically by the Locational Ethical Counselor and the necessary actions are taken.

Just as is the case with all other companies coming under the Tata Group, Voltas too has to follow the Tata Code of Conduct. The code has 25 sections where the first 16 enjoin correct governance on Tata companies and the rest give out personal conduct expected of every Tata employee. The different sections are national interest, financial reports and records, competition, equal opportunities employer, gifts and donations, government agencies, political non-alignment, health safety and environment, quality of products and services, corporate citizenship, co-operation of Tata companies, public representation of company and group, third party representation, use of the Tata brand, group policies, share holders, ethical conduct, regulatory compliance, concurrent employment, conflict of interest, securities transactions and confidential information, protecting company assets, citizenship, integrity of data furnished and finally reporting concerns.

Whistle blowing is encouraged where each employee is given an email id and they can raise their grievances to the people concerned and the identity of the person raising the grievance is kept confidential. Open forums are conducted where the grievances raised should be sorted out within 48 hours. Whenever any member of the Core Management Group (CMG) visits the country, it is mandatory for him to visit the camp. Hence when he visits the camps, the employees can raise their grievances as well.
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TALENT DEVELOPMENT:

Some of the HR approaches to foster high performance are co-operation, effective skill sharing, effective communication, individual goal setting and empowerment, innovation, process to capitalize on diverse ideas, culture and thinking and effective two way communication between managers and workmen.

For attaining high performance from the employees the following trainings are given:

1. Training in enhancement of project management capabilities through project management program registered organization across the division. 2. LEED training for enhancing green building technology skills of engineers and managers. 3. Technicians training program.

4. Draughtsman or fresh engineers training including lecture series to help young managers to overcome communication skills.

5. Employees attend many exhibitions; go through product brochures and collateral readings to update themselves.

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6. Performance improvement by training on ISO and on the job timings.

The different approaches to foster high performance taken by the HR department are as follows:

1. CO-OPERATION: Activities: i. Service Level Agreement (SLA) with support service departments. ii. CFTs e.g. Safety Committee, Fun Committee, iii. Rewards linked to common goals.

Initiatives:

i. Mutually agreed SLAs. ii. Encouragement for working in CFTs. iii. PLA and salary revision based on Division performance.

Results/Impact:

i. Adherence to SLAs.
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ii. Improved performance of the Division.

1. SKILL SHARING: Activities: i. Trade test and on job training for new recruits. ii. CPC information sharing between MENA I and MENA II iii. Transfers across divisions/locations/functions. iv. Employees on special assignments.

Initiatives:

i. Technical training for workmen. ii. Employees being assigned to new locations on mission visa..

Results/Impact:

i. Skill improvement. ii. Number of job rotations improved. 1. COMMUNICATION: Activities:

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i. Communication on joining of new employees. ii. Sharing of best practices. iii. Business review meetings. iv. Core Management Group (CMG) review meeting. v. Companys newsletter V shall, WE. vi. HR Samwaad.

Initiatives:

i. MDs bi-annual address. ii. Communication meets at locations by visiting CMG members. iii. Employee contact programs. iv. First impression feedback. v. Lateral mentoring.

Results/Impact:

i. Number of employees contacted through contact programs or first impressions tracked through SLA.

1. INDIVIDUAL GOAL SETTING AND EMPOWERMENT: Activities:

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i. Goal setting, performance appraisals, performance linked awards. ii. Rewards and recognition programs including cash awards. iii. Fast trackers, internal promotions. iv. Assistance to Q-12 managers.

Initiatives:

i. Action arising out of Relationship Management Program (RMP) workshops. ii. Q-12 action plans. iii. Career planning discussions based on MCPA/LPA reports. iv. Cross functional rotation of high performers.

Results/Impact:

i. Attrition rates. ii. Number of staff job rotations.

1. INNOVATION: Activities:
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i. Training in value engineering. ii. Tata innoverse

Initiatives:

i. Encouraging value engineered solutions.

