1.

COMPANY PROFILE

1.1.INTRODUCTION OF RECKITT BENCKISER

Reckitt Benckiser India private Ltd. Is global fast moving consumer goods (FMCG)
company, headquartered in Slough, United Kingdom.
Reckitt and Sons started in 1840 when Isaac Reckitt rented a starch mill in Hull, England. He
diversified into other household products and after his death in 1862, the business passed to his
three sons. In 1886, Reckitt opened its first overseas business in Australia. The firm was first listed
on the London Stock Exchange in 1888. Harpic Lavatory Cleaners was acquired in 1932, and that
same year, Dettol was launched.
In 1938 Reckitt & Sons merged with J. & J. Colman, which had been founded in 1814 when
Jeremiah Colman began milling flour and mustard in Norwich, England, to become Reckitt &
Colman Ltd.
The company made several acquisitions, including the Airwick and Carpet Fresh brands (1985),
the Boyle-Midway division of American Home Products (1990), and the Lehn & Fink division of
Sterling Drug (1994). It acquired several brands from DowBrands in 1998.
Reckitt & Colman sold the Colman's food business in 1995.

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1999 to present
The company was formed by a merger between Britain's Reckitt & Colman plc and the Dutch
company Benckiser NV in December 1999. Bart Becht became CEO of the new company and has
been credited for its transformation, focusing on core brands and improving efficiency in the
supply chain. The new management team's strategy of "innovation marketing". A combination of
increased marketing spend and product innovation, focusing on consumer needs has been linked
to the company's ongoing success.
For example, in 2008, the company's "rapid succession of well publicized new product
variants" were credited for helping them "to capture shoppers' imagination". Business Week has
also noted that "40% of Reckitt Benckiser's $10.5 billion in 2007 revenues came from products
launched within the previous three years.
In October 2005, RB agreed to purchase the over-the-counter drugs manufacturing business of
Boots Group, Boots Healthcare International, for 1.9 billion. The three main brands acquired
were Nurofen's analgesics, Strepsils sore throat lozenges, and Clearasil anti-acne treatments. In
January 2008, RB acquired Adams Respiratory Therapeutics, Inc., a pharmaceutical company, for
$2.3 billion; one of the major brands acquired was Mucinex. In July 2010, RB agreed to buy SSL
International, the makers of Durex condoms and Scholl's foot care products, in a 2.5 billion deal.
In February 2017, the company bid $16.7 billion for the American infant formula maker Mead
Johnson

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Reckitt Benckiser currently produces the following products:
"Power brands

POWERBRANDS

Air Wick

Cillit Bang

Dettol

3
 Harpic

Lysol

Mortein

Nurofen

Strepsils

4
 Vanish

Veet

Key people of The Company Adrian Bellamy (chairman), Rakesh kapoor (CEO) 14 April
2011, Adrian Hennah (CFO)

Adrian Bellamy

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 Rakesh Kapoor

Adrian Hennah

1.2.Introduction to Sitarganj Plant

This project was done in Sitarganj site, which is situated in Uttarkhand, District- Udham Singh
Nagar. Sitarganj site is the RBs biggest site in terms of turnover. It is bigger not only in RB family
but biggest among all FMCG groups of other companies present in India.

Reckitt Benckiser India Ltd. is situated in B-96, Eldeco, Sidcul Industrial Area, Industrial Park
Sitarganj and is a FMCG based company having Headquarters in United Kingdom. It has
a manufacturing plant in Sitarganj. They deal in products like floor cleaners, tile and glass cleaners,
Dettol, Savlon, Harpiq, Colin.

The RB Sitarganj plant started its operations in 2007. The plant is divided in two units.
Initially Unit 1 was established where production of Dettol, Harpic, Lizol, Veet, Colin,
AirWick started. Unit 2 was established in the year 2010 with more automation and
production of Dettol, Veet, Lizol, Harpic.

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 Plant at Sitarganj was established in the year 2007 with 1 unit and later Unit 2 was
established in 2010. There are 2176 employees and 4 shifts of work.

Position Number
Managers and Non Managers 76
Labor 1600
Operators 500

Shifts Timing
General 8:30am 5pm
A 6am 2pm
B 2pm 10pm
C 10pm 6am

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 Sitarganj
(Home
&Hygiene)

Hosur Mysore
(Home (Health
Care) Care)

RB
Manufaturing
Sites in India

Jammu
Chennai
(Home &
Hygiene) (Health
Care)

Baddi
(Health
Care)

Sitarganj-The Plant is Located in uttrakhand and manufactures Dettol, vanish, Veet, Air
wick, Lizol, Harpic.
Mysore- The plant in Karnataka manufactures Products like Disprin, Dettol Antiseptic
liquid, Dettol Sanitizer
Hosur It is situated in Tamil Nadu and manufactures products like Harpic
Jammu The plant situated in J&K manufactures Products like Mortein Coil, Vaporizers,
Aerosol cans & Robinblu
Chennai- Here insoles, Scholl, Toenail Clippers and Durex are manufactured..
Baddi -It is situated in Himachal Pradesh and manufactures Strepsils, Krack Cream and
Moov.

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ORGONOGRAM

9
PLANT LAYOUT

2. INTRODUCTION OF TOPIC
The HR Manual developed is a collection of Reckitt Benckisers human resource policies
and guidelines for the assistance of new joiners. It aims to describe a wide range of
workplace practices relating to quality, logistics, safety, production and vision and mission
of the company towards which all activities are directed.

