Key strategic objectives (filled by hay group) Long term securitization of raw material supply

How ( Key result areas)

Weightage

Key accountability

Metric (suggested)

Target for FY 1112(Expected Results)

Identify opportunities to secure ownership of raw material within India and abroad Long term raw material locking with supplier to ensure uninterrupted supply Implementation of feedstock conversion for production

Commercialprocurement

Commercialprocurement 5% Projects

Process Optimise production capacities

Back ward integration to enhance raw material storage capacity and optimise logistics Identify opportunities for green field and brown field expansion and improved logistics support Ensure asset utilisation by optimising existing production capacities Debottlenecking of existing capacities through retrofitting and revamping and continuous improvement Ensure availability of funds to support expansion and capital expenditure for future growth at lowest cost Expand distribution and dealership productivity

Projects

Timely availability of raw material to support business plan due to new Timely availability of raw material to support business plan Timely implementation of gastification projects no of sources of raw material identified Timely completion of projects % increase in production capacity by X% % increase in production capacity by X% % improvement in production % achievement of energy efficient targets Timely availability of funds at lowest cost % increase in sales Within 18 months

10%

MD special projects

5%

Operations

Operations

Finance

Strengthen 10% distribution network People/capability Enhance Training of field marketing staff 10% marketing to expand product portfolio capabilities to strengthen Attract train and Tie up with technical institutes for 5% retain talent hiring skilled resources Provide an Build robust training programs enabling and for skill development performance oriented culture Provide an Develop long term incentive plan enabling and for key emloyees performance oriented culture Organisational Ensure employee satisfaction 5% capability enhancement future growth Robust succession planning for key business areas

Commercial function marketing Commercial function marketing

% increase in sales no of training mandays Number of inducted No. training hours People

HR Operation /HR

HR/MD

Attrition Rate

All function head

Employee satisfaction scores

MD

Identified successors for all key positions

Performance focus

key strategic objectives (filled by hay group) Achieve....YOY growth and gain 20% market share

How (key result areas)

Weight age

Key accountability

Metric (suggested)

Financial

Minimise cost

Customer

Expand product mix of fertilizers

One stop shop as agri service provider

Enable improvement in farm yield

Sustain and gain market share across product categories Achieve revenue profitability and margin targets in fertilizers and agri services business as per budget/product wise Minimise inbound logistics and import cost of finished products Achieve energy efficiency targets from operations Long term imports agreement for cost leverage-raw materials and finished products Minimise operations and maintenance cost Minimise logistics cost Develop new grades to improve farm yield Tie-up with global producers to import micronutrients Identify opportunities in agricultural space to expand product basket Tie-up with global producers to import quality hybrid seeds, agro chemicals and pesticides Educate farmers to enhance agriculture productivityfarmers contract programmes Development of model farm

10%

Commercial functionmarketing Commercial functionmarketing

Market share across product categories Profitability of product mix margins from traded business

Target for FY 1112(expected results) 10% market share Minimum margin of rupees 500 per traded product

5%

10%

Commercial procurement

Rupees per tonne

5%

Operations

Energy efficiency targets Rupees per tonne

Commercialprocurement

Operations

Rupees per tonne

5%

Commercialprocurement Commercial functionmarketing/technical services Commercial functionmarketing Commercial functionmarketing

Rupees per tonne No. Of new grades produced for commercialisation % increase in product sale % increase in product sale % diversification in agri services business % increase in product sale % diversification in agri services business Success of farmer contact programmes- % participation Success of farmer contact programmes- % participation No. Of new grades produced for commercialisation

5%

Commercial procurement

5%

Commercial functionmarketing

Commercial functionmarketing

Establish soil testing labs to develop new grades

Commercial functionmarketing

1.

PERFORMANCE APPRAISAL SYSTEM

Performance appraisal process focuses on the goal setting approach throughout the organisation. Performance appraisal helps the clarity and understanding of the roles and responsibilities of the employees. It increases organisational effectiveness and also has positive effects on recruitment. The process of performance appraisal involves the setting up of standards which will be used as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the standards. The employees should be informed and the standards should be clearly explained to them.

This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators. The last step of the process is to take decisions which can be taken either
to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers etc.

OBJECTIVES To inculcate performance culture To identify talent gap To identify training need To decide compensation Succession planning

PERFORMANCE APRAISAL MANAGEMENT SYSTEM MANAGERIAL ATTRIBUTES Attribute 10 9 8 7 6 5 4 3 2 1

Job knowledge Understanding of activities for which the employees is currently responsible policies and procedures applicable for his work Cost/ profit Consciousness Endeavours towards optimum utilization of available resources and elimination of waste. Generating money making ideas

excellent Excellent knowledge of his job and related functions

Very good Good Knowledge of his own job. Fair Knowledge of related functions

good Adequate knowledge of his own job. Keen to learn.

Unsatisfactory Knowledge of job much below what is required. Makes no effort to learn.

Always makes optimum utilisation of resources. Constantly reduces cost, eliminates waste and makes suggestions to improve profitability

Generally makes optimum utilisation of resources and endeavours to reduce cost and wastage

Utilises resources well and conscious of eliminating waste.

Wasteful in utilisation of resources and not interested in cost reduction.

Planning, organisation and control Effectiveness in anticipating work in logical order and devising efficient methods to attain predetermined plans

Exceptional ability to anticipate future needs and works in logical order to meet plans and monitor system to accomplish Optimum results.

Anticipates work needs and prepares action plan. Good in arranging work to meet plan and accomplish desired results

In systematic and result oriented. Good organiser and effectively plans his work

Very unsystematic and not methodical in work. Does no planning at all

Initiative/ Drive/ perseverance Self reliant and has ability to move forward without outside direction. Basic urge and energy to get things done.

Always selfreliant and exceptionally good at applying mind to get things done. Is a self-starter. Closely follows up to competition.

Never waits to be told for getting things done. Overcomes obstacles independently. Good follow up.

Thinks out and thinks independently. Requires instruction occasionally. Follows up for action.

Always requires to be told. Does not apply mind to get things done. Poor follow-up.

2.

MANPOWER PLANNING
To understand the needs of the Indian farmer, Zuari seeks people who can closely work with farmers, interacting with them and discerning how the company may serve them best. In doing so, the company hopes to ensure that both farmers and employees of Zuari grow towards achieving common goals and bettering the Indian farming scenario as a whole. The Zuari team truly believes that manpower is its most valuable asset. Zuari constantly undertakes various programs to train existing talent and entice new talent into the Zuari family. The manpower planning process is involved in the identification of the gap between what is the current business situation/current manpower and what is the future business situation / manpower needs and developing a plan to fill the gap with Number of additional workers/staff/managers etc. Skill of different levels Flexibility in job handling Achieving equal employment activities Lifting the experience level Improving capabilities foe performance Increase potential of people Training etc

Manpower Resources For recruitment of suitable personnel, candidates are drawn from the following resources Internal Candidates Employment Exchange Application on Active Files Campus Interviews Advertisements in newspapers ( Economic Times, Navhind Times, Times of India )

Placement Agencies Company Website

The Management periodically reviews its manpower requirements for the year. The HR Division co- ordinates recommendations of various sections for their manpower requirement and obtain management approval. Special approvals of Management committee may be obtained for certain additions/deletions during the year.