Employee Welfare Measures

INTRODUCTION
It is rather difficult to say spontaneously what management means, though we have

studied a course in management. However, it is necessary to recall what management is
before studying Human Resource Management (HRM). Management is been defined
by Mary Parket Follett as, “The art of getting things done through people.” However, it
is felt that management is much more than what said in this definition. Management has
further defined as, “That field of human behavior in which managers plan, organize, staff,
direct and control human, physical and financial resources in an organized effort, in
order to achieve desired individual and group objectives with optimum efficiency and
effectiveness.” It is clear from this definition that management is concerned with the
accomplishment of objectives us utilizing physical and financial resources through the
efforts of human resource. Thus, human resources are a crucial sub-system in the
process of management.
According to Leon C. Megginson, the term human resource can be thought of as,
“The total Knowledge, skills, creative abilities, talent and aptitudes of an involved”.
The term human resource explained in the sense that it is a resource like any other natural
resource. It does mean that the management can get and use the skills, knowledge, ability
etc., through the development of skills, tapping and utilizing them repeatedly. Thus
Human Resource Development is a long-term perspective whereas personnel is a short-
term perspective. Human resources also regarded as human factor, human asset, human
capital and the like
Meaning of HRM
Different terms used to denote Human Resource Management they are: Labour
Management Labour Administration, Labour-Management Relations, Employee-
Employee Relations, Industrial Relations, Personnel Administration, Personnel
Management, and Human Capital Management, Human Asset Management and the like.
In simple sense, human resource management means employing people, developing
their resources, utilizing, maintaining and compensating their services in tune with the
job and organizational requirements.
Functions of HRM
The functions of HRM broadly classified into Two Categories:
Managerial Functions
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Operative Functions
Managerial Functions
Managerial functions of Personnel Management involve.
Planning
Organizing
Directing
Co-coordinating
Controlling
Operative Functions
The operative functions of Personnel Management are related to specific

activities of Personnel Management. It involves the following function.
Procurement
Development
Compensation
Integration
Maintenance
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1) Employment
It is the operative function of Human Resource Management (HRM). Employment is

concerned with securing and employing the people possessing required kind and level
of human resources necessary to achieve the organizational objectives. It covers the
functions.
Job Analysis
Human Resource Planning
Recruitment
Selection
Placement
Induction and Orientation
2) Human Resource Development
It is the process of improving, molding and changing the skills, Knowledge,

creative ability, aptitude, attitude, values, commitment and etc., based on present and
future job and organizational requirements. It includes.
Performance Appraisal
Training
Management Development
Career Planning and Development
Organization Development
3) Compensation
It is the process of providing adequate, equitable and fair remuneration to
the employees. It includes the following functions.
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Job Evaluation
Bonus
Wage and Salary Administration
Fringe Benefits
Incentives
Social Security Measures

EMPLOYEE WELFARE MEASURES
The project Employee Welfare measures is intended to access and to acquire
knowledge relating to the satisfaction level of employees regarding Labour welfare
measures.
Labour is an indispensable factor in Industrial production. After employees have
been hired, trained and remunerated, they need to be retained and maintained to serve
the organization better. Welfare facilities are designed to take care of the employees.
Nor are these facilities provided by employers alone. Governmental and non-
governmental agencies and trade unions too, contribute towards employee welfare.
Through such generous fringe benefits the employer makes life worth living for
employees. The welfare amenities are extended in addition to normal wages and other
economic rewards available to employees as per the legal provisions.
The significance of welfare measures was accepted as early as 1931, when the
Royal Commission on Labour stated: The benefits are of great importance to the
worker which he is unable to secure by himself. The schemes of Labour welfare may
be regarded as a wise
Labour investment because these would bring a profitable return in the form of
greater efficiency. Welfare work thus serves the following purposes:
Enables workers to have a richer and more satisfying life.
Raises the standard of living of the workers by indirectly reducing the

burden on their pocket.
Absorbs the shocks injected by industrialization and urbanization on workers.
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Promotes a sense of belonging among workers, preventing them from resorting
to unhealthy practices like absenteeism, Labour turnover, strike etc.
Prevents social evils like drinking, gambling, prostitution etc by improving the
material, social and cultural conditions of work. Congenial environment as a
result of welfare measures will act as a deterrent against such social evils
Employee satisfaction is one of the important factors that have drawn attention of
managers in the organization. Various studies have been conducted to find out the factors
which determine employee satisfaction and the way it influences productivity in the
organization. Labour welfare measures are one of the important factors among them.
Unless an employee is satisfied on his or her job there is always a possibility of his
or her disharmony and disorganization and this will affect the smooth functioning of
the organization. A work situation provides an opportunity for the satisfaction of
many needs of the workers. Not only the monetary gains but also work means much
more to her or him. It is on the work and through it that the individual finds opportunities
for the satisfaction of his or her social and personal ego needs.
Welfare facilities may also be categorized as:-
1) Intra-mural and
2) Extra-mural
1) Intra mural facilities
Intra-mural activities consist of facilities provided within the

factories and include medical facilities, compensation for accidents, provision of crèches
and canteens, supply of drinking water, washing and bathing facilities, provision of
safety measures, activities relating to improving conditions of employment and
the like.
2) Extra-mural facilities
Extra-mural facilities cover the services and facilities provided

outside the factory such as housing accommodation, indoor and outdoor recreational
facilities, amusement and sports, educational facilities for adults and children and the
like.
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Intra-mural Extra-mural
Drinking water Housing
Toilets Education facilities
Crèches Maternity benefits
Washing & bathing facilities Transportation
Rest shelters Sports facilities
Uniforms & protective clothing Leave travel
Recreation facilities Cultural Activities
Canteens Funeral Expenses
Subsidized food Family Planning
Medical aid Cycle stand
Facilities for storing & drying Meals carrier

clothing
Distribution of sweet
Facilities for sitting
packets on Birthday
Shelters & Restrooms and Arranging exercise Note
lunch rooms
Book
Water coolers
Function Halls
Furniture advances
( only senior staff)
Vocational training
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Cooperative stores
Fair price shops

NEED OF THE STUDY:
The large scale manufacturing industries operate at conditions of high Labour and
productivity. To sustain productivity, the organization should provide and utilize every
sensitive and fluctuating environment.
The objective of passing the factories act, 1948. Was to consolidate and was
enacted primarily to protect workers employed in factories against industries and
occupational hazards. It tries to secure for the workers employment conductive to their
health and welfare.
It is a part and particular for every management student especially HR people to
obtain a practical knowledge on concepts of employee provisions of 1948 Factories Act
which are health, Safety & Welfare etc.
It is necessary to learn the implication of welfare and health provisions and their
practical use in organization.
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OBJECTIVES OF THE STUDY:
To study statutory and non-statutory welfare facilities in the TULASI

SEEDS PVT. LTD., Guntur.
To evaluate welfare measures for the employees in practicality or
implementation.
To study and analyze intra and extra morels of the welfare measure of the
TULASI SEEDS PVT. LTD., Guntur by the management.
To analyze safety and health welfare facilities in the TULASI SEEDS PVT.
LTD., Guntur..
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SCOPE OF STUDY:
Welfare is very wode one and is more or less synonymous with conditions of work
as a whole. It may include not only the minimum standard of hygiene and safety laid
down in general labor legislation, but also such aspects of working and young workers,
limitation of hours of work, and paid vacations. In other cases, the definition is much
more limited, and welfare, in addition to general physical working conditions, is mainly
concerned with day-to-day problems of workers and the social relationships at the place
of work.
As the subject of welfare facilities is very broad one covering wide field of
amenities and activities, limits cannot be rigidly laid down regarding its scope for all
times. In the final analysis, workers welfare services should include all extra-mural and
inta-mural welfare work, statutory and non-statutory welfare facilities undertaken by
the employers, government, trade unions, voluntary organizations and also social security
measures which contribute to workers welfare such as Industrial health, Insurance ,
Provident fund, Gratuity, Maternity benefits, Workmen’s Compensation, Retirement
Benefits, and so on. In the light of above observations, we may define that the term
Employee Welfare is a dynamic concept and no rigid limit for the scope can be laid down
for all industries for all times.
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RESEARCH METHODOLOGY
Sources of the data collection:-
The data required for the study has been collected through the following sources..
The study has been made with the help of information got from two sources, they
are:
1. Primary sources or Primary Data
2. Secondary sources or Secondary Data