CONTENT OF HR MANUAL
1. Introduction to Reckitt Benckiser
2. Vision & Mission
3. Induction for new Joinee
4. Induction module of production (Plant 1,Plant2)
5. Director & Management committee members of RB Sitarganj.
6. Induction module of Quality

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7. Induction module of Logistics
8. Induction module of Safety
9. HR Policies & Procedure

Daily allowance

Employees referral

Relocation

Local Transport

Leave Policy

Official Tours Domestic

Continuing Education supports

Long service facilitation

Retirement Benefit

Medical

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 VISION MISSION OF RECKITT BENCKISER

VISION MISSION
RB is about passionately RB Mission is to ensure
dlivering better solution in people healther lives and
household.Health and happier home.
personal care to
customers and
consumers,were ever they
may be , for the atlimate
purpose of creating
shareholder value

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 OBJECTIVE
Our purpose inspires us and informs what we do. With every decision, we look for innovative
solutions that can help our consumers to live better, from new products that improve health to
social programs that touch millions of lives.
RBs overall health & safety (H&S) objective is to prevent accidents, injuries and occupational ill-
health at all locations under Company management control.

Specifically, it is the Companys objective that the following minimum control arrangements are
in place at all Company locations:

a) employee access to and basic understanding of this OHS policy document

b) documented responsibilities for H&S at work

c) up-to-date H&S risk assessments and fire risk assessments s

d) the provision of necessary H&S information, instruction and training

e) the provision and use of necessary personal protective equipment (PPE)

f) arrangements for emergency response/evacuation, first aid and occupational health

g) documented procedures/safe systems of work, where necessary to establish and maintain a safe
and healthy working environment

h) H&S control arrangements for contractors and visitors

i) communication and consultation with employees on H&S issues

j) monitoring, investigation and reporting of any incidents, accidents or occupational ill-health

k) corrective and preventative actions where any incidents, accidents or occupational ill-health

occur

POLICY STATEMENT

RB is committed to the health, safety and welfare at work of its employees, complying with
applicable health & safety legal requirements and the continual improvement of its health & safety
control arrangements and performance.

Specifically, the Company is committed to providing and maintaining:

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 control of the health & safety risks arising from work activities

a safe place of work with safe means of entry and exit

safe plant, equipment and systems of work

a safe and healthy working environment

arrangements for the safe use, handling, storage and transport of articles and substances

necessary information, instruction, training and supervision to protect safety and health at work

We consider the health, safety and welfare at work of our employees to be an essential part of
being a responsible and productive company that manages business risks and delivers long-term
shareholder value.

RESPONSIBILITIES

Everyone is responsible for health & safety.

Employee (and Contractor/Visitor) Responsibilities

It is the duty of every employee while at work, and of any contractors/visitors at Company
facilities:

to take reasonable care for the health & safety of themselves and others who may be affected
by their acts or omissions
to cooperate with colleagues, line management and the Company on health & safety matters
not to misuse or interfere with anything provided in the interests of health, safety and welfare
to report any health & safety concerns to their line manager and / or the site H&S
Coordinator/Manager

Line Management Responsibilities

Effectively establishing and maintaining day-to-day health & safety (H&S) at work is a line
management responsibility. At each location where the Company has management control,
responsibility for H&S follows the line management structure; from the sites senior manager to
the site senior management team, through middle managers/supervisors/team leaders, to individual
employees.

It is the responsibility of all levels of management and supervision to:

implement this OHS policy document in the area(s) under their responsibility / control
ensure, so far as is reasonably practicable, that the minimum control arrangements (items a)
k) in section 2 above) are in place, understood and implemented in the area(s) under
their responsibility / control

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 make adequate resources available for the management of health & safety at work

Site-level Responsibility
At all locations where Company employees work or to which they report (e.g. factories,
warehouses, research & development centres, offices and any associated field or home-based
employees), the management of health & safety at work is the ultimate responsibility of the senior
manager at that location. Day-to-day responsibility for the management of health & safety should
be delegated through the line management structure, as outlined above.

Health & Safety Coordinator/Manager

All locations where the Company has management control shall have an identified Health & Safety
Coordinator/Manager, whose job function includes the coordination of health & safety control
arrangements at that location. However, this position does not remove or substitute for others direct
and delegated H&S responsibilities as outlined above.

Group-level Responsibilities
It is the responsibility of:

the Senior Vice President, Human Resources and the Vice President, Sustainability to establish
and maintain this policy document and other Group-level OHS control arrangements as
defined below
Executive Committee members to implement this policy document within the
geographical areas/functions under their responsibility/control
the Board to undertake an annual review of sustainability and corporate responsibility issues,
including OHS policy, control arrangements and performance; the Chief Executive Officer
(CEO) is the Board member with specific responsibility for sustainability and corporate
responsibility policies and performance
the Vice President, Internal Audit to periodically review the Companys OHS control
arrangements and performance, and to report on these to the Boards Audit Committee

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 INDUCTION FOR NEW JOINEE

Definition of Induction-It is important for every employee to learn about the company and
about its various functions. It is mandate for every employee to undergo induction.

Induction- Initially has to undergo 2-3 days induction program which will include interaction
with all department

Safety

Quality

production

Logistic

Engineering

HR

IS

Finance

A detail agenda will be shared with the new joinee after completing His/her joining
formalities. Joining formalities will be conducted by the HR Official on very 1st day of the
joining. Every new joining has to undergo the safety induction after accomplishing official
joining formalities. Without accomplishing the safety induction by the safety term no one is
allowed to enter inside the Plant (unit 1, unit 2).

Safety shoes are mandatory for entering inside the (Unit, Unit 2).