Results/Impact:

i. Cost saving on account of value engineering. 1. CAPITALIZE ON DIVERSE IDEAS, CULTURE AND THINKING: Activities: i. Cross functional teams having members from diverse backgrounds. ii. Brain storming sessions in diverse teams. iii. Feedback from workforce across functions and locations.

iv. Cross location rotation of managerial cadre to incubate new ideas in different regions. v. Multinational workforce.

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Initiatives:

i. CFTs and conferences. ii. Job rotations. iii. Recruitments from all over the globe.

Results/Impact:

i. Number of recruits with specific skill sets from specific countries. 1. EFFECTIVE TWO WAY COMMUNICATION: Activities: i. Information through site meetings. ii. Get together at project sites. iii. Iftar parties iv. Open forums addressing concerns or requests of employees.

Initiatives:

i. Site and camp visits. ii. Open forums.


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iii. Clean room awards, safety awards, best employee awards.

Results/Impact:

i. Number of site/camp visits/open forums. ii. Number of employees receiving rewards and recognition.

HUMAN RESOURCE OPERATIONS:

This team takes care of every employee activity from the time he joins the organization to the time he leaves. The department is responsible for tasks like performance appraisal, leave, etc

Some of the Human Resource challenges faced by Voltas, EMD are as follows;

Recruitment to mobilize large number of man power resources at a short notice. Inability to forecast and be proactive due to greater element of unpredictability on project award decisions. Restrictive policies on granting visas to maintain demographic balance by governments of the operating countries. Ability to retain and attract right talent.

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To overcome these challenges, the initiatives taken by the HR department in the last two years are as follows:

Improved bottom line by means of Global Engineering Centre (GEC), Central Procurement Cell (CPC), and E Procurement. Improved processes by means of PMPI and revised EMD, QMS as well as Tata Innoverse, Project Management Office (PMO) and contracts management. An enhanced HR set up was build in MENA I and MENA II and a work level study is conducted. IT roadmap is created with SAP implementation across functions.

Before the incorporation of these initiatives by the company the scenario in the organization was as follows:

Payroll month was from 21st of previous month to 20th of current month and salaries of staff credited to bank by 4th or 5th and workmen credited by 8th to 10th.

Data is not received for all employees deployed at a particular site and checks were not done to rectify the same. Less accuracy in data received from site as PF numbers were wrong, limited knowledge of the system and thus even the co-ordination of with site administrators were limited.

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Policy of sick leave was not implemented, i.e. every employee was paid full salary irrespective of number of sick leaves taken.

The current scenario of the organization is as follows:

Payroll month 1st to 30th and salaries credited to staff and workmen accounts by 5th of the

month. Each and every employee is monitored on a daily basis based on the master data tracker, leave tracker and movement tracker. If the data is missing the same is informed to the site administrator. Training has been given to all site administrators. Systems have been modified to meet the requirements of site as well as attendance data and there has been an increase in cooperation and support of site administrators. Sick leave policy is being followed and any employee availing more than 15 days of sick leave yearly is considered as half pay.

The hierarchy of the Human Resource Department is shown below:

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HR Head

THE FINANCE DEPARTMENT:

The finance department in Voltas has 3 sections:


Talent Acquisition, Talent Engageme nt, Talent Developme nt, HR Operations, Manager

1. The finance department in the Head Office. Manager 3. The finance department in every site.
2 Persons 2 Persons

Manager 2. The finance department in every Regional Office.Manager 2 Persons 3 Persons

The main function for the site finance department is to

Create purchase order (PO) in accordance to the SAP Purchase Requisition (PR) based

on which the CPC does purchase by calling quotes. In case of any special orders only PO is raised.
Summarize the bill provided by the QS department and then hand it over to the main

contractor.

The Regional Office finance department deals with the passing the bills in small quantity and payment to sub contractors. It also deals with the NTO (Non Trading Organization) related activities like payment of telephone bills, electricity bills, etc For the functioning of the Regional Offices, funds are provided from the Head Office. There are advisors for each Regional Office who acts as a link between the Head Office and the Regional Office. The salary
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is given once the payroll file is approved by the Regional Office and is uploaded in the SAP along with

leave settlement, advances, etc.... This payroll file is received in the Head Office and the amount is given to the employees.