1) Primary Sources or Primary Data: - The Primary sources of my study includes
the information given top the various employees and medical practitioner of the
organization and also through discussion and orientation classes given by the
executive of various sections of organization.
2) Secondary sources or secondary Data:-The secondary sources of my study
include the data is collected through various records maintained by the personnel
department and manuals of the organization.
Sample Size:-
The study of welfare measures of TULASI SEEDS PVT. LTD., Guntur was done
during the 60 days and the sample size taken for the study included 50 employees . The
population for the study consists of the.
Employees.
Workers.
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LIMITATIONS OF THE STUDY:
o The employees may not give accurate and genuine information due to
some constraints
o Due to the time constraints it is difficult to study the performance of a
big size organization of TULASI SEEDS PVT. LTD., Guntur.
o Oral interview was conducted due to time constraint.
o The time period of project is 60 days.
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REVIEW OF LITERATURE
Management is concerned with attracting and keeping people, whose performance
meets at least minimum levels of acceptability and at keeping absenteeism and turnover
to tolerable levels. The provisions of benefits and services can be and are important in
maintaining the employees and keeping turnover and absenteeism low.
It is important to note the financial incentives are paid to specific employees whose
work is above standards. Employee benefits and services on the other hand, are
available to all the employees based on their membership on their organization. The
purpose of such benefits and services to retain people in the organization and to
stimulate them to greater efforts and higher performance. They foster loyalty and act
as a security based on the workers.
These are two types of benefits. They are:
1. Statutory Benefits.
2. Non-statutory benefits.
1) Statutory Benefits:-These benefits are generally social security, and include

gratuity and pension payments, the employee contribution to the employee’s
provident fund account and health schemes.
2) Non-statutory benefits:- Retirement benefits, medical benefits, compensation

for injuries and disablement, subsidized food and housing, education and cultural
facilities payment on life insurance premium, the maintenance of canteens cafeterias,
assistance to cooperative societies. These are some of the benefits account for
9.40% of the total wage bill in the plantation industry against 3.74% and 4.12%
in the mining and manufacturing industries respectively.
In the manufacturing industry, nearly two third of the benefits were in the
form of profits and bonus of payments for time not worked and of
contributions by employers to social security benefits in plantations and mining
industries, however this percentage was 57% and slightly more than 50%.
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Employee welfare has the following objectives:-
1. To provide better life and health to the workers.
2. To relive the workers from industrial fatigue and to improver an intellectual,

cultural and material conditions of the workers.
3. To make the workers happy and satisfied.
The basic features of Labour measurers are as follows:
1. Employee welfare includes various facilities, services and amenities provided to

workers for improving their health, efficiency, economic betterment and social
status.
2. Employee welfare measures are in addition to regular wages and other economic
benefits available to workers due to legal provisions and collective bargaining.
3. Welfare schemes are flexible and ever changing. New welfare measures are
added to the existing ones from time to time.
4. Welfare measures may be introduced by the employers, government, employees
or by any social or charitable agency.
5. The purpose of employee welfare is to bring about the development of the whole
personality of the workers to make a better workforce.
The very logic behind providing welfare schemes is to create efficient, healthy, loyal
and satisfied Labour force for the organization. The purpose of providing such facilities
is to make their standard of living the important benefits of welfare measures can be
summarized as follows:
They provide better physical and mental health to workers and thus promote a healthy
work environment.
Facilities like housing schemes, medical benefits, and education and recreation
facilities for workers families help in raising their standards of living. This makes
workers to pay more attention towards work and thus increases their productivity.
Employers get stable Labour force by providing welfare facilities. Workers take
active interest in their jobs and work with a feeling of involvement and participation.
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Employee welfare measures increase the productivity of organization and promote
healthy industrial relations thereby maintaining industrial peace.
The social evils prevalent among the Labour such as substance abuse, etc are reduced
to a greater extent by the welfare policies.
STATUTORY WELFARE SCHEMES:-

The first Factories Act in India was passed in 1881. it was designed primarily to
protect children and to provide for some health and safety measures. It was followed by
new factories act 1891, 1911, 1922 and 1934. The act of 1934 was passed to implement
the recommendations of the Royal commission on Labour in India and the conventions
of the international Labour organization. The experience of the working of this act
revealed a number of defects and weaknesses which hampered effective administration of
the act. Further, the provisions of this act regarding safety, health and welfare of workers
were also found to be inadequate and unsatisfactory.
Hence, a new Factories Act was passed in 1948 and came into force w.e.f. 1 st April
1948.
The objective of passing the factories Act, 1948 was to consolidate and amend the
law regulating Labour in factories. It was enacted primarily to protect workers
employed in factories against industrial and occupational hazards. It tries to secure for the
workers employment
Conditions conducive to their health and safety. The factories act, 1948 is a piece of
legislation covering all aspects regarding factories namely: approval, licensing and
registration of factories, the inspecting authorities, health, safety, welfare, working
hours employment of workers – adults and young children, annual leave and penalties,
etc.
HEALTH:-
The Factories Act, 1948. Under its chapter 3 contains various provisions regarding
measures to be adopted by the occupier of the factory to maintain proper environment
of work in factory, following measures are required to be adopted in regard to health.
1. Cleanliness (Sec. 11):- Section 11 of the factories act provides that: (1) Every
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factory shall be kept clean and free from effluvia from any drain, privy, of other nuisance,
and in particular:
I) Accumulations of dirt and refuse shall be removed daily by sweeping or by any other
effective method from the floors and benches of workrooms and from the floors and
benches of workrooms and from staircases and passage and disposed of in a suitable
manner;
II) The floor of every work room shall be cleaned a least once in every week by
washing, using disinfectant where necessary, or by some other effective method;
III) Where a floor is liable to become wet in the course of any manufacturing process to
such extent as is capable of being drained, effective means of drainage shall be
provided and maintained;
A) Where they are painted otherwise than with washable water paint or varnished,
be repainted or varnished at least once in every period of five years;
B) Where they are painted with washable water paint, be re-painted with at least
one coat of such paint at least once in every period of three years and washed
at least once in every period of six months;
C) Where they are painted or varnished or where they have smooth impervious
surfaces be cleaned at least once in every period of fourteen months by such
method as may be prescribed;
D) In any other case, be kept white washed, or color washed, and the
whitewashing or color washing shall be carried out at least once in every
period of fourteen months;
E) All doors and window frames and other wooden or metallic frame work and
shutters shall be kept painted or varnished and the painting or varnishing shall
be carried out at least once in every period of five years;
F) The dates on which the processes required by clause (d) are carried out shall
be entered in the prescribed register.
2. Disposal of wastes & Effluents (Sec.12):-
I) Treatment of wastes & Effluents: - Effective arrangements shall be made in every

factory for the treatment of wastes and effluents due to the manufacturing process
carried on therein so as to render them innocuous, and for their disposal
II) Rule by the State Government Prescribing Arrangements: - The State
Government has the power to make rules in this regard or it may require that such
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arrangements shall be a prescribed authority.
3. Ventilation and Temperature (Sec. 13):-In factories generally the
environment remains full of dust and fume and there runs excessive temperature which
affects the health of the workers engaged therein. In order to deal with this tiresome
problem the factories act, 1948 under its section 13 provides that:
I) Effective and suitable provision shall be made in every factory for securing and
maintaining in every workroom:
a) Adequate ventilation by the circulation of fresh air, and
b) Such temperature as will secure to workers therein reasonable conditions of

comfort and prevent injury to health;
II) Walls and roofs shall be of such material and so designed that such temperature
shall not be exceeded but kept as low as practicable;
III) Where the nature of the work carried on in the factory involves, or is likely to
involve, the production of excessively high temperatures such adequate measures as are
practicable shall be taken to protect the workers there from, by separating the process,
which produces such temperature from the workroom, by insulating the hot parts or by
other effective means.
4. Dust and Fumes (Sec. 14):-
I) Measures for prevention of inhalation or Accumulation or Dust and Fumes:-
Where dust of fumes or impurity of such a nature as is likely to be injurious or
offensive to the workers is given off as a result of the manufacturing process being
carried on in a factory, effective measures shall be taken in the factory for prevention of
inhalation or accumulation of dust and fumes in workrooms, if for such a purpose any
exhaust appliance is necessary, it shall be applied as near as possible to the point of origin
of the dust, fumes or other impurity and such point shall be enclosed so far as possible.
II) Exhaust for internal Combustion Engine:- A stationary internal combustion

engine shall not be operated unless the exhaust is conducted into the open air. Other
internal combustion engines shall not be operated in any room unless effective
measures have been taken to prevent accumulation of fumes there from which are
injurious.
5. Artificial Humidification (Sec. 15(1)):-In respect of all factories in which

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the humidity of the air is artificially increased, the State Government has been empowered
under Section 15 of the Factories Act, 1948, to make rules:
I) prescribing standards of humidification;
II) Regulating the methods used for artificially increasing the humidity of the air:
III) Direction prescribed tests for determining the humidity of the air to be correctly
carried out and recorded;
IV) Prescribing methods to be adopted for securing adequate ventilation and cooling of
the air and the workrooms.
6. Overcrowding (Sec. 16):- Overcrowding in any workroom is injurious to the

