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Submitted in partial fulfillment of the requirement for the Award of the degree of MBA

Submitted by PRATIBHA GUPTA 1007570050 MBA III Sem Submitted To Ms. RK Tyagi (HOD MBA Department) 1007570042 MBA III Sem

I acknowledge the sincere assistance provided to me from several rather unexpected quarters during the course of execution of this study. It would be a mammoth task to place on record my gratitude to each and every one of them but a whole hearted attempt would be made nevertheless, least I be branded ungrateful. I am extremely thankful to for giving me an opportunity to undergo training in and making my stay at a memorable learning experience. Where the emotions are involved words cease to work. I am deeply indebt to --------------------- for her encouragement, affections, valuable advice and guidance that helped me to complete this project successfully.

1. Executive Summary 2. CHAPTER-1. Introduction 3. CHAPTER-2. Company profile (including SWOT analysis) 4. CHAPTER-3. 3.1 Objectives of the project 3.2 Importance and scope of the project 5. CHAPTER-4. Literature Review 6. CHAPTER-5. Research Methodology 5.1 Research Design 5.2 Data Collection 5.3 Limitation 7. CHAPTER-6. Data analysis and interpretation 8. CHAPTER-7. 7.1 Findings 7.2 Conclusion 7.3 Recommendations & Suggestions 9. Appendices 10. Bibliography



Recruitment is the discovering of potential applicants for actual or anticipated organizational vacancies. Certain influences constrain managers in determining recruiting sources such as image of the organisation, internal policies, attractiveness of the job, union requirements, government requirements and recruiting budgets.

Popular sources of recruiting employees include internal search, advertisements, employee referrals, employment agencies, schools, colleges and universities; professional organizations and casual or unsolicited applicants. In practice, recruitment methods appear to vary according to job level and skill.

Proper Recruitment can minimize the costs of replacement and training, reduce legal challenges, and result in more productive workforce. The primary purpose of Recruitment activities is to predict which job applicant will be successful if hired. During the Recruitment process, candidates are also informed about the job and the organisation.


Sugar Industry in India is well developed with a consumer base of more than billions of people. It is also the second largest producer of sugar in the world.

There is around 45 millions of sugar cane growers in India and a larger portion of rural labourers in the country largely rely upon this industry. Sugar Industry is one of the agricultural based industries. In India it is the second largest agricultural industry after textile industry.


India is the second largest producer of sugar in the world after Brazil and is indulged in the production of cane sugar and not beet sugar. It produces approximately 22 million tons of sugar annually. The major states that are producing sugarcane in India are: Maharashtra Uttar Pradesh Karnataka Tamil Nadu Andhra Pradesh Gujarat

These states contribute around 85% sugarcane production of the country. The other important producers of sugar in the country are Assam, Bihar, Gujarat, Haryana, Kerala, Madhya Pradesh, Orissa, Punjab, Rajasthan and West Bengal. The production of sugar in the country highly depends upon the availability of sugarcane. The leading producer of sugar is Maharashtra producing about 6 million tons of sugar followed by Uttar Pradesh

and Karnataka. Uttar Pradesh constitutes the maximum area covered and the sugarcane production in the country. Two grades of sugar namely S-30 and M-30 are produced in India; grade S-30 dominating the share in total production. The production of sugarcane in India has increased during the last ten years and is still on an increasing trend. The productivity of sugarcane in the northern areas of the country is lower than the productivity in southern areas. In India, sugar is grown over 4 million hectares of land

As history foretells, India had been connected to sugar for a long time. In fact, it is known as the place of origin of sugar. India maintains this reputation of sugar connection by producing the second largest quantity of sugar in the world and also being the largest

consumer of sugar. Indian sugar industry is the largest processing industry for agricultural products constituting of both organized and unorganized sectors. India had been the largest producer of sugar in the world for 7 out of 10 years but now Brazil has taken a lead from India. Indian production from both the sectors sums up to 22 million tons. Indian share in the worlds total production has shown an increasing trend in the past few years and currently India is contributing to around 16%. The country has been indulged in the production of cane sugar rather than beet sugar as Indias tropical weather conditions support sugarcane production. Maharashtra holds the lead in the production of cane and sugar in the country. The consumption level of sugar in India reaches up to 18.5 million tons annually making India the largest consumer of sugar in the world. This demand and consumption level is still showing a rising trend. The government largely controls the demand and supply of sugar in India and the prices fluctuate according to the government releases of sugar. India had been an exporter of sugar but the export-import policy depends on the production-demand mismatch in the country. The crushing period difference between India and other countries gives an advantageous edge to Indian exports. Exports from India show a rising trend as a result of the upcoming policies of free international trade. The trade figures of India correspond to the mark of 1.5 million tons. The Indian sugar industry has successfully satisfied the domestic demand till now. That is why India no imports of sugar were done during the past few years.


As to the statistics there were a total number of 571 sugar factories in India as on March 31, 2010 compared to 138 during1950-51. These 571 sugar mills produce a total quantity of 19.2 million tonnes (MT).

Trends in Indian sweetener/sugar production and consumption

40 35 30 25 20 15 10 5
1980- 1982- 1984- 1986- 1988- 1990- 1992- 1994- 1996- 1998- 2000- 2002- 2004- 2006- 2008- 201081 83 85 87 89 91 93 95 97 99 01 03 05 07 09 11 Sugar Consumption Sugar production Sweetener Consumption Total Sweetener production

In addition to the economic cycle, outline above, natural cycles, such as climate variation, water availability and pest attacks, also affect sugar cane production. In the current sugar cycle, production of sugarcane was affected on account of higher realizations from other food crops such as wheat, paddy and oil. With two years of excessive sugarcane/sugar production, the cycle is turning into lower production in the sugar year 2008-09. With rising consumption and linkages with world sugar markets, these cycles are becoming shorter and more volatile.