After accomplishing joining formalities new joining has to follow the following procedure.

He/ She will submit following documents.

Photocopy of Qualification document.

Addresses proof with passport size photo.

PAN Card

Cancel bank copy (HDFC,ICICI)

Reliving letter(previous employer)

PF number (PF No. for previous employer )

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 Bases the address proof a punch card will be made for new joining at Gate No.2.

Punch card is important to mark the attendance of the employee.

After accomplishing above procedure new joining will undergoes to attach.

Induction Schedule

For contractual employees general, safety, induction will be given by the security guard
at the Gate.

After general safety induction medical check up will be done for the CL(casual leave).
Once medical check up is done, After That Punch card will be made for contractual
employees on basis of their age prove /Aadhar card /Photo Id proof.

Punch card for contractual labour is valid for 6 months only. after completing 6 months
renew of punch Card Will be done & same procedure will be followed as mention above
(general safety induction and medical checkup).

Daily Regime for RB Employees /Contractor

Punch Card- worker punches their card while entering the premises to confirm their
presence and mark attendance.
Every one Bag Checked-Bag of all employees and visitors checked.
Self-disclosures of illness- Under self-disclosure of illness, All RB staff including &
CL permanent are bound to disclose the detail of any kind of illness under a Register
Placed at the entrance point of factory .Security guard shall also check with visitor in
case of doubt and send him/her to plant dispensary.
Any kind of illness case to be reported at the factory dispensary and to examine whether
is critical and Non critical along with the medical fitness certificate.
In case of non-critical illness immediate HR /Line manager shall be informed.HR &Line
manager may be decide upon doctor advice whether employees needs to or in same area
or other .
At the time of induction of contractual manpower security officer has to ensure that all
contractual manpower are adequately educated on self disclosure of Illness.

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 PRODUCTION INDUCTION

PRODUCTION INDUCTION UNIT 1

Production
Manager

Assistant
Manager

Liquid Soap Cream Shift Officer MFG Officer

Section(GSO's) section(GSO's) Section(GSO's)

Products No. of lines Variants

Lizol 2 Floral,Jasmine,Sandal,Neem
Colin 2 Regular Blue, Lemon
Harpic 3 Rose,Orange,Lemaon,Floral ,white &Shine
Bathroom Harpic 3 Floral ,Lemon
cleaner(BRC)
Soaps 3 Original, Skin Shine
Harpic Lollipop 3 Lavender,jasmine,citrus
Cream(DSC) 2 Cool ,Fresh
Veet 2 Normal,Sensitive,Dry
Dettol liquid wash 4 Original, Skin Care, Sensitive,
(DLS) Reenergize,Cool,Dharma
DKG(Dettol kitchen Gel) 3 Lime, Lemon
Vanish 2 OXY Liquid,OXY Powder

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Air wick 1 Lavender, Rose Lemon, Jasmine

Lysol is the No.1 disinfectant brand in the US, with over 50% of households using Lysol products.

Harpic toilet bowl cleaner has been successfully extended to 47

countries on a platform of powerful cleaning. Harpic provides a full range of liquid
toilet bowl cleaners, tablets, wipes, toilet bowl blocks, cistern blocks.

World leader in depilatory products and trusted by millions of women worldwide.

Veet markets a range of products that help women radiate a sexy femininity by
giving them

beautiful, touchably smooth skin.

Colin Glass Household Cleaner is strong and affective against

tough stains, girt. Colin Glass Household Cleaner makes all the glasses and
windows shine.

As the world's leading brand of Antiseptics and a trusted champion of family

health, Dettol products offer a high standard of germ kill and are recommended by
healthcare professionals for their proven ability to keep families health.

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Air wick filling operation process

Bulk Received
Filler Machine
from MFG

Cooling Tunnel

Container Pusher

Auto Gluing And

Manual Cage Filling

Foil Pick And Place

Perfomation and Full

Sealing Unit

Packing And Taping

Check the NOS of
Shortages
Outer checkweigher

Outer coding

Palletizing

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Vanish Liquid Filling Operation
Auto capping unit

Bulk Received Packing Material

from MFG Received

Bulk Filling into

Bottles

Labelling and
coding on Bottle

Packing of
bottle in outers

Check the NOS of

Taping shortages

Check weighing
for shortage in
bottle

Outer coding

Palletizing

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 OEE (Overall Equipment Efficiency)

The overall efficiency of the equipment can be taken out with the formula as follows:-

1. No of cases- BPM*shifts' min

Pack Size

2. Total cases produced-Rated BPM*shifts min

Pack Size

OEE % = No. of cases*100

Total cases Produced

PRODUCTION UNIT 2

Production
Manager

Assistant
Manager

Liquid Soap Cream

Section(GSO's) Shift Officer MFG Officer
section(GSO's) Section(GSO's)

Products No. of lines Variants

Dettol Soaps 2 Cool, Original, Sandal ,Lasting

fresh
Harpic 3 Original,Orange,Blue
Lizol 3 Lavender,Pine,Citrus

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Veet 2 Normal,Dry,Sensitive,Supme
Essence, Brightening
Dettol hand 3 Original, Skin
wash (DLS) Care,Sensitive,Reenergise

OEE (Overall Equipment Efficiency)

The overall efficiency of the equipment can be taken out with the formula as follows:-

1. No of cases- BPM*shifts' min

Pack Size

2. Total cases produced-Rated BPM*shifts min

Pack Size

OEE % = No. of cases*10/ Total cases Produced

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 HR POLICIES

1. Policy - Daily Allowance (Effective 1st May 2015)

Purpose
Daily Allowance is paid to the employees who are required to work in the market and/or
need to go to a location other than their normal place of posting on official work where night
stay is required for reasons related to official work.