health of the workers engaged therein in order to avoid overcrowding in the factory.
The Act lays down following rules under its Section 16 to be followed accordingly:
I) No room in any factory shall be overcrowded to an extent injurious to the health of
the workers employed therein.
II) Without prejudice to the generality of the above provision, there shall be in every
workroom of a factory in existence on the date of the commencement of this Act at least
(9.9 cubic meters) and of a factory built after the commencement of this At least 4.2 cubic
meters of space for every worker employed therein. And for the purposes of this provision
no account shall be taken of any space which is more than 4.2 cubic meters above that
level of the floor of the room.
III) If the Chief Inspector by order in writing so requires, there shall be posted in each
workroom of a factory a notice specifying the maximum number of workers who may,
in compliance with the provisions of section 16, be employed in the room.
IV) The Chief inspector may, by order in writing exempt, subject to such conditions, if
any, as he may think to impose, any workroom from the provisions of this section if he
is satisfied that compliance therewith in respect of the room is unnecessary in the
interest of the health of the workers employed therein.
7. Lighting (Sec. 17):- In order to avoid eye-strain of the workers the act requires
proper lighting arrangements. Section 17 of the act provides as follows:
I) In every part of a factory where workers are working or passing there shall be
provided and maintained sufficient and suitable lighting, natural or artificial or both.
II) In every factory all glazed windows and sky lights used for the lighting of the
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workroom shall be kept clean on both inner and outer surfaces and so far as compliance
with the provisions of any rules made under sub-section (3) of Section 13 will allow,
free from obstruction.
III) In every factory effective provision shall, so far as is practicable, be made for the
prevention of:
A) Glare, either directly from a source of light or by reflection from a smooth or
polished surface;
B) The formation of shadows to such an extent as to cause eye-strain or the risk of
accident to any worker.
8. Drinking Water (Sec. 18):-
I) Suitable Points for Wholesome Drinking Water:- In every factory, effective
arrangements shall be made to provide and maintain at suitable points conveniently
situated for all workers employed therein a sufficient supply of wholesome drinking
water.
II) Drinking Points to be legibly marked and to be away from urinal, Latrine,
etc:- All Points for supply of drinking water shall be legibly marked ‘Drinking Water’
in a language understood by a majority of the workers employed in the factory, such
points shall be situated beyond 6 meters of any washing place, urinal, latrine, spittoon,
open drain carrying sullage or effluent of any other source of contamination unless shorter
distance is approved in writing is approved in writing by the Chief Inspector.
III) Cooling of Drinking Water where more than 250 Workers employed:-In
every factory wherein more than 250 workers are ordinarily employed, provisions shall
be made for cooling water during hot weather by effective means and for distribution
thereof.
IV) Rules by the State Government:- The state government may make rules for
securing compliance with the provisions of Sec. 18 and for the examination by prescribed
authorities of the supply and distribution of drinking water in factories.
9. Latrine and Urinals (Sec. 19):- The Factories Act, 1948 under its Section 19
contains following provisions in regard to latrines and urinals:
I) in every factory:-
A) Sufficient Latrine and urinal accommodations of prescribed types shall be
provided conveniently situated and accessible to workers at the times while they are in
the factory;
B) Separate enclosed accommodation shall be provided for male and female
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workers:
C) Such accommodation shall be adequately lighted and ventilated, and no latrine
or urinals shall, unless specially exempted in writing by the chief inspector,
communicated with any workroom except through in intervening open space or ventilated
passage;
D) All such accommodation shall be maintained in a clean and sanitary condition
at all times;
E) Sweepers shall be employed whose primary duty it would be to keep clean
latrines, urinals and washing places.
II) In every factory wherein more than 250 workers are ordinarily employed:
A) All latrine and urinal accommodations shall be of prescribed sanitary types;
B) The floors and internal walls up to a height of ninety centimeters of the latrines
and urinals and the sanitary blocks shall be laid in glazed tiles or otherwise finished
provide a smooth polished impervious surface;
C) Without prejudice to the provisions of clauses (b) and (e) of sub-section (1), the
floors, portions of the walls and blocks so laid or finished and sanitary pans of latrines
and urinals shall be thoroughly washed and cleaned at least once in every seven days with
suitable detergents or disinfectants or with both.
10. Spittoons (Sec. 20):-
I) Sufficient Number of Spittoons:- In every factory, there shall be provided a sufficient
number of spittoons in convenient places and there shall be maintained in a clean and
hygienic condition.
II) Display of Notice of Provision of Spittoons:- No person shall spit within the
premises of a factory except in the spittoons provided for the purpose. A notice containing
the provision of spittoons in the factory shall be prominently displayed at suitable place
in the premises. The penalty for spitting anywhere except in the spittoons shall also be
prominently displayed.
III) Penalty:- Whoever spits in contravention of Sec. 20 shall be punishable with fine
not exceeding Rs. 5/-.,
IV) Prescription of Rules by the State Government:-The State Government may

make rules prescribing the type and the number of spittoons to be provided and their
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location in any factory, it may also provide for matter relating to their maintenance in a
clean and hygienic condition.
WELFARE ACTIVITIES UNDER FACTORIES ACT OF 1948:-
The working of the Factories Act of 1948 which was in operation prior to 1948 which
was in operation prior to 1948, was found unsatisfactory and as the provisions of the Act
were inadequate in the changed conditions of growing industrial activities in the country
in the post-independence period. The government of India enacted comprehensive factory
act in 1948.
The main object of the Act is to ensure adequate safety measures and to promote the
health and safety of the workers, employed in factories. The welfare activities provided
by the factories act of 1948. Are as follows:
1) Washing Facilities (Sec. 42 (1)):-

In every factory:
A) Adequate and suitable facilities for washing shall be provided and

maintained for the use of the workers there in;
B) Separate and adequate screened facilities shall be provided for the use
of male and female workers.
C) Such facilities shall be conveniently accessible shall be kept clean.
The State Government has been authorized to prescribe standards of adequate and
suitable facilities for washing in respect of any factory or class or description of
factories or in respect of any manufacturing process.
3. Facilities for storing and drying clothing (Sec. 43):-
The State Government has been empowered to make rules requiring the provisions therein
of suitable places for keeping clothing not worn during working hours and for the drying
of wet clothing in respect of any factor or class or description of factories.
4. Facilities for sitting (Sec. 44):-
In every factory suitable arrangements for sitting shall be provided and maintained for
all workers obliged to work in a standard position, in order that they may take
advantage of any opportunities for rest which occur in the course of their work.
4. First-Aid Appliance (Sec. 45):-

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Factories act contains the following measures in respect of first-aid appliances:
A) There shall in every factory be provided and maintained so as to readily accessible
during all working hours first-aid boxed or cupboards equipped with the Prescribed contents
and the number of such boxes or cupboards to be provided and maintained shall not be
less than one for every 150 workers.
B) Nothing except the prescribed contents shall be kept in a first-aid box or cupboard.
C) Each first-aid box or cupboard shall be kept in the charge of separate responsible
person, who holds a certificate in first-aid treatment recognized by the state government
and who shall always be readily available during the working hours of the factory,
D) In every factory wherein more than five hundred workers are ordinarily employed
there shall be provided and maintained and ambulance room of the prescribed size,
containing the prescribed equipment and in the charge of such medical and nursing staff
as may be prescribed and those facilities shall always more readily available during the
working hours or the factory.
It shows the first-aid boxed or other first-aid appliances are required not only to be
provided but maintained so as to be readily accessible during all working hours.
5. Canteens (Sec. 46):-
The factories Act, 1948 under its section 46 gives power to make rules requiring that in
any specified factory where in more than 250 workers are ordinarily, employed a
canteens shall be provided and maintained by the occupier for the use of workers.
Is has been provided that without prejudice to the foregoing power to make rules,
such rules may provide for:
1. The date by which such canteen shall be provided
2. The standards in respect of contraction, accommodation, furniture and other

equipment of the canteen.
3. The foodstuffs to be served therein and the charges which may be made
therefore.
4. The constitution of a managing committee for the canteen and representation
of the workers in management of the canteen.
5. The items of expenditure running of the canteen which are no to be taken
into account in fixing the cost of foodstuffs and which shall be borne by the
employer.
6. The delegation to the chief inspector, subject to such conditions as may be
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prescribed, of the power to make rules under clause.
6. Shelter, Rest Rooms and Lunch Rooms (Sec. 47):-
1. In every factory where in more than 150 workers are ordinarily employed,
adequate and suitable shelters or rest rooms and a suitable lunch room, with
provision for drinking water where workers can eat meals brought by them,
are required to be provided and maintained for the use of workers. However,
any canteen maintained in accordance with provisions of Section 46 shall be
regarded as part of the requirements.
2. The shelters or rest rooms or lunch-room to be provided are required to be
sufficiently lightly ventilated and required to be maintained in a cool and clean
condition.
3. The State Government has been authorized to prescribe the standards in
respect of construction, accommodation, furniture and other equipment of
shelters, rest rooms and lunch rooms so provided. However, the state
Government may by notification in the official Gazette, exempt any factory
or class or description of factories from the requirements of this section
regarding shelters, rest rooms and lunch rooms.
7. Crèches (Sec. 48):-

Section 48 of the Factories Act as amended in 1948. Contains following provisions
regarding crèches:
1. In every factory where in more than 30 women workers are ordinarily
employed suitable room or rooms are required to be provided and maintained
for the use of children under the age of six years of such women workers.
2. Such rooms shall provide adequate accommodation. These rooms shall be
adequately lighted and ventilated and shall be maintained in clean and
sanitary condition. These rooms are required to be under the charge of women
trained in the care of children and infants.
3. The state government has been authorized to make rules:
A) Prescribing the location and the standards in respect of construction,

accommodation, furniture and other equipment of rooms to be provided, under
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this section.
B) Requiring the provision in factories to which the section applies of additional
facilities for the care of children belonging to women workers including suitable
provision of facilities, for washing and changing their clothing.
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C) Requiring the provision in any factory of free milk or refreshment or both for
such children.
D) Requiring that facilities shall be given in any factory for the mothers of such
children to feed them at necessary intervals.
8. Welfare Officers (Sec. 49):-
In every factory where in five hundred or more workers are ordinarily employed is
under statutory duty to employ in factory such number of welfare officers as may be
prescribed. The state government may be prescribed the duties. Qualifications and
conditions of service of such officers.
In addition to the above mentioned welfare facilities, Factories Act also provided
some other welfare activities such as Health (Cleanliness, Ventilation and Temperature,
Lighting, Drinking water, etc.,) and safety measures (Fencing of machinery, Protection
to eyes, work on or near machinery in motion, etc.,).
The Factories Act 1948 contains various welfare provisions regarding measures to be
adopted by the occupier of the factory to maintain proper environment of work in factory.
Following welfare measures are required to be adopted in regard to health.
24
PROFILE OF THE COMPANY
TULASI SEEDS (PVT) LTD
Tulasi seeds private limited was incorporated on 15' may, 1992 under the
proprietorship of Sri Tulasi Ramachandra prabhu, an Engineering Graduate from IIT, Madras,
who hails from an agricultural family, the Chairman of the company. Due to his continuous
efforts and dynamic leadership for the last 17 years, Tulasi Seeds Pvt Ltd., has grown to be
one of the leading companies in the country. There are other organizations which arc under
the same management; TSPL is also one among them, which is known a Tulasi group. The
company was started with an initial investment of Rs.21akhs. In the initial stage, there was no
processing plant. In the year 1994 it has been set up a processing plant equipped with full
machinery. Thirty acres of land being cultivated under the ownership of the company. This
year the company equipped their own laboratory for R&D. The company is being run under
this efficient management in such a way that it is not only to pave its way but also able to earn
some Surplus to meet the needs of growth and expansion.
Coastal packing was the first industry started by them in the year 1977.Later
on Chaitanya Packaging Private Limited and transport agencies were started in 1988.
TSPL is marketing its own research hybrids as well as public bred hybrids
through its strong marketing network all over the country. This company has been accorded
ISO 9001 : 2008 certification for its quality, management. Sri Ramchandra Prabhu has also
received ‘National Award for Entrepreneurship’ from the president of India Dr. A.P.J. Abdul
Kalam.
Tulasi Ramachandra Prabhu