WORLD SUGAR BALANCE 2009/10 2008/09 Change in min t 4.678 2.432 in % 3.07 1.48

(mln tonne, raw value) Production Consumption Surplus / Deficit Import demand Export availability End Stocks 157.160 166.585 -9.425 54.281 52.156 53.068 152.482 164.153 -11.671 50.068 50.070 60.368

4.213 2.086 -7.300

8.41 4.17 -12.09



Production (Tonnes)





People's Republic of China














United States






Factors pertaining to the climatic conditions and rainfall Production of sugarcane in the country Sales of sweets including candies and confectioneries Political factors Technological changes resulting in development of new uses of sugar Income of the consumer


Sugar Industry in up
Uttar Pradesh Sugar Industry is one of the largest sugar industries in the Indian economy. The lavish measures in form of new promotional policies for the Uttar Pradesh sugar industry by the state government of Uttar Pradesh was introduced at a time when it was much needed to further boost the growth of the Uttar Pradesh sugar industry. The improvements in the plant capacity and the introduction of new techniques which enables the optimization of the existing plant capacities has the further made the growth definite.

With the new promotional policies of the Uttar Pradesh sugar industry, the investors have already starting eying the future prospects. There are 20 more sugar processing units are coming up as a part of Uttar Pradesh sugar industry. The existing companies under the Uttar Pradesh sugar industry are planning an investment pertaining to expansion of about Rs 4,000 crore. At present the major companies in the Uttar Pradesh sugar industry are BalrampurChini, Simbhaoli Sugars Ltd., Bajaj Hindustan Ltd., etc. A batch of Brownfield and Greenfield expansion projects has already started their activities of crushing cane. The increase in the capacity would help the Uttar Pradesh sugar industry to churn out an extra 140,000 tons of crushed cane everyday to the existing 2.5 million tons of sugar produced within a few years time. The total sugar production under the Uttar Pradesh sugar industry would lead to 7.5 million tons, making Uttar Pradesh the biggest manufacturer of sugar in India.

The Uttar Pradesh sugar industry has a bright future as one of the prospective players in the global sugar market. The demand for sugar across the world has been growing exponentially. The Uttar Pradesh sugar industry with its capacity can cater to this international demand. The advantages of the Uttar Pradesh sugar industry are that the cost


of production is quite low and the climatic conditions and the conditions of the soil are favorable to the sugarcane production. The region of India where the state of Uttar Pradesh lies is one of the most fertile lands in India called the 'doab'. This is an extremely fertile belt of lands between the rivers Ganges and Yamuna. To boost the production of the Uttar Pradesh sugar industry, the government of Uttar Pradesh is likely to set up a research and development unit which would develop better quality sugarcane plants to have better yield and diseases-resistant crops to ensure that the industry has a sustainable growth. The geographical position of the state of Uttar Pradesh is one of the key advantages as it is very easy to access. With all these developments the Uttar Pradesh sugar industry can meet the increasing domestic demands in India, which due to the improvements in the economic conditions and the rise in the general income level. The present consumption of sugar is nearly 19 mt annually and it may go up to 24 MT on a yearly basis. COMPANY PROFILE

Simbhaoli Sugars Limited (SSL) is one of Indias leading sugar, power and alcohol business company. In the 75 years of its existence SSL has emerged from single sugar unit into multi-location sugar units and distilleries group. SSL has three large sugar complexes in Northern India producing broad spectrum of all products possible from sugarcane. Simbhaoli and Brijnathpur Sugar Units combined is the largest sugar refinery in the Country producing raw sugar and 45 i.e. refined sugar, pharma grade sugar and number of specialty sugars. SSLs distilleries produce Rectified Sprit, ENA, etc. SSL is one of the largest producers of ethanol in Northern India catering to the requirements of ethanol doping in petrol by Oil marketing companies like Indian Oil, Bharat Petroleum and Hindustan Petroleum. SSL is also one of the largest players in Co-generation of bioelectricity from sugarcane bagasse and exporting the power to U P Power Corporation.

SSL also produces huge quantity of organic manure branded as SOM. SSL has a presence in the market for its products of sugar and IMFL. SSLs sugar brand TRUST is one of the most popular brands for specialty sugar in retail, F&B and institutional buyers. SSLs IMFL products are preferred brands in many States across the country.

HISTORY: Simbhaoli Sugars Limited (SSL), formerly known as The Simbhaoli Sugar Mills Limited (SSML), a 75 years old company is reinventing itself as a growth oriented, innovative and customer facing enterprise. A culmination of a process that started at the turn of the century, SSL has transformed itself into a leaner, fitter and stronger corporation. The Company has evolved a de- risked growth model that mitigates the volatility of the commodity market by investing in the diversified revenue streams, stringent quality and branding, in a cost effective manner.


Simbhaoli Sugars Limited (SSL) was established as a partnership firm in 1933 with a 400 TCD (tones of sugarcane crushed per day) sugar unit at Simbhaoli in Western Uttar Pradesh region of India. It was incorporated in 1936 as a private limited company. The company went public in 1989 and has followed a stable growth strategy in its business. In the year 1992 it acquired a distillery and converted its Simbhaoli sugar plant into a sugar complex.

As we celebrate the 75th birthday of our Simbhaoli Sugar plant, it'sa matter of great pride to look back on the defining milestones in our seven decades plus existence. Established


by SardarRaghbir Singh Sandhanwalia in the village that goes by its name, Simbhaoli was one of the earliest sugar plants to be set up in western Uttar Pradesh. Over the years, SSL set industry trends for technology, professional management, product quality, research and innovation efforts, covenant with farmers, corporate social responsibility initiatives and welfare schemes for employees.


To be an environment friendly, stake holder centric, innovative, professionally managed, Integrated sugar refining company with low Cost global technologies producing range of value added products.