The accounting system adopted in every finance department in Voltas is SAP. SAP was founded in June 1972 as Systemanalyse und Programmentwicklung (meaning System Analysis and Program Development) by five former IBM engineers in Mannheim, BadenWrttemberg (Dietmar Hopp, Klaus Tschira, Hans-Werner Hector, Hasso Plattner, and Claus Wellenreuther). Imperial Chemical Industries (ICI) was SAP's first ever customer in 1972.

The acronym was later changed to stand for Systeme, Anwendungen und Produkte in der Datenverarbeitung meaning Systems, Applications and Products in Data Processing. In 1976, "SAP GmbH" founded, and moved its headquarters the following year to Walldorf. SAP AG became the company's official name after the 2005 annual general meeting. AG is short for Aktiengesellschaft (meaning Corporation). The company's best known products are its SAP Enterprise Resource Planning (SAP ERP) and SAP Business Objects Software.

The source of funds is mainly by taking credit from banks during the initial stages where the bank gives around AED 100 million and during the later stages the receivables from the client is also put into the project. The client also gives 10% of the project cost as advance for mobilizing purposes during the initial stage.

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The payables are given within 2 months if they are duly signed by the authorized people. A Letter of Credit (L/C) is given to suppliers with the bank as the 3rd party and if the company doesnt give the amount to the supplier, the bank will give the money provided all the terms and conditions are fulfilled. The receivables too are received within two months from the date it was approved. The costing and pricing is done by the Estimation Department and only a minor role is played by the Finance Department in this process when they have any queries to be clarified regarding the financial aspects.

Yet another function of the Finance Department is to maintain the Cost and Profitability (C&P). C&P helps us to understand the financial status of a particular project by knowing the margin of the project. It is reviewed quarterly.

The Finance Department prepares the Management Information System (MIS) for the management. The site finance department is responsible for preparing the Bill Of Quantity (BOQ) after inspection by the Quantity Surveyor Team. It is also responsible for conducting negotiations with the bank for various purposes like credit, bill discounting facilities, etc

THE INFORMATION SYSTEMS DEPARTMENT:

IT resources are managed by Voltas Corporate and every divisions IT set-up is aligned with Voltas Corporate IT systems. Voltas IT Dept. was certified ISO 9001:2000 in 2004 for the

Design, Development, Delivery, Implementation & Maintenance of its information, systems and processes.

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Since 2006, IT management has been outsourced to Tata Consultancy Services (TCS). TCS is responsible for Hardware, Network upkeep & Maintenance and Software Support, Maintenance and Enhancements of all IT systems. The Strategic part of IT in terms of IT Road Map i.e. aligning IT with Corporate & Business Strategy, overall Project Prioritization & Planning, and reviews, is managed by Regional Heads & CIO. An IT Steering Committee comprising of CMG members & Senior Managers ensures an over-sight of IT processes in the organization, both from Strategic & Operational perspectives. At overseas locations, IT systems are managed by respective regional IT depts. which are aligned to Corporate IT set-up. The Systems architecture currently comprises Project Management Systems for Projects, SAP for HR / Payroll, Lotus Notes e-mail for internal / external communication & work-flow applications, Aconex for Document Management System, Microsoft Office, Internet & Websites, Servers / Desktops / Laptops, / Leased Lines / ISDN lines / Switches, Security software etc.

Voltas has a dedicated Knowledge Management portal V-Gyan and, in 2006, EMD further developed its own KM portal under V-Gyan. All the divisions engineering knowledge documents are stored at the central server in Mumbai and can be accessed by any employee through internet.

The objectives of the KM portal are:

Develop region-wise library of Product Catalogues, Standards, Reference Books, Journals, Periodicals, Supplier Databases, Typical Shop & Schematic Drawings, Project Reports, Typical Method Statements, Project Quality Plans, Project Safety Plans, Operation and Maintenance Manuals, for employees access and knowledge sharing and,

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to leverage upon the available information and knowledge for successful project execution and an aid in individuals performance.

Capture information on projects being executed in a structured way to learn from experience and take precautions in future projects and also bring about improvements in existing processes. It also helps the marketing division to use the details of the systems which were used earlier in any of the past projects while tendering for new projects.