Chairman,Tulasi Seeds Pvt. Ltd.
Mr.Tulasi Ramachandra Prabhu after completing his B.Tech. He started a small scale
industry for manufacturing corrugated boxes in Guntur in the year 1977 under the Technocrats
Scheme of Govt of A.P
25
Since then he has never looked back and successfully established 16 small and
medium enterprises in Guntur itself with a sales turnovers to the tune of Rs.400 corers. This
Group of Industries is now popularly known as “Tulasi Group”. Tulasi Prabhu received 4
National awards between 2003 and 2011 trough the hands of “The Presidents of India” for
best Management practices, best quality products and Research and development in Seed
technologies. He also received many awards from the Chief Minsters of Andhra Pradesh and
FAPCCI, most noted of them is the award for “Corporate Social Responsibility” awarded by
hands of Sri. N. Kiran Kumar Reddy, C.M., Andhra Pradesh.
Mr.Prabhu received a scholarship from the Government for doing his B.Tech in IIT.
He believes that poor meritorious students need financial assistance from public as well. So
Mr.Prabhu started awarding scholarships to poor meritorious students in 1995-96. Since then,
nearly 20,000 poor meritorious students of all castes and religions have received scholarships
trough the trust “KRISHNADEVARAYA AID FOR POOR AND UNDERPRIVILEGED”.
Tulasi Yogish Chandra

Managing Director, Tulasi Seeds
Mr.Tulasi Yogish Chandra is the Managing Director of Tulasi Seeds the flagship
company of Tulasi Group. He is widely recognized for his leadership abilities which have
Tulasi Seeds the 4th largest Seed manufacturer in India. Mr.Yogish’s attention to detail and
innovative technical solutions helped steer the groups involvement into Media and software
solutions.
Tulasi Prabhu received 4 National awards between 2003 and 2011 trough the hands
of “The Presidents of India” for best Management practices, best quality products and
Research and development in Seed technologies.
26
Tulasi Krishna Chaitanya
Director, Tulasi Seeds Pvt. Ltd.
Krishna has over 14 years of experience in the field of information technology, out of
which he has spent about 10 years in USA. He has held various progressive roles in technical
teams and the management of such teams.In his last role in the US, he served as the Director
of Engineering in the Product development division of Motricity, headquartered in Bellevue,
USA. At Motricity, he managed and help grew the Product development team across 5 time
zones around the globe.
Now he is heading Impecsoft Solutions Pvt. Ltd., which is developing innovative

products and provides great software based solutions to its clients. He is also managing the
media company, Tulasi Broadcasting Network Pvt. Ltd., which is running “Tulasi News”, a
24/7 Telugu TV Channel.
Location of the company:

The processing plant and research farm are at Ameenabad. They are located in
Dokiparru in Medikonduru mandal of Guntur district in the state of Andhra pradesh. It is only
45km from Vijayawada which is industrially located.
The registered office named TULASI HOUSE is located at 4th lane of
Arundelpet, Guntur. It is nearer to the rail way station. The zonal office is situated at
Hyderabad. The Regional office is situated at AKOLA in the state of Maharastra.
Registered office:
M/STULASI SEEDS PRIVATE LIMITED
Tulasi housc: 6-4-6:
Arundalpet: 4/5,
27
Guntur-522002
Ph: 0863-2224957
Andhra Pradesh. India
Financial obligations:
1. No expenditure was incurred during the year in foreign currency.
2. The contingent liabilities at the end of the year were nil.
3. The amount due by company to is units as nil.
4. The company has paid the interest and commissions regularly to the respective parties.
Quality assurance:
Tulasi products are known for their excellent quality. The seed production,
processing, quality tests and packing of seeds are done as per stringent quality assurance
norms. Seed quality implies to genetically, physical, physiological and health components. At
most care is taken at the time of seed production, processing, storage and distribution by
continues quality testing. A well-equipped quality control laboratory is available where quality
tests like seed germination; physical purity, moisture, health etc are conducted. Genetic purity
tests (Grow out tests) are conducted at Tulasi research firm. A separate quality control squad
is available for through checking at seed production fields and processing plants. Proper
guidance is also given maintaining hygiene conditions at seed processing plants and seed
storage godowns.
Production:
The production profile of Tulasi Seeds Private Limited deals with the Whole
issue of processing of various kinds of seeds which includes the procedure, stockpile, etc., the
company processing of cotton seed$ takes the major Place among all seeds.
Production profile:
The different type of seeds which are being processed by the company are as follows:
Research BT cotton hybrid
1. TULASI – 4BT (SRI TULASI BT)
2. TULASI – 9Bt (BHASKAR BT)
3. TULASI – 117BT (NAMASKAR BT)
THE R&D DIVISION HAS ALSO DEVELOPED NEW BT COTTON HYBRIDS
1. TULASI – 5Bt
2. TULASI – 45 Bt
28
3. TULASI – 118 Bt
BG II VERSIONS WERE
4. TULASI – 4 BG II (SRI TULASI BG II)
5. TULASI - 9BG II (BHASKAR BG II)
6. TULASI – 45 BG II
7. TULASI – 118 BG II (TAAKATH BG II)
9. TULASI – 144 BG II (PRECHANDA BHASAKAR BG II)
10. TULASI - 162 BG II (SAINIK BG II)
11. TULASI – 252 BG II (VAHINI BG II)
12. TULASI – 333 BG II (H x B) (MAHA TULASI BG II) etc
These hybrids have shown the best performance in the Limited & Large Scale
field trails in North, Central & South zones
The following Bt & BG II cotton hybrids got commercial sale permission from
the GEAC, Govt. of India.
NOTH ZONE
SOUTH ZONE
11. TULASI – 333 BG II (H x B)
12. TULASI – 4 Bt
14. TULASI – 9 Bt
29
CENTRAL ZONE
24. TULASI – 4 Bt
TSPL ACCOUNTING POLITICS

Accounting convention:
In Tulasi Seeds Pvt. Ltd., the foundational statements are prepared on historical
cost conventions and in accordance with generally accepted accounting principles and the
provisions of the Companies Act, 1956.
Fixed Assets
In TSPL, fixed assets are slated at cost of acquiring less accumulated Depreciation.
Depreciation
In TSPL, Depreciation in accounts of straight line method at the rate and in the
number specified in Schedule XIV of the companies Act 1956.
Investment
Long term investments in TSPL are stated at cost and income thereon are
accounted for on accrual. Provision towards decline in the value of long term investments is
made only when such decline is other than temporary.
Inventories
Raw materials, work-in-progress and finished goods are valued net realizable
value whichever is lower. Stores and spares at cost.
Interest and Discount