The 75th Year of Simbhaoli Sugar Plant..

Simbhaoli Sugar plant is celebrating its 75th year of commercial operations during the year 2007-08. The plant was started on January 25, 1933 with a moderate capacity of 400 TCD. Today, it is one of Indias leading producers of high quality refined sugar, alcohol, ethanol, co-generated power and bio manure.

Operating Units/capacities:



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Since 2006-07 crushing season, Simbhaoli Sugars operates three technologically advanced sugar manufacturing facilities at Simbhaoli, Brijnathpur and Chilwaria, all located in the sugarcane-rich state of Uttar Pradesh. The Companys sugar facilities have a total installed sugarcane crushing capacity of 20,100 tons of cane crushed per day (TCD) and are capable of manufacturing up to 300,000 metric tons per annum (MTPA) of sugar. At the Simbhaoli and Brijnathpur facilities, the Company has adopted a new sugar refining process called DRPIE (DefecoRemeltPhosphotation and Ion Exchange), that is known internationally as one of the best sulphur-free purification processes for producing

refined sugar. The sugar produced conforms to European Union standards. The sugar facilities are highly efficient, with a sugar recovery rate (the amount of sugar produced to sugarcane consumed) of around 10% (averaged over the last five sugar seasons), which the Company believes is amongst the highest in the region. The Chilwaria facility is an energy efficient sugar plant and saves a part of the bagase produced during sugar production for use in co-generating power.


The Company is led by an experienced management team under the guidance of its Chairman, Mr. Gurmit Singh Mann, who has over 30 years experience in the Indian sugar industry. Mr. Gurmit Singh Mann, Chairman and Managing Director, is ably supported by his talented executive team.


Name of Director Mr. Gurmit Singh Mann Mr. Gurpal Singh Dr. G.S.C. Rao Mr. Sanjay Tapriya

Directorship Chairman and Managing Director/ Promoter Executive/ Promoter Executive, Chief Operating Officer Executive, Chief Financial Officer


Mr. S. K. Ganguli Mr. S. C. Kumar Mr. Naveen Atrishi

Independent Independent/ Non-Executive Independent (Nominee ICICI)


The Board of Directors is responsible for overall management, control and supervision. The Chairman and Managing director is assisted by the Deputy Managing director, Executive Director and Director Finance for carrying out day-to-day management under the supervision, direction and control of the Board. The Company has employed a number of professionals in various areas of management:

Name Dr. G. S. C. Rao Mr. Sanjay Tapriya Mr. Indip Singh Bhatia Mr. Naveen Tyagi Mr. Ajay Verma Mr. R. K. Singh Mr. A. K. Srivastava Mr. S. C. Reddy

Designation Chief Operating Officer Chief Financial Officer Unit head Simbhaoli Plant Unit head Brijnathpur Plant Unit head Chilwaria Plant Unit head Simbhaoli Distillery Corporate head, Technical Corporate head, Agriculture and sugar cane


Mr. Sunil K. Gupta Mr. A. P. Singh Mr. Shiv Sinha Mr. Rajiv Bhatia Mr. Dilip Jain Ms. GursimranKaur Mann Mr. Kamal Samtani

Corporate Head Accounts and Finance Corporate head, Cogeneration Head Marketing (Premium Spirits) Head Marketing (Sugar) Head Project Development Head Business Promotion

Company Secretary





Simbhaoli Sugars has been implementing its growth plan involving capital expenditure in the expansion of sugar, alcohol, bio- fuel and bio power capacities. As part of the future growth strategy, it has developed the practices to fulfill its corporate and social responsibilities to various stakeholders and believes in adopting good governance, which is founded upon the principles of transparency, monitoring, accountability, growthoriented approach, trusteeship, corporate citizenship and environmental consciousness. At the core of the governance is the Board of directors, who acknowledges responsibilities for servicing and protection of the long-term interest of all the stakeholders. The process consists of various business practices, which not only results in working towards sustainable and least risk earning model and enhancing shareholders wealth but also enables the Company to fulfill its obligations towards its suppliers, customers, employees, lenders and to the society in general.

The Companys corporate governance norms fulfill business ethics as an enabling and facilitating process encompassing all its functions at different levels. The management follows the policies of compliance, protection of the rights and interests, equality in dealing with all the shareholders, act as a trustee of shareholders capital, transparency in business dealings, timely disclosures, effective internal and external communication, strategic guidance and monitoring and the accountability to the Company and its shareholders. The Board has the necessary authority and practices in place to review and evaluate the operations conducted by the Company. It allows the Board to take decisions that add value to the stakeholders.



Simbhaoli Sugars has transformed from a manufacturing company to a manufacturing plus retailing organization. During the last five years it has created a number of brands/ products in its sugar and alcohol segments. Achieving the highest levels of quality and to meet the customers expectations have been major driving forces of its brand initiatives. Simbhaoli Sugars continue to promote and develop new brands under its specialty sugar segment during the year. The Trust brand of premium white sugar (refined) has been relaunched under the new consumer friendly pack. In addition, the Trust brand has been extended for brown sugar, sugar cubes (white and brown), icing sugar, table sugar, breakfast sugar, sugar sachets and tubes, institutional, retail, and economy packs etc. The Company has commenced manufacture of pharma sugar, which is supplied to the pharmaceutical companies. During the year, it has launched candy sugar (Mishri) for bulk as well as retail market. Further large bulk buyers viz. Coca Cola, Pepsi, Haldirams and GlaxoSmithkline continued to purchase white refined sugar of the Company on regular basis. In the retail segment departmental stores, Indian Railways, Airlines, luxury hotels, restaurants, vending companies, Government agencies, coffee houses, foreign embassies etc continued to remain the regular buyers of the specialty sugar products.