2. Policy Employee Referral (Effective 1st May 2015)

Purpose

This program aims to leverage employees understanding of Reckitt Benckiser and their networks
with potential candidates for sourcing new employees. Reckitt Benckiser encourages all
employees to refer any person who they believe is qualified for a specific vacancy.

Policy

The Employee Referral Program is branded under the name Invite a Friend.
All job postings under the Referral Program would be communicated through e-mail.
Employees are required to make their referrals within the time stipulated, in the prescribed format,
and submit the same to the Corporate HR Team or the Region Administration.
Unless a date has been explicitly stated for submitting referrals, all referrals will have to be
submitted within fifteen days of communication of vacancy. If a candidate has been referred by
more than one source (recruitment agency, another employee etc,) then the person shall be deemed
to be referred by the source that had referred him first.
Referred candidates will be subject to normal selection process. If the candidate is selected and
he / she joins, the employee who has referred the candidate would be suitably rewarded.
All referrals made shall be live for a period of 6 months. If the referred candidate is selected for
any vacancy arising in this period, the employee shall be deemed to have referred the candidate
for that post. The employee shall be rewarded for the service accordingly.

3. Policy Mobile Phone (Effective 1st May 2015)

Purpose

In order to facilitate cost effective business communication by its Employees, the Company
provides financial and infrastructural support. This Policy lays down the guidelines for availing
such support.

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Policy

The company may enter into corporate tie-up with telecommunication provider for availing
telecommunication solutions for all employees. Currently the Company has corporate tie-up with
the Airtel. All employees will be entitled for usage of a company provided mobile connection.
The employee will be required to purchase a handset and contact the IS department for a new
number.
Employees can buy the handset of their choice and claim reimbursement of upto INR 4000/-, or
the actual price, whichever is lower, against production of bill. They will also be reimbursed with
the charges for number transfer (INR 22/-) and address book transfer (INR 170/-).
Company sponsored mobile phones are to be used for making official calls as far as possible. in
case of any personal call made, the charges for the same will be borne by the employee.
In the event of employee leaving the company before 1 year of purchase of mobile, he will be
required to pay back 50% of the claimed amount.
Bills for official calls up to the limit mentioned in the table below will be paid by the company
directly.
All employees are advised to restrict mobile phone usage within permitted limits. For work
exigency, if an employee makes official calls beyond this limit, he/she has to get special approval
from the superior for any excess beyond the limit. Cost of all personal calls will be borne by the
Employee. All such payments are to be made through cheque favoring the company within 3 days
of receipt of bills.
Bills giving individual call details and charges thereof will be sent to Unit Head/Function Head
for onward transmission to the concerned employee.
The user will be responsible for care, maintenance, safety and security of the handset. He should,
for making best use of this facility get updated on the applicable tariff plan.
Company will not be liable for replacement of handset in the event of loss or damage.
There is no provision of providing mail or data services on mobile devices

4. Policy Relocation (Effective 1st May 2015)

Purpose

The purpose of this Policy is to provide guidelines for financial and administrative assistance to
new and existing employees while moving from one location to another upon joining the Company
or on transfer.

Travel
The employee will be reimbursed actual fares for a single journey by the shortest route between
the two towns by AC 3 Tier/Chair Car Luxury Bus for the self, spouse and dependent children.

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 Train reservation charges will be reimbursed on actual subject to production of bill.
Taxi fare between old residence and station/bus stand of departure, and station/bus stand of
arrival and the new residence/hotel will be reimbursed.

Movement of household goods

The employee will be reimbursed for the actual expenses incurred in moving his/her possessions
from one residence to another by road/rail.
At least 2 quotations from packers & movers will be sought by the Employee and submitted to
the Unit/ Regional manager for prior approval.

Movement of Vehicle
Cost of transfer of 2 wheeler will be reimbursed.

Relocation Allowance
The Transferee is eligible for a one-off relocation allowance. This is intended to cover items such
as replacement of electrical appliances; curtains etc. and the transferee may use this allowance for
any purpose he/she chooses.
Employees will be entitled to Relocation Allowance based on the grades as mentioned below:
TSI/S2/S3 - Rs 14000/-
ASE/S1/O/FE - Rs 16000/-

Re-location allowance will be paid through payroll, after deduction of applicable income tax.

Temporary Accommodation & Conveyance in the new location

The following options may be availed.

Guest House

Accommodation for a period of 10 days will be provided for the Employee and his/her immediate
family.
Expenses made on food, laundry will be reimbursed on actual for these 10 days.
HRA will be paid during the stay in GH.
In case of stay extending beyond 10 days approval of VP HR is required. The approval shall
specify the number of days of extension. However, in no case will the total period of stay exceed
3 weeks. Also, for any extended stay in the Guest House beyond 10 days, no HRA will be paid.

5. Policy - Local Transport (Effective 1st May 2015)

Purpose

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To minimize the use of hired vehicles and encourage the use of own vehicles by the employees for
official work, the Company shall reimburse expenses on kilometer basis, to the employees on use
of own vehicle

Policy

The employees shall be reimbursed as under:

Mode Mileage Reimbursement (Rs./km)
Two Wheeler Rs 4.25 per Km
Car Rs 6.5 per Km Applicable only to Grade Sr ASE and FE
Journey from residence to place of work and back shall not be reimbursed. If an Employee makes
an official detour while on way from home to place of work or vice versa, then the Employee shall
claim mileage for the distance covered after adjusting the normal distance between home and
office.
For towns in the PJP, defined as Ex towns, and within a travel distance of 40 kms, between the
municipal limits of the two towns, where the TSI uses his own means of transport he will be
reimbursed at the rate given above in lieu of travel fare.