Interest payable and receivable and discounts payable and receivable are taken into account
while Preliminary expenses are amortized over a period of ten years.
30
Research and Development Expenditure
Revenue expenditure is charged to profit & Loss Account and Capital
expenditure is added to the cost of fixed assets in the year in which it is incurred.
LIST OF SHARE HOLDERS OF A THE COMPANY as on 3rd March 2010
Sl. Name of the Share Holder No. of Shares Rate Per Total share % of
No held share value (Rs) Equity
(Rs.) share
1 Tulasi Rama Chandra Pabhu 56,40,000 10.00 5,64,00,000 62.67
2 Tulasi Aruna 1,20,000 10.00 12,00,000 1.33
3 Tulasi Yogish Chandra 19,40,000 10.00 1,94,00,000 21.56
4 Tulasi Krishna Chaitanya 13,00,000 10.00 1,30,00,000 14.44
Total Shares 90,00,000 9,00,00,00 100
Every country needs a robust seed system to guarantee the sustainability of its
agriculture and to ensure that the products of modern plant breeding and local farmer
ingenuity are widely available. National seed systems usually include several elements. A
commercial seed sector is necessary to ensure efficient seed provision. This paper discusses
how such commercial seed sectors emerge and develop. In addition, the public sector has an
important role to play.
In the past there has been considerable investment in public (often parastatal) seed
production facilities. This paper contends that such investment is increasingly difficult to
justify, and that seed production and marketing should be shifted to the private sector.
However, public roles in agricultural research, source seed provision and regulatory
frameworks are crucial for the development of a national seed system.
Historically, the importance of seed has been recognized since the Vedic times for
increasing food production and quality. However organized production and supply of quality
seed at the national level stated in 1963 as a consequence of the introduction of hybrid
technology during 1961-65.
Finally, seed system performance also depends on the skills and capacities of
farmers' own seed management. Although not the focus of this paper, it must be obvious that
the commercial seed sector can only grow in response to the demands of a skilled and
discriminating farming population.
Awards & Achievements
31
1. The company proprietor, Sri Tulasi RamaChandra Prabhu, had received “Best
Management” award in 1994 from the hands of former Chief Minister, Mr. Kotla
VijayaBhasker Reddy.
2. The company proprietor, Sri Tulasi RamaChandra Prabhu, had received “Patisramika
Vijetha” award in 2002 from the hands of Minister, Mr. Kotla Vidyaidhar. He had
achieved hatric in this award.
3. Tulasi Seeds Pvt. Ltd has got prestigious award for Best Entrepreneurship. Chairman,
Tulasi group of companies has received this award from the Honorable President of
India Dr. A.P.J. ABDUL KALAM in New Delhi on 28th October 2005.
4. Tulasi Seeds Pvt. Ltd has got prestigious FAPCCI (Federation of Andhra Pradesh
Chamber of Commerce & Industry) award for its Excellence in R & D. Chairman;
Tulasi group of companies has received this award from the Honorable Chief Minister
of Andhra Pradesh Dr. Y.S. Raja sekhara Reddy on 04th December 2008.
TULASI GROUPS:
1. Chaitanya packaging pvt ltd.,
2. Coastal packagings
3. Tulasi seeds pvt ltd.,
4. Diehard dies pvt ltd.,
5. Tulasi digital studios
6. Tulasi filling system
7. Tulasi technosoft pvt ltd.,
8. Impec Soft solutions pvt ltd.,
9. Tulasi cotton industries pvt ltd.,
10. Tulasi township pvt ltd.,
11. Tulasiram chits pvt ltd.,
12. Chandra transports
32
PROFILE OF THE INDUSTRY
Seed of pasture grasses, legumes and cereals have been produced in Tasmania since the
earliest colonial days. However, seed production in an organized sense can be considered to
have commenced in the late 1950s and 1960s, the latter being the most significant due to the
formation of the Ryegrass Marketing Board. This Board was created by a small number of
farmers with assistance from the then Department of Agriculture. The objective was to put in
place a management and marketing structure that would enhance the development of a
professional approach to the production and sale of perennial ryegrass seed produced in
Tasmania. The Department of Agriculture certified most of the perennial ryegrass crops.
During the last forty years the industry has continued to develop and in 2003
certified seed of 39 herbage grass and legume, specialist forage and cereal cultivars was
produced in Tasmania. Total production was 2,547 tonnes of certified seed. An estimated four
to five times this quantity of seed would also be produced in Tasmania under various seed
company quality assurance schemes and as certified crops that are certified by other
certification service providers. In a national context the Tasmanian seed industry is small; the
quantity of certified seed being approximately 10% of the total produced in Australia. In a
Tasmanian sense the industry is small, highly specialized and is of high value to the growers.
Seed production requires attention to detail and agronomic crop knowledge
well beyond that needed to grow the same plants for pasture or cereals and grain legumes for
grain. As a result, there are very few specialized seed growers. Most seed is produced in
association with other enterprises, such as grazing and mixed farming so specific employment
details are not readily available. Apart from on-farm labor, Tasmanian seed production
contributes to downstream employment in a number of ways:
1. Contract work to grow, protect and harvest the crop in some instances but most growers
have the necessary equipment to perform these operations
2. Machinery sales and maintenance
3. Harvesting contractors
4. Transport contractors
5. Seed cleaning and sales.
The Tasmanian seed industry experienced major expansions in the late 1970s
and early 1980s, and again in the 1990s, principally in the area of grass and clover seed
production, and during the past two years following the release of Bass and Targaoats.
33
Contract production of certified seed of proprietary herbage and cereal cultivars
that are covered by Plant Breeders Rights (PBR) has expanded significantly during the past
ten years. Tasmanian production of such cultivars is expected to continue to increase as new
cultivars are developed and released. The planned release of new herbage and cereal cultivars
from cultivar development programs undertaken by DPIW and the Tasmanian Institute of
Agricultural Research will assist expansion of the seed industry, eg in 2004 there are
approximately 300 ha of a new arrow leaf clover that was developed by DPIW/TIAR. This
area will be certified by DPIW.
Tasmania has developed a reputation for producing very high quality seed because of its
cool, temperate climate and longer cooler growing season.
Tasmania is becoming increasingly recognized as an ideal area for the production of
canola seed. Increased production of conventional canola seed is certain to take place during
the next five years. Proprietary breeders of genetically modified canola and other species see
Tasmania as an ideal place to produce seed of such cultivars, although there is currently a
moratorium on the commercial release of food related genetically modified organisms until
2008.
Industry structure
Production Sector:
The majority of farms on which herbage seed is produced are located in the
central north in the Cressy, Longford and Whitemore districts. Farmers in other areas are also
involved, for example in the Derwent Valley, Coal River Valley, Cranbrook and various areas
of the north-west and north-east. Seed production in these latter areas is expected to increase.
Cereal and grain legume seed is also produced in the above areas as well as in the central
Midlands.
In 2003 there were 86 farmers registered as having crops for the production of
Certified Seed (herbage, cereal, grain legumes and other, such as canola).
Processing Sector:
Seed processing primarily involves seed cleaning and packaging and
occasionally, if required, dressing the seed with fungicides and/or insecticides. Six privately
owned seed cleaning plants are located in Tasmania. These include one mobile cleaner, which
is used primarily for on-farm cleaning of cereals and grain legumes. DPIW owns a cleaning
plant that is located at the Cressy Research Station.
At present, cleaning plant capacity is adequate to handle the quantity of seed
produced locally. During 2002 two operators significantly increased the capacity of their
34
plants. A doubling of the quantity of seed produced could now be managed. In 2004/2005 a
presently existing operator is expanding cleaning capacity. Certified seed is normally bagged
off the cleaner and is sold in bags rather than in bulk. The bags are labelled and/or branded as
required by owners and in accordance with the Seed Industry Association of Australia Code
of Practice.
Markets
Until about 1990 most grass, clover, cereal and grain legume seed produced in
Tasmania was sold on the local market. Cultivars for which seed was produced up to that time
were public cultivars. The introduction of Plant Variety Rights (later Plant Breeders Rights)
saw a major change that being significant changes to the production of seed of proprietary
cultivars. By the end of the 1990s practically all of the seed produced in Tasmania was of
proprietary cultivars, the majority of which is exported from Tasmania to other Australian
states and international markets. A considerable quantity of seed is still imported into
Tasmania because the owners of many plants choose to have their seed production activities
in other Australian states or New Zealand. Seed of some plants is also imported from the USA
and Europe. The quantity of seed imported into Tasmania is likely to remain at similar levels
to the present quantities
Infrastructure:
In an Australian context there are two recognized peak industry bodies: the Seed
Industry Association of Australia representing mainly non-grower elements, as well as some
growers; and the Grains Council of Australia representing seed growers. In Tasmania there is
a local organization, Seed Growers of Tasmania, which addresses contractual and other
practical issues of concern to growers, and the Cereals and Seeds Section of the Tasmanian
Farmers and Graziers Association which concerns itself with government and policy issues.
There is some grower cross-representation with respect to these Tasmanian organizations.
THE SOLUTION
A partnership that will operate as follows:
35
Seed companies - will provide access to existing high quality varieties and
respective know-how without risking their intellectual property, which will be carefully safe-
guarded. In return, the companies will benefit from a positive reputation, gain entrance to the
African seed-market and help it grow. Eventually, they will gain access to new markets
created through Fair Planet's activity.
Fair Planet - will establish the operation platform by cooperating with local
administrative and operational parties and construct the Seed Evaluation Extension and
Development (SEED) training centers. Fair Planet will evaluate and select the best performing
varieties, operate the training and crop demonstrations, supply seeds to farmers with credit
for 2 production seasons, and assist in connecting the smallholder farmers with local
marketing corporations.
Existing Agricultural Projects - will provide links to the local farmers, assist in
establishing the operation framework, and identify potential untapped resources for increased
efficiency and reduced costs.
Local Farmers - will gain access to high-quality seeds which will enable them to grow
and sell significant yields with minimal changes in their production technologies. The
increased yield and additional income of these farmers will provide their families with greater
food security along with new economic and educational opportunities.
36
Local Governments - will support the project and connect it with relevant local
and international institutions.
Development foundations - will fund the SEED training centres. The funds will
also cover the cost of micro-credit for farmers for the first 2 production seasons, to allow
farmers access to the high quality seeds while paying only after selling their crop yields. The
donors will gain an effective and tremendous return on philanthropy by providing aid that
creates sustainable food security as well as real economic opportunities
Although the sentence our parents would say when we didn’t finish our food, "There
are millions of starving children in Africa," may sound like a cliché, it is still an unfortunate
truth that one in six people in the world suffers from hunger and the most severe hunger
centers are in Africa. This is what motivated Dr. Shoshan Haran to develop a model to solve
the plight, in the hope that, at least in this area, the truth would indeed go forth from Zion.
The same worn-out solutions are constantly being offered in the ongoing debate on
global hunger and poverty: "there is enough food for everyone, you just have to divide it
differently"; "if you want to help the poor give them fishing rods and not fish"; "no solution
37
can be reached without involvement and social responsibility". Indeed, no one is arguing
about these ideas, but none of them has yet been implemented effectively. Haran, 56 and
mother of three grown children, does not pretend to be able to solve the world’s hunger crisis
by herself, but she has conceived an assistance program incorporating the three solutions that
everyone is talking about. If her model succeeds, hundreds of thousands of poor farmers in
Africa will have what to eat and after the harvest will still have money left to invest in their
children’s future.
Sowing seeds of change