Simbhaoli Sugars aspires to be one of Indias largest sugar and sugar by-products companies, while at the same time pursuing a strategy of least business risk. In order to achieve these objectives, the Company has the following business strategies:


a) Diversify Revenue Base: de- risking of traditional business model:

To benefit from the expected growth of markets, improve operational efficiency and economies of scale, Simbhaoli Sugars has expanded its co-generation and distillation capacities in its Simbhaoli facility, and developed its Chilwaria facility into a fully integrated sugar complex through the addition of an ethanol distillery and is expanding its current co-generation power plant units (refer capacity expansion table).

b) Expand Sugar Manufacturing Capacity:

The Company has expanded its Simbhaoli and Chilwaria sugar facilities and has

successfully commissioned a Greenfield sugar manufacturing facility in Brijnathpur. The Companys sugarcane crushing capacity has been increased from 11000 TCD to a total capacity of 20,100 TCD.

c) Diversify Sugar Product Range:

The Company plans to supply a more diversified sugar product range to meet the specific needs of a broader customer base. Additional sugar products include rock, flavored and breakfast sugar, which are brought to market in fiscal 2008.

d) Pursue Strategic Acquisitions and Minority Investments:

Simbhaoli Sugars may pursue selective strategic acquisitions and minority investments to augment its capabilities, broaden its product offering, or achieve greater raw material security.



Aim of being not only a manufacturer but a large trader of sugar and allied:

Production being at 27 MMT, Last years closing stock of around 10 MMT, takes the total output to about 37 MMT for the year. Assuming a consumption of 21 MMT, export of 3 MMT and buffer stock of 5 MMT, there would still be a comfortable 8 MMT as the closing stock. Thus, with high production and stock, Simbhaoli is aiming of continuing not only a miller but a trader as well. In adverse conditions like monsoon it can look at various options of moving the cargo from Ports like Mumbai, Kandla, and Tuticorin etc. Government is encouraging industry by giving export subsidies which can make Indian sugar much more competitive in the world market. Thus, with all this production and the subsidies available, the Company is in a cost benefit situation and can export much more than what it is expecting will be traded. Better infrastructure support: During the harvest season, sugar mills operate round the clock processing raw cane into sugar and other products. A high level of cooperation is required between farmers, harvest contractors, transport contractors and mill managers to make sure the mill receives a steady stream of fresh cane. Simbhaoli Sugars uses an integrated supply chain model to improve its efficiency and cost-effectiveness. Risk mitigation and hedging:

The company has a futures desk active in the market and processing information through the plants. This helps in taking the right decision and steps on time so that we are able to hedge our positions and avoid many market risks. It hedges all the trading operations and

takes proper care of the insurance both transit and warehouse. It follows Standard Operating Procedures to ensure the smooth execution of the contracts. In order to maximize returns SSL is making constant efforts to increase the accessibility to the available markets. It stays updated in the forex markets through the forex desk. It has also commenced trading operations on the International sugar exchanges.

Manpower support:

The trading and exports division of the company works as an independent business section of the Company. It has a dedicated team of people experienced and trained in the fields of Accounts and Finance Futures Trading Indian Sugar Industry Global Sugar Industry Logistics and Documentation Contract Management Risk Management Domestic Trading Sugar Production and Quality Supervision details

The division publishes a weekly market report detailing the information and analysis from the Local and International markets that week.


Certificates Granted (HACCP, ISO, HALAL, Star Export House):

The Company is ISO 9000, 14001 and HACCP certified which helps in selling the sugar better in the International market where there is continuous demand for premium and hygienic products. The Company has also been granted status of Star export house vide certificate of recognition issued by Government of India, Ministry of Commerce and Industry. Some Muslim countries require certificates like Halal and we are certified for the same e.g. Indonesia one of the largest importers of refined sugar requires imported sugar to be Halal certified.

Domestic Trading:

SSL is always on the lookout for the domestic rake movements mainly, between the major trading areas like MH Kolkata, UP etc through a well established network with millers, traders and buyers that enables it to navigate the domestic market efficiently.


SOM (Simbhaoli Organic Manure) is high quality organic manure produced by aerobic composting process under windrow system that uses sugarcane press mud & distillery biproducts treated with distinctive micro-organisms. SOMs ingredients are derived from environmentally safe natural ingredients and no Genetically Modifiedsubstance is used in our Bio- Composting. SOM is certified organic by IMO (Institute forMarket logy) Switzerland under NPOP program as per European standards (EC-2092/91). It has also got certified for National Organic Standards by Agricultural & Processed Food Product

Export Development Authority (APEDA), Ministry of commerce, Government of India.


The New York Board of Trade is the designated futures market and exclusive global marketplace for Sugar No. 11sm futures and options on futures contracts, and Sugar No.14sm futures. The world comes to NYBOT everyday to price this critical commodity, and market users can access real time sugar prices direct from the NYBOT trading floor through NYBOT Since the Company is trading internationally and operating on the NCDEX as well, it has become vital for it to trade on these exchanges.


Till now SSL was exporting bulk sugar but now it is entering into retail trade also. It has started exporting its own specialty sugar into the international markets.


The Company is a responsible corporate citizen and has worked out a number of programmes for the social development in the area of its operations. It has set up a school, farmer service centers, fair price shop and carrying out a number of programmes for local area development including roads maintenance, drinking water, medical and family planning camps etc. On account of these reasons one can see the better development and prosperity in and around the areas in the vicinity of the Simbhaoli Sugar complex.