Procedure
Employee will have to submit an expense statement to Finance through their Managers
mentioning distance traveled in KMs, place from, place to, date of travel.
Company will reserve the right to assess the veracity of claims and reject such amount that it may
deem to be unreasonable at its sole discretion.

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 6. Policy - Leave Policy (Effective 1st May 2015)
Annual Leave

Purpose

The Company recognizes the importance of vacation time. Every employee must avail leave which
is necessary to maintain a healthy work-life balance and provides the opportunity for rest,
recreation and personal activities.

Policy
All employees are entitled to 25 working days per year (in addition to 10 declared holidays) and
pro-rata for starters and leavers (2 days per month).
The RB holiday year runs from 1 January to 31 December. If an employee works till the 31st
December then he is entitled to the 25th day.
The leave earned for each year will be credited in advance to the employees account on 1st
January every year.
Intervening weekends, declared holidays, if any, will not be counted for the leave availed.
HR shall update Mancom biannually (June, November) on the status of leave availed by
Employees, highlighting any deviations.
If an employee exits the company then any unclaimed leave will be adjusted against notice period.
No encashment of leave will be allowed for exit cases.

Procedure
Any employee wanting to avail leave should complete the application Form and submit the same
to his Supervisor.
In the event of any emergency, the Employee shall keep the Supervisor informed and submit a
Leave Application upon return to work.
The Supervisor can check the Employees leave balance with HR
The Supervisor may, depending on work exigencies, approve / disapprove of leave and convey
the same to the Employee
The Supervisory shall pass on a copy of the Leave application with his decision to HR for records

Sick Leave
Any employee of the Company who is unable to attend work due to sickness can avail Sick
Leave.
Sick Leave for 3 or more consecutive working days has to be supported by a Medical Certificate,
indicating nature of illness.
If an employee is likely to be absent from work due to illness for a prolonged period, he/she is
expected to submit a Doctors Certificate indicating when he/she would return to work.
The Company, at its sole discretion, may require the Employee to undergo investigation by a
Doctor nominated by the Company. This may include such

medical examination(s) that the Companys Doctor may advise and the same will have to be
carried out by the Employee. The Company shall bear expenses of such investigation and
examinations.

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 Sick leave will not be deducted from days of annual leave in the normal course. However, in
cases of prolonged / frequent illness that require the Employee to remain away from work for
extended periods, the Company may, at its discretion, decide to adjust such absence against
available Annual Leave .

Procedure
Employees need to keep their immediate Line Managers informed of any leave.
Line Managers to update the same to HR.

Maternity & Paternity Leave

Purpose
Maternity leave is given to support during pregnancy, recover from giving birth and caring for the
baby. In addition, the Paternity leave will help in supporting the mother and also to bond with new
born. At RB we acknowledge this need for parents to take time off and celebrate the special
occasion.

Maternity Leave

All Female employees will be entitled to 12 weeks maternity leave with full pay and benefits of
which 3 weeks or more can be prior to delivery.
Incase of returning to work at the end of pre-agreed date then there is no requirement of any
further notification; else the new date with approval has to be submitted. Any extension of leave
will be adjusted against available Annual Leave.
If one decides not to return to work at the end of this Period, then appropriate written contractual
notice of termination of employment must be given.
Privilege leave entitlement will accumulate for the leave availed under the above head.
Incase of any deviation from the above policy, written approval has to be taken from the VP
HR.

Procedure
Employees are required to indicate in writing the date on which the maternity leave period will
begin. A medical certificate giving the probable date of delivery should be attached with the leave
application.
After resuming work a medical certificate giving the actual date of delivery is to be submitted.

Paternity Leave
All Male employees are entitled to three days Paternity leave, with full pay, after the birth of their
child, and within 3 months of the birth of the child.
Procedure
Employees are required to indicate in writing the date(s) on which the paternity leave will be
availed.

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 7. Policy - Medical (Effective 1st May 2015)
Purpose

The purpose of this Policy is to lay down guidelines for availing support from the Company for
medical care by serving non-Managers

Policy

Pre-Employment Medical Check Up

All new appointees to Reckitt Benckiser are required to undergo medical checkup comprising
Clinical and Special examinations with approved doctors/clinics before joining the Company.
Employees should report to the nearest approved hospital, and undergo a battery of examinations
that may be prescribed by the Company.
The Company will settle all bills related to the medical checkup. In the absence of a contract
between the Hospital in a particular location and the Company, the incumbent shall pay the same
and claim reimbursement from the Company.
All reports of Pre-employment checkup will be retained in their personal file. Management
reserves the right of access to reports of medical check-up and seek advice of its Medical consultant
wherever it deems necessary.
The Company reserves the right to ask the incumbent to such additional tests as may be deemed
necessary. The Company shall absorb any cost associated with such additional tests and
examinations.
The Company at its sole discretion shall decide upon the medical fitness of an incumbent for a
particular role. The Company may, at its sole discretion, decide to not to offer employment to an
incumbent based on its interpretation of medical reports. The Company shall not be liable to offer
any justification for its decision.
A copy of Medical Information history of each employee will be retained in their respective
headquarters so that the same can be shared with Healthcare Agencies in case of emergency.