Haran, who holds a post doctorate in Bio Technology and has 11 years' experience
in senior positions with “Hazera Genetics" of the "Limagrain Group",” has used her
agricultural knowledge, practical experience and relationships with leading companies in the
field of seed cultivation for her “Fair Planet” project.
Haran explains that the poor quality of the seeds that farmers from underprivileged
areas use is one of the factors that keep them locked in a cycle of poverty. These seeds are
either "farm saved seeds" from crops produced in previous seasons or received from aid
organizations, which are unable to provide high quality seeds.. This leads to bad harvests,
which cannot satisfy anyone’s hunger, let alone help the farmer make a living. Haran believes
that with high-quality seeds and basic agricultural training, even farmers using the simplest
farming methods will be able to improve their yields up to five times more than they are
producing now. Families will have what to eat and still have enough vegetables to sell in the
market and earn money to buy high quality seeds for the next cycle.
"The seed industry amazes me," says Haran. "It is responsible for the world’s food
and the food we eat is based on plants, even for those who are not vegetarians. The seed
industry develops varieties that are suitable for a wide range of growing conditions. The
companies have enormous capabilities, but, I am still reading about world hunger. My
program connects the seed companies’ capabilities to the poor farmers in Africa. I am
speaking of small steps to solve a large problem. I will start to work on a small scale, to prove
the model’s validity. The crop potential is at least five times what is being harvested today,
and quality crop produce can be sold."
Seed companies and simple farmers:

38
According to Haran’s model, seed companies will provide a number of varieties of
vegetables (without genetic engineering), for experimental growing in training centers in
areas participating in the program. For two seasons, professional teams will monitor which
varieties are most suitable for the specific conditions in the area.
At the end of the experimental period the farmers will be able to buy the selected
varieties on credit and will only pay for them after the harvest.
The farmer’s fields will flourish, the farmers will have earned some money, and the
seed companies will have gained new customers. Haran defines her initiative as a bridge
between the seed companies’ capabilities and the needs of smallholder farmers in poor areas.
The project began last summer and the first task was to co-opt the seed companies,
which normally compete – but they agreed to cooperate for Fair Planet. Haran says, “The
person who agreed first was Rami Dar, the CEO of Hazera Genetics. He grasped the concept
quickly and within days had signed a Letter of Intent whereby the company would provide
free seeds for the trials. After this, other companies also agreed to cooperate, and I received
access to nearly 50 percent of the world's professional vegetable seed varieties.”
Change is a painful process
Haran said, “We planted the first seeds in early September and then prepared the
field and installed the irrigation equipment. Young Israelis, Fair Planet volunteers, joined
the local team to perform the variety observation using local growing methods."
The poor conditions in Ethiopia required the team to display a great deal of ingenuity.
A drama took place a day before the first planting when the excitement was at its peak. A
water tank was brought to the field and mounted on a ten-foot ramp built by local workers.
They filled the tank with 10 cubic meters of water intended for controlled discharge to irrigate
the plants. The weight of the water and the tank toppled the construction and the tank crashed
to the ground and fell apart. It seemed that it would be impossible to get started and that Fair
Planet was going to lose a whole year of sowing and harvesting. Haran was in Israel to
celebrate her daughter’s marriage when all this happened. She received the nerve-racking
news a day after the wedding. Later she heard that her volunteers had remained calm. They
saved the experiment by borrowing a small pump from a local farmer, and improvised an
irrigation system by pumping water into the field from a nearby river.
39
I asked Haran, a woman with an impressive career, what made her devote herself to
such a demanding project. "You know that there are pockets of hunger and then ask how you
can make the connection and create change in small steps," she replied. "I worked for a seed
company for many years. People are people are people. I met with a senior director of the
Limagrain Group before I left my job. I explained what I wanted to do. I asked if they would
help me. When he said yes, I decided to take a chance. I knew I had a base, I felt I could do
it, so I had to do it. The fact that it now seemed that I could do it, obligated me to do it. It was
that simple, I told myself, 'That's it, no choice.' Why Africa? Because that is where it hurts
the most."
Haran is not only a human capsule of knowledge, professionalism and desire to help
make the world better, she is also "a member of a rare anthropological artifact, Kibbutz
Be’eri, one of the last of the kibbutzim still organized in the old cooperative model. In a
successful Kibbutz like Be’eri, cooperation enables its members to utilize their skills and
initiate enterprises that do not necessarily have economic value. This is one way for the
kibbutz to fulfill its value of social involvement.
This was once one of the declared aims of kibbutzim that seems to have dissolved
with time. "I feel very lucky," she says. "I belong to a strong community; Kibbutz Be’eri has
been very supportive."
Food for thought:

People must do for others and not turn a blind eye; if you see a fire, you must try to
extinguish it, if you do not have a bucket of water, you can use a glass, if you have no glass,
you can use a spoon, if you have no spoon - you can use a teaspoon.
Government Inputs and Involvement

Regulation:
Tasmania has retained its seed regulation through the Seeds Act 1985. This Act
was amended in 2000 to require sellers of seeds to provide a certificate of analysis as a means
to inform buyers as to the quality of the seeds. The Act not only assists with buyer education,
but also helps protect Tasmanian markets by protecting against the introduction of weeds into
Tasmania.
40
The Seeds Regulations 2000 detail prohibited seeds and prescribes seed
sampling, testing, certification and registration processes. DPIW administers the Seeds Act
1985 (Amended) and Seeds Regulations 2000.
Research, Development and Extension

The Department also provides a certification inspector and professional advice
to seed producers. DPIW is, therefore, able to provide a totally independent and neutral service
to the seeds industry that covers all aspects of seed production and seed testing as well as
advice to seed cleaners and processors. Agronomic and other research is conducted as
necessary by staff from the Department and TIAR, to solve problems associated with seed
production.
Opportunities:
The greatest opportunity for the Tasmanian seed industry is associated with the
continued development by the Tasmanian Institute of Agricultural Research and DPIW of new
cultivars for cool temperate regions of the world. Tasmanian businesses and production of all
elite seed in Tasmania will result in expanded opportunities for the Tasmanian seed industry
and Tasmanian agricultural industries generally.
1. A major opportunity exists for the expansion of the presently significant out of season
production of seed for Northern Hemisphere seed companies and breeders and
developers of new cultivars.
2. Increase yields of clean seed per hectare. Presently much of the available and well-
known knowledge is not being applied by a number of Tasmanian seed growers.
Improved application of the available knowledge would concurrently improve seed
quality.
3. The installation of improved seed cleaning equipment and some new equipment by
some of the seed cleaners opens opportunities for new seed crops to be grown in
Tasmania. Certain other harvesting and cleaning equipment if installed would extend
this opportunity.
4. Increased use of seed testing services, both to enhance the value of finally processed
seed lots and to illustrate to owners or buyers the true quality of the seed. This would
further enhance the image of Tasmania as a premier seed producing area.
5. Industry should be encouraged to supply seed of the highest genetic quality for seed
production. Certification schemes are necessary for the production of seed of
41
guaranteed genetic integrity. An objective of the Tasmanian seed industry should be to
significantly reduce or eliminate the production of uncertified seed.
Challenges:
1. Ensure the continuation of Tasmania’s established reputation as a premier seed
production area.
2. Ensuring import and export quarantine requirements are met to a high standard to
maintain Tasmania’s relatively weed, pest and disease free status.
3. Increase returns to growers principally via increased production from all crops sown.
Seed industry in India:
Indian seeds industry has grown in size and level of performance over the past
four decades. India stands in the 8th position all over the world in the production of different
variety of crops. Again .in each crop there are thousands of varieties.
To coordinate the seeds research centres and private organizations in the
country and to support the expanded activities, the "National seed Program" was Launched in
1967 with the financial assistance of the World Bank. In 1960 many private organizations have
participated in the production of seeds, in many seed industries have laid a strong foundation
in the country. Following are some of the major seed industries in India.
1. MAHYCO seeds private Limited, Mumbai.
2. Monsanto holdings private Limited, Mumbai.
3. Namdhari Seed Corporation limited, Bangalore.
4. National Seeds Corporation limited. New Delhi.
5. Rallies India limited, New Delhi. j
6. Sungro seeds limited, Delhi. '
7. Cargill hybrids private limited, New Delhi.
8. Pioneer India limited, Calcutta.
9. Proagro seeds private limited, Chennai.
10. Sasys seeds private limited, Bangalore.
11. Syngenta India limited, pune.
Seed industry in Andhra Pradesh

In Andhra Pradesh the seed industries arc many in number, though the Andhra
Pradesh is one among the states in India who have been producing different varieties of crops.
It does not have the major seed industries in it when compared to other states. Many seed have
formed recently in the state. Also the State is growing industrially and there is sample scope
42
and potential and success of new industries. The crop producing seasons are different for
different states. In Andhra Pradesh the crop producing seasons starts from June and ends
August the month of September. Generally the rain fed crop in situated in the irrigated crop
may not have better results when compared.
The stock to be sold by the seed industries is kept ready during the starting of
years as the period during which the demand will be more fall between march and august. The
industries in the state market with other states which form the boundaries of it. The selling
period of those states will vary. The following are some of the seed industries in Andhra
Pradesh.
1. Indo American hybrid seeds (India) pvt Ltd, Hyderabad.
2. Tulasi seeds Private limited, Guntur,
3. Seed works India limited, Hyderabad,
4. Mourya agri-tech ..Hyderabad.
5. SriramBioseed genetics India limited., Hyderabad.
6. Nath seeds limited, Hyderabad.
7. Jk seeds limited, Secunderabad.
8. Nuziveedu seeds limited, Hyderabad.
9. Venus crane seeds pvt. Ltd, Guntur.
10.Tammareaddy seeds, Vijayawada.
11.Gopikrishna seeds, Mahaboobnagar
FINANCIAL OBLIGATIONS:
1. No expenditure was incurred during the year in foreign currency.
2. The contingent liabilities at the end of the year were nil.
3. The amount due by company to is units as nil.
4. The company has paid the interest and commissions regularly to the respective parties.
Future outlook:
The company has introduced own branded seeds in the local market along with the partial
introduction of them in the states of Maharastra, Madhya Pradesh and Karnataka. It has made
good progress in the previous year from the own hybrids of cotton seeds and established its
own good will in the market. The company is confident of achieving better results in the
current financial year in the view of the improving marketing conditions and the companies
43
strategically developed network in various areas. It has been taking all necessary steps for
improving quality of the products and services.
R&D and technology absorption:
1. Development of own hybrid seeds.
2. Benefits derived as a result of the above R&D. ;
3. Expenditure on R&D.
4. Technology absorption during the year under review is nil.
5. FAPCCI award for R&D was achieved award excellence in to Tulasi R&D.
44
RESULTS AND DISCUSSIONS
1. Did the Management Provide any Transport Facilities to the Employees.
Table No.4.1
Response No. of Respondents Percentage (%)