Simbhaoli Sugars has built strong relationship with over 120,000 sugarcane farmers, which are critical to any sugar companys success. The Companys impetus on sugarcane R&D has been a key driver of its sugar divisions operational performance and relationship with farmers. Research farms at each facility conduct extensive sugarcane crop analysis, and monitor disease and pests. The results, which are fed back to farmers, Simbhaoli Sugars has successfully developed a bio-pesticide that enhances the quality and yield of the sugarcane crop and is distributed to farmers free of charge. Additionally, the research laboratory have also led to the development and manufacture of pharmaceuticalgrade and specialty sugar products, such as sugar cubes, brown sugar, icing sugar, table sugar and sugar sachets, targeting the hospitality and tourism industries.



Bagasse, the fibrous portion of sugarcane, is burned in power plants onsite to co-generate heat and electricity which can be utilized for captive consumption by the sugar manufacturing facility as well as for sale to state electricity boards and other companies. Currently, the Companys facilities at Simbhaoli and Chilwaria have co -generation plants producing 50.00 MW/hr of bio-electricity, of which 27 MW/hr is exported to U P Power Corporation Ltd. This surplus will go up to 36 MW/ hr by the beginning of 2008-09 seasons. SSL adopted Clean Development Mechanism (CDM) in its Sugar Unit at Simbhaoli. It is one of the few sugar units in the country to get registered as CDM project in United Nations Frame Work of Convention for Climate Change and generating Carbon Emission Reduction (CER) and getting verified yearly to earn revenue.



Molasses, a liquid by-product of sugar production, can be used for the production of alcohol and ethanol. The Simbhaoli facility houses a distillery with a capacity of 90 kiloliters per day (KLD), which is capable of producing up 60 KLD of ethanol, 25 KLD of potable liquor and 20 KLD of extra neutral alcohol (ENA). In addition, 30 MT per day of carbon dioxide is also recovered and sold, providing additional revenues. The technologically advanced ethanol plant is fully automated and employs the new generation molecular de-hydration sieve technology. ENA is a raw material used for manufacturing high quality potable liquor, including whisky, rum, and gin. This potable liquor is sold in northern India under the Hunters/Simbhaoli XXX (rum), Seven Knights (Whisky), Seven Knights Lemon flavor dry Gin, Gorki (Premium Vodka) and Ice Blue Tango. These brands have been developed after extensive research (product and packaging) and as per the choice and taste of consumers. Under the country liquor category the Company is creating brand awareness and promotion plan for its brands for the first time in the state of Uttar Pradesh. The Chilwaria distillery has a capacity to produce 60 KLPD of Fuel Ethanol with an optionally to produce ENA/ RS of same quality.



Press-mud, another by-product of sugar production, when combined with treated effluent (a waste product of the distillation process) is used to manufacture bio-manure. The Simbhaoli and Chilwaria facilities house bio-manure plants with production capacity of 34,000 MTPA. Marketed under the SOM (Simbhaoli Organic Manure) brand name, the bio-manure is sold both to farmers and domestic consumers across northern India. The Companys research has shown that the use of SOM increases crop yields. Further, the Company has diversified into organic manure products such as bio-enzymes, which are an additional potential revenue source.



The SSL has two Fuel ethanol plants having an aggregate capacity of 120 KLD. This will further go up to 180 KLD by March 2008 with the commencement of Brijnathpur Distillery. The technologically advanced ethanol plants are fully automated and employ the new generation molecular de-hydration sieve process. These plants have the option to produce ENA with minor modifications, if desired, meeting the international standards. SSL is one of the largest suppliers of anhydrous Ethanol to Oil Marketing Companies like Indian Oil Corporation, Bharat Petroleum and Hindustan Petroleum.



Improvement in the cane yields is being emphasized by improved agri practices and seed replacements. This will benefit both the farmer and the Company. Schemes are implemented along with banks having presence in the area to facilitate credit to farmers for meeting the money requirement for this purpose. SSL is already acting as a catalyst to rural growth through channel partners with various banks in its cane areas. Presently disbursing over Rs. 50 Cr p.a. to cane farmers. Multi cropping of 17 crops including oil seeds with sugarcane cultivation in an area of over 10,000 hectares (shall go up to 50,000 hectares in three years). As a result of these measures, there has been an increase in the earnings of farmers by 50 to 75%. The Company is leveraging its strong relationship with over 1, 20,000 growers to develop various Agri products in fertile areas of all the three sugar units. With the growing urbanization and increase in personal house hold earnings, Agri initiatives are in sync with the present retail and farming revolution in the country.



sales. Failure in marketing strategies of branded sugar like TRUST is attributed to several factors:

First, sugar per se is considered bad for health, so a health proposition is difficult to convey to the target customers. Even where the companies have tries to offer innovative products like low calorie sugar, the price poses a problem. For, they then have to compete directly with artificial sweeteners, which offer zero calories at similar prices.

Second, sugar brands like TRUST have not been able to add a product offering, which could stand out and tempt customers to pay a premium. While clean sugar is a good proposition, it cannot take the brand forward.

Third, though varieties of consumable sugar like brown sugar, sugar cubes, quick dissolve sugar, and breakfast sugar are available, public in general doesnt know about them or dont buy due to high prices. Fourth, limited advertising has hampered the brand building efforts of the company. Fifth, Sugar consumption is linked t bad health. So playing upon the health platform is very challenging for TRUST. Then, most supermarkets and retail outlets display branded sugar besides artificial sweeteners such as Sugar Free, Equal and Zero. So a health conscious customers choices go either way.



SSL launched its new range of sugars, namely Trust Sunehra and Trust Classic range. The Trust Sunehra is complete natural golden mineral sugar. The Trust classic white sugar is available in multiple variants namely Sulphur less white crystal sugar, Superfine, Cubes and Pure Mishri. The Trust Sunehra sugar is a totally natural golden sugar made for the first time in India which retains all the goodness of sugarcane. It is the purest form of mineral sugar, which preserves all the natural value and taste of sugarcane. Sunehra is made from sugarcane juice without addition of sulphur or any harmful chemicals whilst retaining all its nutrients such as minerals like calcium, iron, potassium and other natural pigments like chlorophylls, xanthophylls, and flavanoids. Trust classic sugar is in white crystal, superfine, cubes and candy form. It is made through the DRPIE technology, in which color is removed by a sophisticated filtration process supported by natural crystallization without using sulphur in the process.