Medical reimbursements
Reasonable medical expenses for self, spouse and dependent children below 21 years will be
considered for reimbursement by the Company.
Expenses incurred for
Allopathic medicine/treatment expenses
Pathological, laboratory

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 X-Ray services
Homeopathic and Ayurveda medication. Any Homeopathic or Ayurvedic treatment costing more
that INR 15,000/ annually will require prior approval of VP-HR. HR after consultation with
experts can reject any such application and limit the reimbursement to INR 15,000/ only.

In case of Hospitalization

All employees are covered under the Hospital Insurance Policy that the Company pays for. The
hospital insurance limits are as below:
FE/OF/SO/SIP/S1/S2/S3 Rs.75000/- (Maternity Limit is Rs.50000/-)
STSI/TSI/TTSI Rs.25000/- (Maternity Limit is Rs.20000/-)
All claims will have to be routed through the insurance provider and payments will be subject to
amount as may be approved by the Insurance Company.
Company shall not bear any liability for any claim that may be rejected by the insurance company

Spectacle Expenses

All Non-Managers can claim expenses incurred for self for cost of lenses to correct vision, contact
lenses and eyeglass frames up to a maximum of INR 4000/- once in two years.
Expenses on Sun glasses and cosmetic lenses/cosmetic contact lenses are not reimbursable.

Procedure

Medical expense claims must be submitted to payroll before the 15th of any month and will be
disbursed through payroll.
All the medical expenses will have to be claimed within the same financial year i.e 15th March
of every year.
Medical claims of previous financial year (till 15th March of previous year) will not be processed
in subsequent financial year.
All claims, including those for continuing medication, must have supporting prescriptions and
bills.

8. Policy - Continuing Education Support (Effective 1st May 2015)

Purpose

Learning is a continuous process to enable someone to keep pace with the changing demands of
employment. Developing new skills not only increases competency and efficiency, but also makes
jobs more interesting. RB recognizes the desire of individuals to seek learning opportunities and
provides support for employee education.

Policy

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 When an employee undertakes a course of study during his/her period of service, the Company,
at its discretion, will reimburse tuition & examination fees to a limit INR 50000.
This support is subject to the following conditions:
Course of study has a direct bearing with the employees work in the Company
He/she completes and qualifies / passes / secures certification in the course
Course/program is being offered by a recognized Indian University/Institute
The course should have the prior approval of the VP HR on the recommendation of the concerned
line manager.
The policy applies to all employees irrespective of the years of service.
Continuing Education Support
The employee will be required to pursue the course in his/her own time and no special leave will
be granted for exams. Leave, if any, shall always be subject to the exigencies of work. The
employee shall take care such that the course does not interfere with his/her normal work/working
hours otherwise.
Employees resigning before the expiry of two years from the date of the first disbursement will
need to refund the total amount spent by the Company for his/her education.
Upon completion, employees are required to submit to HR a copy of the
Degree/Diploma/Certification received.
In case of employees who fail to complete the course / clear the examination, the entire amount
will be recovered in the subsequent month(s) payroll's).

Procedure

Employee must submit a formal request to immediate line manager seeking financial support for
the course along with relevant supporting documents and justification as to how the course will
facilitate his/her work in the organization
Only cases supported and recommended by line managers will be sent to VP HR for approval.

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 9. Policy - Long Service Felicitation (Effective 1st May 2015)
Purpose

Long service felicitation program aims to recognize and honor the contribution and commitment
of those employees who have served RB for considerable periods of time, over the years.

Policy

Employees who have completed 10, 20 and 30 years of continuous permanent service shall be
felicitated.
Such employees shall be felicitated at a public event (Conferences, Fun Friday, etc) by the MD /
Senior Manager.
HR shall advise each recipient, by invitation the date and time of the event.

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 SAFETY INDUCTION

Introduction: Emergency is a catastrophe, mishap, calamity event in any area, arising from
natural or manmade cause which results is loss of life, distraction of property and degradation of
environment.

Type of Emergency:-

Dangers to Life.

Dangers to Health.

Dangers to Property.

Dangers to the Environment.

Incident Response Procedure

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Incident Controller & Emergency Coordinator

What to do in emergency

1. Please shut off the machine and any operation if you listen to emergency alarm.

2. Please inform your colleagues on emergency siren and ask them to evacuate the site
immediately but in safe manner.

3. Evacuate the site safely

4. Assemble at the designated assembly point (near main gate)

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 5. In supervision of Shift officer / Security guard make sure all your colleagues have
evacuated and are in assembly area.

6. Emergency response team to visit the affected area immediately and take control of
situation.

7. In case of normalcy the emergency response team will inform the controller on condition.

8. Electrical authorized personnel to check all safe condition of electrical power supply and
then inform the controller.

9. Controller then advises the team to restore back to the designated area.

SITE EMERGENCY RESPONSE AWARENESS COMMUNICATION

In case of any Emergency

Anybody noticing suspected emergency communicate to the security control room @ 258 &
9557021515 from any internal phone & personal mobile phone respectively.

2. Only 2 persons can declare Emergency

Site Head/Factory Manager (Incident Controller)

Shift Officer (In absence of Site Head)

3. Pattern of Emergency siren (Upon getting order for declaration, security control room operator
blow the siren)

Emergency blowing:-Blowing a high pitched continuous alarm for 5 min.