Yes 35 70
No 15 30
Total 50 100
Source: Compiled through questionnaire
Chart No.4.1
80
70
60
50
Yes
40
No
30
20
10
0
No. of Respondents Percentage (%)
INTERPRETATION
Table 4.1 examines that 35(70%) of the 50 respondents are telling that the
management is providing transport facilities to the workers and employees and 15(30%)
respondents are telling that there are no transport facilities for them
45
2. Are you satisfied with the shoes provided by the management.
Table No.4.2
Yes 35 70
No 10 20
Can’t Say 5 10
Total 50 100
Chart No.4.2
Respondents
80
70
60
50
40
Percentage (%)
30
20
10
0
Yes No Can’t
Say
INTERPRETATION
Table 4.2 shows that among 50 respondents, 35(70%) respondents are saying
that they are satisfied with the shoes provided by the management, 10 respondents said
no and the remaining 5 respondents said that they can’t say.
46
3. Does the management of the organization believe that welfare facilities are
very important for motivating the employee.
Table No.4.3

Yes 20 40
No 16 32
Can’t Say 14 28
Total 50 100
Chart No.4.3
Respondents
50
40
30
20 Percentage (%)
10
0
Yes No Can’t Say
INTERPRETATION
Table 4.3 shows that 40 percent of the respondents are telling that the organization
believe that welfare facilities are very important for motivating the employees, 32 percent
of the respondents said No and 28 percent respondents said that they can’t say.
47
4. Are you satisfied with the working conditions provided by the management.
Table No.4.4
Highly Satisfied 16 32
Satisfied 24 48
Dissatisfied 10 20
Total 50 100
Chart No.4.4
Respondents
60
50
40
30
Percentage (%)
20
10
0
Highly Satisfied Satisfied Dissatisfied
INTERPRETATION
Table 4.4 examines that 32 percent of the respondents are highly satisfied with the
working conditions, 48 percent respondents are satisfied and 20 percent of the
respondents are dissatisfied with the working conditions.
48
5. Does the welfare measures are good at workshop.
Table No.4.5
Yes 35 70
No 10 20
No Comments 5 10
Total 50 100
Chart No.4.5
80
70
60
50
40 No. of Respondents
Percentage (%)
30
20
10
0
Yes No No Comments
INTERPRETATION
Table 4.5 examines that among the 50 respondents 70% of the respondents
telling that the welfare measures are good at workshop, 20% said that the measures are
not good, and the remaining 10% are not interested to comment.
49
6. How do you feel about Statutory Benefits.
Table No.4.6

Satisfied 12 24
Dissatisfied 10 20
Total 50 100
Chart No.4.6
60
50
40
Percentage (%)
20
10
0
Highly Satisfied Satisfied Dissatisfied
INTERPRETATION
Table 4.6 shows that among 50 respondents 28 respondents are highly satisfied with
the statutory benefits, 12 respondents are satisfied and the remaining 10 are dissatisfied
with the statutory benefits provided by the management.
50
7. Does Creche facilities provided to eligible women employees.
Table No.4.7
Yes 38 76
No 12 24
Total 50 100
Chart No.4.7
80
70
60
50
40 Yes
No
30
20
10
0
INTERPRETATION:-
Table 4.7 tells that among 50 respondents 38 said that the management is providing creche
facilities to the eligible women employees and 12 are telling that the management
is not providing any crèche facilities to the women employees.
51
8. Did the management provide education facilities to workers children.
Table No.4.8

Yes 28 56
No 13 26
No Comment 9 18
Total 50 100
Chart No.4.8
60
50
40
Percentage (%)
20
10
0
Yes No No Comment
INTERPRETATION:-
From the above table among 50 respondents 28 are telling that the management is
providing education facilities to their children, 13 are telling there are no facilities
provided and 9 respondents are not interested to comment about the facilities.
52
9. Did the management provide any Housing Loans to the workers and
employees.
Table No.4.9
Yes 33 66
No 17 34
Total 50 100
Chart No.4.9
70
60
50
40
Yes
30 No
20
10
0
INTERPRETATION
Table 4.9 shows that among 50 respondents 33 are telling that the management
is providing housing loans to the workers and employees and 17 are telling that there is
no such facility.
53
10. How do you feel about Medical facilities provided by organization.
Table No.4.10
Very Good 10 20
Good 25 50
Average 10 20
Poor 5 10
Total 50 100
Chart No.4.10
60
50
40
Percentage (%)
20
10
0
Very Good Good Average Poor
INTERPRETATION
Table 4.10 examines about the medical facilities provided by the organization.
Out of 50 respondents 10 said that the facilities are very good, 25 respondents said good,
10 respondents said average and 5 respondents said that the medical facilities are poor.
54
11. Are you satisfied with the canteen facilities provided by the management.
Table No.4.11
Yes 38 78
No 12 22
Total 50 100
Chart No.4.11
90
80
70
60
50
Yes
40
No
30
20
10
0
No. of Respondents Percentage
(%)
INTERPRETATION:
Table 4.11 shows about the canteen facilities provided by the management, out
of 50 respondents 38 said that they are satisfied with the canteen facility provided by
the management and 12 respondents said that they are not satisfied.
55
12. Do you have work satisfaction in the organization.
Table No.4.12

Yes 20 40
No 10 20
Can’t Say 20 40
Total 50 100
Chart No.4.12
45
40
35
30
25
No. of Respondents
20
Percentage (%)
15
10
5
0
Yes No Can’t Say
INTERPRETATION:-
Table 4.12 tells about the work satisfaction of the employees. Out of 50
respondents 20 said that they are satisfied, 10 said no and 20 said that they can’t say.
56
13. Are you satisfied with the uniform provided by the management.
Table No.4.13
Yes 35 70
No 15 30
Total 50 100
Chart No.4.13
80
70
60
50
40 Yes
No
30
20
10
0
INTERPRETATION
Table 4.13 shows about the satisfaction levels of the workers regarding the uniform
provided by the management. 35 of the 50 respondents said that they are satisfied and
the remaining 15 respondents said that they are not satisfied with the uniform provided
by the management.
57
14. What is your opinion on merit scholarship facilities.
Table No.4.14

Excellent 15 30
Good 20 40
Average 8 16
Poor 7 14
Total 50 100
Chart No.4.14
45
40
35
30
25
No. of Respondents
20
Percentage (%)
15
10
5
0
Excellent Good Average Poor
INTERPRETATION
This tables shows that Merit scholarship provided for employee’s and worker children’s.
out of 50 respondents 15 said that the facility is excellent, 20 said good, 8 said average
and 7 said that the facility is poor.
58
15. How did you feel about the work environment.
Table No.4.15
Good 25 50
Very Good 10 20
Average 10 20
Poor 5 10
Total 50 100
Chart No.4.15
60
50
40
Percentage (%)
20
10
0
Good Very Good Average Poor
Interpretation:-
Table 4.15 tells about the work environment in the company. Out of 50 respondents
25 said good, 10 said very good, 10 said average and 5 said that the work environment
is poor.
59
16. Are you satisfied with the two wheeler and four wheeler loan facility
provided by the company.
Table No.4.16
Satisfied 15 30
Dissatisfied 20 40
Highly Dissatisfied 5 10
Total 50 100
Chart No.4.16
45
40
35
30
25
15 Percentage (%)
10
5
0
Highly
Satisfied Satisfied Dissatisfied Highly
Dissatisfied
INTERPRETATION:-
Table 4.16 tells about the two wheeler and four wheeler loan facility provided
by the company. Out of 50 respondents 10 said that they are highly satisfied with the
facility, 15 said satisfied, 20 said dissatisfied and 5 said that are highly dissatisfied with
the facility.
60
17. How would you rate the level of employee welfare.
Table No.4.17