KM Portal of EMD plays an important role to capture the tacit knowledge of employees and to share it through a common platform to all employees.

The main functions of the IT department in the site are:

Support and installation of softwares like Auto CAD and other project management softwares like primavera. Deals with the SAP functions which is the main software in the store. The SAP is connected to the Mumbai server, using the Virtual Private Network (VPN), which enables the smooth functioning of the Central Procurement Centre (CPC). Maintains the server by backup and a copy of the backup is given to the Head Office. It also deals with the internal telecommunication in the site.

Yet another function is the maintenance of the internet. They block the access of internet to certain staffs for a certain period of time using firewall.
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Configure client PC and supporting users. Handles local purchase by giving tenders to finance.

Maintains the license register of the softwares that is being used.

THE ADMINISTRATION DEPARTMENT:

The major functions of the administration department are:

Visa processing, which includes, Employment visa processing. Post Visa receipt processing Visa stamping process Renewal of Visa and Labor Card process. Charges for new Work Permit and Employment Visa. Charges of Employment Visa with NOC. Charges of Mission Visa. Visit Visa process. Transit Visa charges. Medical Test for Visa processing Out Country cancellation.
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Visa and Labor card cancellation. Acquisition of camps Ticketing process. Hotel Booking process. Telephone bills. Procurement procedure for stationary. Attendance card process.

The process for attaining employment visa is as follows;

1. The HR department sends to the Administration Department documents like original certificates attested by the UAE Embassy in home country, colored copy of passport and photographs, salary details, NOC / Transfer document as applicable for Visa processing. 2. The original certificate is sent to Ministry of Foreign Affairs for attestation after which it is sent for legal translation by the Administration Department. 3. Visa application documents are submitted to the sponsors office with a letter attaching the documents for employment Visa. 4. Request for advance fee for processing the work permit is sent by the sponsor and payment is done immediately.

5. Application of work permit are typed by sponsor and submitted after the signature of the Voltas authorized signatory.

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6. Work permit approval is received. 7. Note for payment towards work permit received and cash paid from sponsors office and payment is made.

8. Work permit received from labor department. 9. Online Visa application is prepared by sponsors office and let the authorized signatory of Voltas sign and the same is submitted to Immigration Department. 10. Employment Visa is issued by Immigration Department with intimation to the sponsor. 11. Visa obtained by the sponsor and given to the company. 12. Visas received are given to Admin Supervisor, who sends the copies to HR Mumbai for forwarding it to candidate and organizing travel. The details of Visa with expiry dates are entered in records. 13. Travel confirmation is obtained from HR Mumbai/candidate, original Visa is deposited at the airport OK to Board done and Visa is deposited at the airport, airport pick up is organized by the Administration Department. 14. HR completes induction and other joining formalities on date of joining.

15. Accommodation is provided for 14 days to the new employee.

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16. Passport and Entry stamped on the Original employment visa is collected and retained with Administration for the rest of the process.

Yet another main function of the Administration Department is acquisition of camps. Camps are acquired based on whether there is any requirement for accommodation of either existing or newly arriving workmen.

The process includes:

1. Regional HR Head informs the Public Relations Manager (PRM) about the requirement containing details like number of people to be accommodated, facilities required in the camp and most importantly the location of the camp. 2. PRM contacts various labor camp agents or owners with the requirements specified. 3. Proposals are invited and locations are inspected by PRM and Administration Manager along with Camp Boss. 4. Negotiations are carried out by the PRM and Administration Manager. 5. Prices for short listed camps is negotiated and submitted to Regional Director by PRM for his final approval.

6. Contract made and signed by Regional Director or Authorized Signatory.


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The departmental vertical is shown below:

Dy. GM HR & Admin

Admin Manager Abu Dhabi office

Admin Manager Govt. Relations

Admin Officer Visa related issues

Admin Officer Ticket, hotel reservation &health care insurance Office Assistant Passport and Labor card custodian

Drivers & Office Boys

Camp Boss

Camp Security and Cleaners

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SWOT Analysis:

Strength:

1. The company has a good reputation in the UAE.

2. The company has been in the MEP works for over a decade. 3. Voltas has done MEP works in world famous infrastructures like Burj Khalifa, Dubai; Yas Islands, Abu Dhabi; etc 4. It has a centralized procurement system. 5. It has a good organization structure. 6. ISO certified company.