New launches:
True to the Simbhaoli tradition of product innovation and goal to evolve into a FMCG company, we are in process of launching a new, instant fruit- drink mix powder- Trust Sipp. Trust Sipp will be available in four fun-filled flavours- Tender Coconut, Orange Delight, Tangy Lemon and Alphonso Mango. Presentation includes an attractive 500g family pack and 12g/ 19g single-serve sachets.

The mango, lemon and orange flavours (500g) will be priced at Rs. 80 and the coconut flavor (500g) at Rs. 90. The single-serve mango, lemon and orange sachet (19 g) will be priced at Rs. 4 and the coconut sachet (12 g) Rs. 5.

Trust Sipp is a natural thirst quencher with the goodness o vitamin C, A, E and B. Just add water, stir and top up with ice for pure, wholesome refreshment, glass after glass. It does not contain any preservatives or artificial colors and flavors. Launch Plan: In phase 1, Sipp will be launched in April in the Delhi/ NCR and major towns within the radius of 5 km. Phase 2 will kick off in July, when the efforts will be to seed the virgin markets. Finally, therell be a pan- India roll out by October this year.






The basic objective of this report is to On contract Recruitment process In Simbhaouli Sugar . Following fundamental objectives have been identified as the sub-objectives of the study:-

1. To study On bond recruitment process at Simbouli Sugar 2. To Study Recruitment process in the company 3. To find Effect Contract Recruitment Process in the Company





The scope of study is to observe the degree of satisfaction levels of the employer as well as the employees towards the process of recruitment and selection techniques adopted by the company. It will also show the deviations if any, towards this affect that will be experienced in research. Apart from getting an idea of the techniques and methods in the recruitment procedures it will also give a close look at the insight of corporate culture prevailing out there in the organization. This would not only help to aquanaut with the corporate environment but it would also enable to get a close look at the various levels authority responsibility relationship prevailing in the organization. Also the stipulated time for the research is insufficient to undergo an exhaustive study about the topic assigned and moreover the scope of the topic (recruitment and selection) is wide enough, so it is difficult to cover all the topic within the stipulated time.




The purpose of my research report was to learn the practical application of Recruitment and Selection Process and its importance in Simbhaoli Sugaralong with the HR policies of Simbhaoli Sugarwhich prides itself to be the market leader. While carrying out the study I have gained a good amount of knowledge and insights of how HR department works but I have touched the tip of iceberg. There was more to learn but due to constraint of time it was not possible. The HRD manager has to work with the missionary spirit. Unlike many roles in an organization where tangible short- term benefits can be obtained, it is difficult for HRD functionary to demonstrate any tangible short- term accomplishment. Yet HRD managers are tempted to show to the top management, line manager and themselves that they are making things happen through training program, recruitment& selection. In Simbhaoli Sugara meticulously natural team stands at the very heart of the group. 4,000 Personnel evince perfect camaraderie. A steadfast dedication to qualify an attainment of maximum team potential is the touchstones of the company. The company is engaged in constant learning process through intensive selection and training program. Indeed, the aspiration is to shape a winning team of self motivated, empowered, professionals with knowledge and confidence to take independent decision. Simbhaoli Sugarrecognizes each employees individuality, ability and efforts and also applauds for their contribution to the success of the group.




Recruitment and selection are the most important functions in an organization because with the help of these functions the management selects the best available candidate from a batch of them. The organizations, in this growing competitive world, need to have the best of the manpower so as to have an edge over its competitive.

According to Flippo, "Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization."

In the words of Yoder,"Recrutiment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measured for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force."

The recruitment needs can be classified into

Planned. Anticipated. Unexpected.

Planned need arise from changes in the organization and retirement policy. These occur due the expected changes in the organization so the management can make a proper policy for it.

Anticipated need refer to the movements in personnel which an organisation can predict by studying the trends in the internal and external environments.


Resignations, deaths, accidents and illness result in to the unexpected needs.


Recruitment is a process or a series of activities rather than a single event. It is a linking activity as it brings together the employers and employees. It is positive process because in this activity the employers want to have the maximum number of job seekers so as to have a wider scope for choice ultimately leading in spotting right persons for job.

It is an important function as it makes it possible to acquire the number and type of persons required for the effective functioning of the organization.

It is an on going function in all the organizations, but the volume and nature of recruitment varies with the size, nature and environment of the organization.

It is a complex process because a number of factors affect it --the nature of the job offered, image of the organization, organizational policies, working conditions etc.

The various sources of recruitment are -

Internal Sources: Include-

Present Employees who can be transferred or given promotions. The retired and retrenched employees who want to return to the company. Dependents and relatives of the deceased and disabled employees.


External Sources:

Consist of-

Press advertisements. Campus Interviews. Placement Agencies. Recommendations. Recruitment at factory gate. Employment Exchanges.

During my short stint at DIL, it was observed that the recruitment need of DIL is diversified. It needs persons who have knowledge of use, processing of natural ingredients of number of varied products, technical know-how of latest industrial technical knowledge, and computer applications to pharmaceutical industry to manual workers. The importance of the process could be understood that the present work force of DIL is 2,500 employees. Hence, the recruitment and selection procedure should match the complexities of the need and at the same should commensurate with the complex need of the organization.




Simbhaoli SugarIndia Ltd. selects the future employees keeping everything in mind right from the qualification of the employees to the future prospects-both of the organisation and the employees.