Very Good 10 20
Good 12 24
Satisfactory 18 36
Average 6 12
Poor 4 8
Total 50 100
Chart No.4.17
40
35
30
25
Percentage (%)
15
10
0
Very Good Good Satisfactory Average Poor
INTERPRETATION
Table 4.17 examines welfare is poor in the company about the level of employee
welfare. Out of 50 respondents 10 respondents rated employee welfare is very good, 12
respondents rated good, 18 respondents rated satisfactory, 6 respondents rated satisfactory
and 4 respondents that the employee
61
18. Did the management arrange monthly get together.
Table No.4.18
Yes 35 70
No 15 30
Total 50 100
Chart No.4.18
80
70
60
50
40 Yes
No
30
20
10
0
INTERPRETATION
In table 4.18 out of 50 respondents 35 said that the management arranges get
together monthly and 15 said that there is no get together arranged by the management.
62
FINDINGS
It is found that 35(70%) of the 50 respondents are telling that the management is
providing transport facilities to the workers and employees and 15(30%)
respondents are telling that there are no transport facilities for them.
It is found among 50 respondents, 35(70%) respondents are saying that they are
satisfied with the shoes provided by the management, 10 respondents said no
and the remaining 5 respondents said that they can’t say.
It is found that40 percent of the respondents are telling that the organization
believe that welfare facilities are very important for motivating the employees,
32 percent of the respondents said No and 28 percent respondents said that they
can’t say.
It is found that32 percent of the respondents are highly satisfied with the
working conditions, 48 percent respondents are satisfied and 20 percent of the
respondents are dissatisfied with the working conditions.
It is found that among the 50 respondents 70% of the respondents telling that the
welfare measures are good at workshop, 20% said that the measures are not
good and the remaining 10% are not interested to comment.
It is found that among 50 respondents 28 respondents are highly satisfied with
the statutory benefits, 12 respondents are satisfied and the remaining 10 are
dissatisfied with the statutory benefits provided by the management.
It is found that among 50 respondents 38 said that the management is providing
crèche facilities to the eligible women employees and 12 are telling that the
management is not providing any crèche facilities to the women employees.
It is found that among 50 respondents 28 are telling that the management is
providing education facilities to their children, 13 are telling there are no facilities
provided and 9 respondents are not interested to comment about the facilities.
It is found that among 50 respondents 33 are telling that the management is
providing housing loans to the workers and employees and 17 are telling that there
is no such facility.
63
It is found that Out of 50 respondents 10 said that the facilities are very good, 25
respondents said good, 10 respondents said average and 5 respondents said that
the medical facilities are poor.
It is found that out of 50 respondents 38 said that the management is providing
canteen facility and 12 respondents said no.
64
SUGGESTIONS
The Organization must plan to provide employees to have frequent interaction
with familiar employees in the company which helps in good communication
between them and helps the management in understanding employees in the better
manner.
The organization must take steps to make the employees aware of the statutory
and non-statutory welfare measures enjoyed by them by arranging some classes
so that they can utilize them in a better manner.
The company should provide rest rooms and improve wash room facilities to
the women employees in the company premises.
The organization can also make some more improvements to canteen as suggested
by the employees with increased space.
Feedback helps people to see themselves as others see them. Without feedback
an employee continues to perform in a way that it is longer effective.
To make employees good suggestions.
Taste of the canteen food can be improved. There is lot of scope for this. Due to
lack of sufficient manpower, shift personnel are overloaded and are not getting
leave approval as they require.
Employees take home pay is less. Non taxable benefits to be considered, loans
at concession interest rates to be given to senior executives.
Technical and managerial training is required to the associates. More thrust should
be given on team building.
More training to bring attitude change towards positive thinking.
65
CONCLUSION
On the whole it is clear that the TULASI SEEDS PVT. LTD., Guntur is providing
excellent welfare measures to its employees under various statutes and also voluntarily.
However, the facilities like Crèches, Lift and purified drinking water, recreation room
facilities which are having a direct bearing on the morale of employee, need to be provided
at an early date for boosting the morale of employee and to enhance productivity
The employees have also expressed their overall satisfaction on the welfare and social
security measures undertaken by the corporation for their well-being. The initiatives in
Socio Economic Development prove that apart from revenue generation, the TULASI
SEEDS PVT. LTD., is capable of fulfilling its role in the social ground also, and this is
a complete Corporate Citizen. The industrial relations scenario in TULASI SEEDS asset
is quite healthy and conducive for the growth of the Asset. The Officers Association,
Employees Union, SC-ST Association and Women Development
In order to create proper coordination between the departments, it is suggested
to conduct more formal and informal meetings wherein senior personnel from HR and
plant are invited. Issued raised in these communication meetings be recorded and properly
addressed within a reasonable time frame.
It seems that many of the employees are not fully aware of the various company
policies, practices etc., therefore, it is suggested that an awareness programmed be
arranged all the employees are covered and necessary inputs are provided to them. It is
also suggested to provide a hand out covering all the schemes etc.
It is understood that some of the employees who are holding senior positions and also
key positions in the plant and other areas due to retirement. It is suggested that necessary
succession planning is undertaken for these key and senior positions in a systematic way.
Otherwise, a vacuum is created with a new incumbent who is avoidable.
66
REFRENCES
1. Aswathappa, Human Resource and Personal Management, Tata McGraw Hill

Publications, Banglore, 2005.
2. Edwin Flippo, Human Resource Management, Thakur Publications.
Hyderabad,2009.
3. R.S.N Pillai and V. Bhagavathi, “Statistics” of Sultan Chand and sons
Publications.
4. BiswajectPatanayak, Human Resources and Personal Management” Prentice
Hall of India Pvt., Ltd, Banglore,2007
5. John M. Ivancevich, Human Resource and Personal Management, Tata McGraw
Hill Publication, New Delhi 2001.
Websites:
http://www.edlogix.com
http:// www.google.com
http:// welfaremeasures.com
67
QUESTIONNAIRE
1. Did the Management Provide any Transport Facilities to the Workers &
Employees?
a) Yes b) No
2. Are you satisfied with the shoe provided by the management?
a) Yes b) No c) Can’t Say
3. Does the management of the organization believe that welfare facilities are very
important for motivating the employee?
4. Are you satisfied with the working conditions provided by the management?
a) Highly Satisfied b) Satisfied c) Dissatisfied
5. Does the welfare measures are good at workshop?
a) Yes b) No c) No Comments
6. How do you feel about Statutory Benefits?
a) Highly satisfied b) Satisfied c) Dissatisfied
7. Crèche facilities provided to the women employees?
a) Yes b). No
8. Did the management provide education facilities to workers children?
a) Yes b) No c) No Comments
68
9. Did the management provide any Housing Loans to the workers and employees?
a) Yes b) No
10. How do you feel about Health facilities provided by organization?
a) Very Good b) Good c) Average d) Poor
11. Are you satisfied with the canteen facilities provided by the management?
a) Yes b) No
12. Do you have work satisfaction in the organization?
13. Are you satisfied with the uniform provided by the management?
a) Yes b) No
14. What is your opinion on merit scholarship facilities?
a) Excellent b) Good c) Average d) Poor
15. How did you feel about the work environment?
a) Good b) Very Good c) Average d) Poor
16. Are you satisfied with the two wheeler and four wheeler loan facility provided
by the company?
a) Highly Satisfied b) Satisfied c) Dissatisfied d) Highly Dissatisfied
17. How would you rate the level of employee welfare?
a) Very Good b) Good c) Satisfactory d) Average e) Poor
18. Monthly get-together (parties) is arranged by the TULASI SEEDS?
a) Yes b) No
69
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INTRODUCTION

It is rather difficult to say spontaneously what management means, though we have

The operative functions of Personnel Management are related to specific

It is the operative function of Human Resource Management (HRM). Employment is

Human Resource Planning

Induction and Orientation

2) Human Resource Development

It is the process of improving, molding and changing the skills, Knowledge,

Career Planning and Development

Wage and Salary Administration

Social Security Measures

Raises the standard of living of the workers by indirectly reducing the

Intra-mural activities consist of facilities provided within the

Extra-mural facilities cover the services and facilities provided

Drinking water Housing

Toilets Education facilities

Crèches Maternity benefits

Washing & bathing facilities Transportation

Rest shelters Sports facilities

Uniforms & protective clothing Leave travel

Recreation facilities Cultural Activities

Canteens Funeral Expenses

Subsidized food Family Planning

Medical aid Cycle stand

Facilities for storing & drying Meals carrier

( only senior staff)

Fair price shops

To study statutory and non-statutory welfare facilities in the TULASI

Sources of the data collection:-

2. Secondary sources or Secondary Data

o The time period of project is 60 days.

These are two types of benefits. They are:

1) Statutory Benefits:-These benefits are generally social security, and include

2) Non-statutory benefits:- Retirement benefits, medical benefits, compensation

1. To provide better life and health to the workers.

2. To relive the workers from industrial fatigue and to improver an intellectual,

The basic features of Labour measurers are as follows:

1. Employee welfare includes various facilities, services and amenities provided to

STATUTORY WELFARE SCHEMES:-

I) Treatment of wastes & Effluents: - Effective arrangements shall be made in every

b) Such temperature as will secure to workers therein reasonable conditions of

II) Exhaust for internal Combustion Engine:- A stationary internal combustion

5. Artificial Humidification (Sec. 15(1)):-In respect of all factories in which

6. Overcrowding (Sec. 16):- Overcrowding in any workroom is injurious to the

A) All latrine and urinal accommodations shall be of prescribed sanitary types;

IV) Prescription of Rules by the State Government:-The State Government may

1) Washing Facilities (Sec. 42 (1)):-

A) Adequate and suitable facilities for washing shall be provided and

4. First-Aid Appliance (Sec. 45):-

2. The standards in respect of contraction, accommodation, furniture and other

6. Shelter, Rest Rooms and Lunch Rooms (Sec. 47):-

7. Crèches (Sec. 48):-

A) Prescribing the location and the standards in respect of construction,

8. Welfare Officers (Sec. 49):-

Tulasi Ramachandra Prabhu

Tulasi Yogish Chandra

Now he is heading Impecsoft Solutions Pvt. Ltd., which is developing innovative

Location of the company:

TSPL ACCOUNTING POLITICS

Interest and Discount

Sowing seeds of change

Seed companies and simple farmers:

Change is a painful process