Weakness:

1. Grievance management is not up to the mark. 2. Largely dependent on the parent company. 3. Labor turnover is high.

Opportunities:

1. Infrastructure facilities prevailing in Abu Dhabi.


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2. Interest among students to pursue their career in engineering.

Threats:

1. Currency fluctuations. 2. Inflation. 3. International players like Al Habtoor.

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FINDINGS:

1. The rate of attrition is going up in the organization as a whole. 2. The departments are fully computerized. 3. In spite of the economic slowdown, the company has shown an impressive performance. 4. The company maintains a good customer relationship. 5. Poor canteen facilities are provided.

SUGGESTIONS:

1. Provide employee wages as per seniority. 2. Employee suggestions should be taken into consideration. 3. More motivation should be provided to the employees. 4. More financial assistance should be given to the Abu Dhabi office.

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CONCLUSION:

The study conducted in Voltas Limited, Abu Dhabi; which is one of the pioneers in the Mechanical, Electrical and Plumping in the United Arab Emirates and the market leaders in both Abu Dhabi and Dubai Emirates. The study helped me to learn many managerial aspects in a practical manner. I was also able to understand the functioning of each of the departments in the organization in detail. Voltas has attained its enviable current position by providing quality services and maintaining good customer relationships and most importantly due to the hard work of its employees.

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BIBLIOGRAPHY
Books
1. I.M.Pandey- Financial Management, Ninth Edition, Published by Vikas Publishing House Pvt Ltd.

2. Aswathappa K- Human resource development& Personnel Management Tata McGraw Hill publishing co. ltd., 1999.

Reports

Various reports kept in its departments

Websites

www.voltas.com

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APPENDIX:

ADCD: Abu Dhabi Civil Defense ADDC: Abu Dhabi Distribution Company ADSSC: Abu Dhabi Soil and Sewage Company AED: Arab Emirates Dirham BOQ: Bill Of Quantity BPO: Business Process Outsourcing C&P: Cost and Profitability CMG: Core Management Group CMR: Commercial Market Redevelopment COO: Chief Operating Officer CPC: Central Procurement Centre CSS: Customer Satisfaction Survey EM&RBG: Electro-Mechanical and Ref. Business Group EMD: Electrical and Mechanical Division EPBG: Engineering Product Business Group

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ERP: Enterprise Resource Planning

EVP: Executive Vice President GCC: Gulf Cooperation Council GEC: Global Engineering Centre HR: Human Resource HSE: Health Safety and Environment HVAC: Heat Ventilation and Air Conditioning ICI: Imperial Chemical Industries IIT: Indian Institute of Technology IOBG: International Operations Business Group IR: Inspection Request ISO: International Standards Organization IT: Information Technology KSA: Kingdom of Saudi Arabia L/C: Letter of Credit LOI: Letter Of Intent M&CE: Mining and Construction Equipment Division MBA: Master of Business Administration MENA: Middle East and North Africa
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MEP: Mechanical Electrical and Plumbing MHBD: Material Handling Business Division MIS: Management Information System NTO: Non Trading Organization PBT: Profit Before Tax PMO: Project Management Office PO: Purchase Order PQAP: Project Quality Assurance Plan PQP: Project Quality Plan PR: Procurement Request PRM: Public Relations Manager PSP: Project Safety Plan Q-12: Question 12 QA/QC: Quality Assurance/Quality Control QS: Quantity Survey RMP: Relationship Management Program SAARC: SAP: Systems Applications and Products in Data Processing

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SLA: Service Level Agreement TBEM: Tata Business Excellence Model TCS: Tata Consultancy Services TMD: Textile Machinery Division UAE: United Arab Emirates UPBG: Unitary Product Business Group VPN: Virtual Private Network WIR: Work Inspection Request WMBD: Water Management Business Division

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