4. Assembly Points (After hearing emergency siren rush to the nearest assembly area)

Point No. 1: Near Admin block for (U:1)

Point No.2 : Near Gate No. 3 (U:2)

RB Mandatory "Health & Safety 8 Key Items to be followed by RB Employee

Emergency Preparedness and Disaster / Evacuation Plan

Personal Protective Equipment (PPE)

Confined Space Entry (CSE)

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 Lock-out and Tag-out (LOTO)

Hot Work

Working at Height (WAH)

Safe Operation of HOPT Trucks and Fork trucks.

Hazardous Material Handling

Safety Behavior

Personal Protective Equipment

Eye & Face Hazards are:

Flying objects such as wood, metal, plastic, stone fragments, and sparks

Splashes from chemicals, including acids and corrosives, and molten metal

Swinging objects such as machine parts, ropes & chains

Hearing Protection:
OSHA requires that employers measure workplace noise levels. If 8 hour time
weighted average exposures are 85 decibels (db) or more
Foot Protection: Foot hazards
Person should ware safety shoe at the all area except Admin office area.

Lockout & Tagout Permit System

Lock device applied to energy control point

A positive means to secure isolation point

All Individuals are responsible for their own lock & key .

Preferred method for Locking & Tagging & Follow SOP

Clearly Mention on Permit Name ,Date ,Time, Purpose of LOTO ,Location etc

Confined (Permit) Space Entry

OSHA Definition

Limited means of entry or exit

Not intended for human occupancy

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 May / could contain a hazardous atmosphere

Contains engulfment or entrapment hazards

Contains other hazards

Tanks, vessels, storage hoppers, pipelines, manholes, tankers, bins, excavations.

Hot Work /Confined Space Permits

Facility issued

Contractor issued

Supervisor prepares

Sign In / Out

Atmospheric testing

Hazard controls

Renew when expired

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REVIEW OF LITERATURE
The concept of Human Resource (HR) was introduced by Prof. L. Nadler (1969) in American
Society for Training and Development Conference. In India, Larson and Tubro Ltd., a private
sector company introduced this concept in 1975 in their organization with an objective of
facilitating growth of employees, especially people at the lower levels. Among the public sector
government companies it was BHEL which introduced this concept in 1980.
Fombrun, Tichy, and Devanna (1984) expanded these premises and developed the model of
SHRM, which emphasizes a tight fit between the organizational strategy, organizational
structure and HR system. According to him, political, economic and cultural forces are responsible
for an organizations mission and strategy. This explains these causal relations, which form the
tight fit between strategy, organization structure and HR policies and practices. On the basis of
mission and strategy, the shape of organization is structured, i.e., people are organized to carry out
different tasks to achieve the organizations mission.
In a survey of human resource development practices conducted by Rao, T.V. (1982) covering
fifty three different industries in India, following facts were observed. Seventeen organisations (32
percent) had a formally stated policy emphasises on human resource development. The thirty one
organisations (59 percent) did not have any formally stated policy on human resource development
but claimed to emphasis it. In five organisations, there appeared to be no such emphasis on human
resource development. Secondly, Twentysix organisations (49 percent) stated that their personnel
policies give high importance to the continuous development of their employees. Another twenty
one organisations (40 percent) stated that there is some emphasis on human resource development
in their personnel policies. Four of the organisations surveyed didnt seem to lay any emphasis on
human resource development in their personnel policies. Two did not respond. Thirdly and the
most 23 importantly, there was a separate human resource development department in the
organisations studied. This survey indicated a positive trend of using open appraisal system,
improving the training function, making up organisational development activities and using
employees counselling by an increasingly large number of companies.
Barney (1991) pointed out that firms could develop strategic capability and for attaining this, the
strategic goal will be to create firms, which are more intelligent and flexible than their competitors.
The human resource management function has emerged as one which act as differentiator among
various firms.
Hendry and Pettigrew (1990) proposed that a number of internal factors such as the organizational
culture, structure (positioning of HR), leadership, level of technology employed and business
output directly contribute to forming the contents of HRM.
Snell and Dean (1992) agreed that Human Resource Practices were the primary means by which
firms invested in their employees. Human Resource Management has moved its concern from
domestic focus to multi-national focus, more escalating concern for issues like ecological, health
care, and illiteracy. They also demonstrated that Human Resource Practices to be employee centric
and need to be business centric as well.
Kochan and Dyer (1993); Walker (1993); and Cusworth and Franks (1993) suggested that a firm
should aim at developing various HR practices as complementary to one another.

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Mondy and Noe (1993) suggested that activities and practices of HRM can be classified into six
domains:
i. Planning and recruitment.
ii. ii. Development and appraisal.
iii. iii. Compensation and reward.
iv. iv. Safety and health.
v. v. Labor relations.
vi. vi. Human resource research.
Amba-Rao (1994) carried on a study to explore the HRM policies and practices in a small group
of firms and industries in the Indian context. Semi-structured interviews were conducted with
HRM executives and general managers in ten firms in the Hyderabad metropolitan area in India,
to examine their HRM practices. The specific HRM functions considered under this study were:
staffing, performance appraisal, compensation, training, motivation and employee relations. In
examining the strategies, several contingency factors were also identified. These included the
firm's internal and external contextual factors.
The internal factors were:
(1) management style;
(2) degree of centralization of HRM strategies and their linkage with local subsidiary practices
in the case of MNCs; and,
(3) extent of professionalization and formalization of the HRM department.
The external contextual factors were:
(1) Government role;
(2) labour market conditions;
(3) organizational information net work
(4) market and technology;
(5) unions
(6) socio-political factors;
(7) industry, location or other firm specific factors.
The study found that the HRM departments had a visible role in policy and implementation.
Further, all the managers had reported involving line managers in implementing the HRM
function.
Loveday (1994) in his doctoral thesis titled A Study of HRM with special reference to
recruitment, selection and training of managerial and non managerial staff in the Nigerian Banks
stated that, The most important of all factors of production in business is the human factor

40
unlike the component part of a machine, the people who comprise a human organism, are
something more than just parts of that organisation. Flesh men and women with sentiments,
ambitions and needs of their own ranging are beyond the confines of the organisation. The extent,
to which these people serve the needs of the organisation willingly, enthusiastically depends upon
the extent to which the organisation serves their needs as aspiring human beings. He also added
that, the HRM strategies include job analysis, human resource planning and forecasting. Efficient
HRM ensures that systematic steps are used to recruit, select, train employees so as to show them
the ladder by which they can attain their desired goals.
Huselid (1995) mentioned in one of his studies that the personnel selection, performance appraisal
incentive attitude assessment compensation, job design, grievance procedures, information
sharing, labour management participation recruitment efforts, employee training, and promotion
criteria are the major HRM practices which prevail in an organisation.

Pfeffer (1998), in his study, mentioned about employment of the various HR practices such as
security, selective hiring of new personnel, self-managed teams, decentralization of decision
making as the basic principles of organizational design, extensive training, comparatively high
compensation contingent on organizational performance, reduced status distinctions and barriers,
including dress language, office arrangements, and wage differences across levels, and extensive
sharing of financial and performance information, compensation practices throughout the
organization, placement practices, training practices, employee grievance procedure, performance
evaluation practices, promotion practices. All such practices are needed for growth of the
organisations. He concluded that having good HRM is likely to generate much loyalty,
commitment or willingness to expend extra effort for the organizations objectives.
Stone (1998) remarked that HRM is either part of the problem or part of the solution in gaining
the productive contribution of people. The above quotes suggest that organizations need to
effectively manage their human resources if they are to get the maximum contribution from their
employees.
Wright and Snell (1998) made an important observation that most of the Human Resource
Management Models consisted of fit components, which included Human Resource
Management Practices, employees skills and behaviour and flexibility. The fit components
focused towards responding to a variety of competitive needs required for strategic and
nonstrategic considerations.
Kay (1999) also supported this by adding that the Human Resource Strategy must be an integral
to organizations strategic processes contributing towards organizations overall performance. It
was analyzed that the organizations relationship with environment could be handled with the help
of suitable strategies.
Anantharaman and Zabid (1999) conducted a study on Human Resource Management Practices:
Perceived Organizational and Market Performance, in the Malaysian furniture industry. The study
found that managerial and non-managerial employees did not differ in perceived organizational
performance; the managers perceived higher market performance unlike the non-managerial staff.
The result of the t-test indicated that the two groups didnt t differ in perception of human resource

41
management practices except in information sharing, employee participation empowerment and
symbolic egalitarianism.
Guest (1999) suggested the best Human Resource Practices that included: job design in such a
manner that employees have the responsibility and autonomy to use their knowledge and skills;
selection process framed to carefully identify best potential; training as an on-going activity; two-
way communication process to keep everyone informed; and employee participation to increase
employees awareness about the implications of their actions, for the financial performance of the
firm. Guest proposed a simple model (Figure 2.1) of Human Resource Management and
performance which suggested that Human Resource Practices influence directly to an employee s
level of commitment towards his performance, which in turn has an impact on the organization s
financial performance as an outcome.

Wood (1999) distinguished four different fits in his study based on the views given by various
authors particularly in the area of Human Resource Strategy:

Fit between Human Resource Strategies and the business known, as strategic fit;

Fit between a coherent set of Human Resource Practices and systems within the organization,
known as organizational fit

Fit between Human Resource Strategies and the organizations environment , known as
environmental fit;
Armstrong (2000) explained HR policies as continuing guidelines vis--vis the approach which an
organization intended to adopt in managing its valued assets, i.e. the people. The HR policies
dictate philosophies and values as to how people should be treated. Budhwar (2000) gave an
overview of human resource management and the strong existing pattern of human resource
practices in India with the specific objective of identifying the main contingent variables and
national factors that influence Indian human resource management policies and practices. The
investigation was based on a questionnaire survey carried out in one hundred thirty-seven Indian
firms in manufacturing sector. Drawing from the literature, the influence of seven contingent
variables on four sets of human resource management policies and practices were examined. The
contingent variables included human resource strategy, size, age, and life-cycle stage, ownership
of organization, industrial sector and union membership. Apart from this, the study empirically
examined the impact of four human resource strategies on human resource function: cost
reduction, talent improvement, talent acquisition and effective resource allocation. The impact of

42
national factors on human resource management policies and practices was examined by asking
the respondents to allocate a maximum of 100 points to different aspects of national culture,
national institutions and dynamic business sector. The result showed that organizations, in the
mature life cycle stage, were likely to adopt an annual career development interview scheme for
the training and development for their employees.

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FINDINGS

Initially it was not so possible to distribute the responsibilities of the employees but with the
introduction of the proper HR manual what I felt during my internship is that because of HR
manual employees were provided with their responsibilities and obligations.
I came to know that there was a system of OHS (occupational health & safety) policies documents
which was all about the direct access of the employees to this OHS documents.
There was the proper system of health and safety which involved the proper information,
instruction and the training of the employees.
The main part of this entire HR manual is the policy statement which aimed at health and safety
of the employees and protecting them from the risks arising from work activities, safe plant
equipment and system of work.

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Bibliography
Google
RBs website
RBs leadership team.
RBs HR team
HR manual for other company like-VVF(india)Ltd.

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