The first step involves the filling up of Manpower Indent Form. This form is filled up by the department, which is having the vacancy. The form consists of various questions which are to be answered like if the current vacancy is a replacement vacancy, its reason is to be specified -the factors which resulted it like death, retirement etc.

The department is required to give the qualifications that the future candidate should possess.

In the next step, this form is given to the Human Resource (HR) department; this department sees if the position can be filled through internal sources. The internal sources can be transfers, promotion etc. In the case of internal sources, the recommendations of the employees are not taken into consideration. If the HR department does not find suitable candidate within the organisation then this department has to give reasons for it. The form then goes to the Corporate HR for its approval.

When the suitable candidate is not available within the organisation, the organisation then moves to the outside world for filling up the vacancies.

If the number of employees required is large then the company has in its consideration three ways

The Data bank of the organisation. Advertisements.


Contacting large consultants.

The company maintains a databank of the candidates, which is used when the number of vacancies to be filled up is large. The sources of databank can be the qualified candidates who had applied in the organisation earlier but due to some reasons could not join the organisation.

Advertisements are the second big source to attract the candidates. These are having much larger scope and reach to a number of people. The qualifications required by the organisation and the criteria could be described in detail.

Large number of consultants also constitutes a big source. Many people register themselves with these consultants and they act as a bridge between the organisation and the candidates. The consultants provide the company required details about all criteria. These consultants are fixed for the organisation, which are chosen on the basis of their performance. In case of overseas recruitment it is checked whether their Indian counterparts can perform the job efficiently or not. If need arises then they are also taken through consultants.

But if the number of vacancies is very small then the organisation takes the help of the local consultants.

The candidates are then required to fill up the Application Form. This form requires the candidate to fill the details regarding the previous employment, if any and his personal data. The form is having details regarding like the marital status, organisation structure, the position held by the candidate, his salary structure, the top three deliveries to the organisation


that proved to be beneficial to the organisation, career goals, his strengths and weaknesses etc.

After the application form has been duly filled and submitted, the selection process starts wherein the candidate has to pass through various stages and interview. The interview panel consists of the persons from Corporate (HR), and other persons including the executives from the department for which the vacancy is to be filled.

The selected candidates are then short-listed. The short listed candidates are then given priority numbers; this is due to the reason that sometimes the candidate who is having first priority is unable to join the organisation due to some reasons then in that case the candidate next in the priority list is given preference. The candidate has to under go medical examination and his credentials are verified.

After qualifying these stages, the candidate is then absorbed in the organisation and explained his/her duties. This phase marks the end of the selection procedure.

Simbhaoli SugarIndia Ltd.also performs Campus interviews as and when the need arises. The esteemed organisation also provides apprentice training-wherein the organisation trains the people in the working of the organisation and gives then stipend. If these trainees are found useful to the organisation then they are absorbed in the organisation else they are given certificate so that they can show this as an experience and get a job elsewhere.



Mrs. Vandana Bhargava Deputy dDirector Mr. U.K. Bose CEO Mr. Samir Bhargave Controller

Mr. Kapil Kaul C.G.M. (M&S)

Capt. S.P.S. Sandhu C.G.M. (Operations)

Manager Personal

Mr. Manchanda G.M (North)

Mr. Roshan Nowroj G.M. (South)

Mr. Sanjay Kumar Commercial Mrg.

R.S.M. Delhi
Manager FFP Department Manager International MRTG. Manager CSC & Automation

Manager Sales
Deputy Manager Sales Product Manater Brand Manater

Asst. Manager Sales

A.S.M. Delhi

A.S.M. Delhi

Senior Officer Sales

Senior Officer

Senior Officer

Officer Sales




HRM in the food Industry When we talk of human resource management, we have in our mind a variety of things. These include: Training Skill development and up-gradation of knowledge and skills of the employees. Motivating the employees, Effective utilization of the employees skills and capabilities Attracting the personnel and their retention Wages, salaries and rewards and Monitoring and controlling the employees performance

These aspects of human resource management and development are essential for every sector but in the case of tourism, they have a special significance. This is because tourism is a service industry and here the customer is not only buying a service or a product but he is also experiencing and consuming the quality of service which is reflected in the performance of the person involved in the production and delivery of the service. Since what is marketed here is a relationship between the customer and the producer of services, the importance of human resources becomes vital for the success of the business. Generally, in such service operations the emphasis has been on courtesy and efficiency and it is assumed that the service in tourism is all smiles and effective communication. However, with the changing nature of tourism and growing special sation only smiles, communications skills and courtesy will not serve the purpose. For example, a guide may be very good in communication but unless he or she is equipped with knowledge and information related to the monument or the city, he or she will not be able to perform quality service. Similarly, a driver may be very good at driving but


unless he knows the roads and addresses of the city, only his driving capabilities will be of no help in providing quality service. And we must remember here that tourists, whether foreign or domestic, are increasingly becoming more demanding as regards quality of service. Generally, human resource management, planning and development in tourism have to be taken at both macro as well as micro levels. At the macro level, one takes into account the educational and training infrastructure available in a country and the efforts initiated by the ICAO. This also includes the efforts initiated by the private sector. At the micro level, one takes into account how best individual organizations plan and manage their human resources V S Mahesh, formerly Vice President (Human Resources) with the Taj Group of Hotels, is of the opinion that two central features common to all sectors of the tourism industry must be considered in this regard:

1) The concept of Moments of Truth (MOT), and 2) MOTs relationship to the attainment of service excellence in an organization. Jan Carlzon has defined MOT as an intention between a customer and an organization, which leads to a judgement by the customer about the quality of service received by her or him. In tourism industry, 95% of the MOTs take place between customers and the front line staff and most of the time they are not visible to the management. For example, how a hotel receptionist is handling the customers or how an escort is conducting the tour is not visible to the management. Yet, the tourists experience of the holiday is dependent on how the staff manning such services has treated him or her. Mahesh has pointed out that in case of negative experiences, only less than five percent cases get reported to the management by the customers and hence according to him the crucial questions is are human beings capable of

doing their job correctly, willingly and with a smile, when they know that their management is most unlikely to be able to see or hear them, let alone bear of their failure to do so? This puts additional on the human resources management factor in the tourism industry. Certain organizations, companies and even destinations are known for their hospitality and are even termed as service leaders in their areas of operations. Researches conducted by various scholars in this area show that they have achieved this, status, through effective human resource management in their organizations. According to Gail Cook Johnson these

companies have applied the principal of empowerment to all employees. This empowerment is manifested in the way that companies: Are highly focused and consistent in everything they do and say in relation to employees, Have manager who communicate with employees Facilitate, rather that regulate, their employees response to customers Solicit employee feedback about how they can do things better Stress the importance of team work at each level of the organization and Plan carefully the organizations recruitment and training needs.

These companies give less emphasis on hierarchy and formal relationship rather; they adopt flat organizational structure in terms of span of control. Johnson further states that these service leaders can be recognised for: Their unfailing commitment to service principles, Their investments in people to ensure staffing competence, A management philosophy which stresses communication a proactive orientation and employee feedback and A dedication to teamwork

In fact, human resource management and customers care/expectations management are inter related area in the area of tourism. Sarah Mansfield has identified four key principles in the development of customer care within companies. These according to her are 1) Customer care starts at the top was meaning that commitment to the principle of customer care must emanate from senior management levels within an organization. Successful management is not only about the right management style but also an attitude, ethos or culture of the organization which overrides the management

techniques used, such that in the absence of other instructions these values will dictate how an employee will behave. 2) Customer care involves everyone within the organization. It is not just about frontline staff. The contrary view only services to reinforce the electricians or administrators, opinion that the standard of service they give in support of the frontline staff is not important. How can cleaners do the right job unless they fully appreciate their customer needs and the importance of their role? High standards of customer care cannot be achieved by ignoring seasonal, part time or voluntary staff that represents the face of the business to many customers. 3) Care for your staff and they will care for your customers. Too often organizations look first to the customer, whereas the emphasis should be placed on the staff. Improving the experience of the staff encourages a better service and a better experience for customers. More customers are obtained thereby improving the

climate in which management and staff work. Investment and greater professionalism follow success and the cycle of achievement is reinforced. 4) Its a continuous, meaning that customer care is not a quick fix Research but it long term plan.


According to V S Mahesh The nature, determinates and problem areas of service quality within tourism points clearly to the central role of personnel, at all levels, in attaining levels, of excellence in this respect. Development the service culture, within a company, and within tourism industry, cans he seen as crucial to the success of tourism. Hence, the activities of an HRD manager in tourism can be categorised as: Human resource planing and Human resource development

Aspect like forecasting, recruiting and induction in the human resource area are taken care of through human resource planning. The identification of specific developmental needs for the manpower aimed at developing and exploiting the competencies of the human resources are taken care of through human resource development. HUMAN RESOURCE PLANNING In this Section, we will deal with certain aspects which are relevant for managers or entrepreneurs at an organizations level in the area of human resource planning. Human resource planing can be termed as a process for preparing a plan for the future personnel needs of an organization. It takes into account the internal activities of the organization and the external environmental factors. In a service industry like tourism, such planning also aims at improving the quality of manpower resources. Human resource planning involves:

Analysis of existing manpower resources, Planning for future needs taking into account how many people with what skills and at what levels the organization will need, and


Planning for the development of the employees by adopting in-house training and continuing education methods to upgrade the knowledge and skills of the employees.

Recruitment and selection procedure is a vital factor of an organization. If it is not done properly the production procedure will be hampered. Hence productivity will fall down. So the organization will be in trouble and it will affect the employer- employee relationship. So recruitment and selection procedure should be done in proper and correct manner. The new candidates should replace the vacant post so that the production of the company does not hamper. By this the productivity will increase and the organization will gain profit. So the employer will be happy and will not hesitate to distribute bonus and increments to the workers. The workers will also be more motivated to work. Hence there will be harmonious relationship in the organization. It will also stabilize the organization in the long run.



Organisation structure: The whole organisation behaves as a Parivar, with one legal guardian. All directors and shareholders are from among workers and the entire have taken an oath through affidavit. In the court of law that neither their family members shall have claim or share in the assets or profits of the company. All workers of company are the proud owners of the organisation. The workers believe in the concept that manpower is superior to money power. Recruitment and selection Recruitment is the process of seeking out and attempting to attract individuals in external labour markets, who are capable of and interested in filling available vacancies. Recruitment is an intermediate activity whose primary function is to server as a linked between Human Resource Planning on the one hand and selection on the other. Sources of recruitment are through internal and external channels. Simbhaoli Sugarrecruits its employees both externally as well as internally. Recruitment for the airline is done through interviews of selected applicants and people who pass the interviews of selected applicants and people who pass the

interview are required to undergo a medical test before he/she is finally placed in the Bhushan Steel .


Employees are also recruited through internal mobility. This is done on the basis of merit and seniority. After passing the examination the candidates are called for an interview along with the employees who have become eligible for promotion on the basis of seniority.


Recruitment and selection. Performance Appraisal. Training and Development. Promotion, Transfer, Separation. General administration & Welfare. Security. Public Relations. Industrial Relations.



Human Resource



Training Development



Performance Appraisal

Promotions, Transfers, Demotions & Separations.



Additional General Manager-Corporate HR & IR

D De ep pu utty yM Ma an na ag ge er r--H HR R

Senior ExecutiveHR

Assistant HR Officer

SupervisorAdministratio n Security

Executive Assistant-HR Housekeepin g General Administration




The purpose of the methodology is to describe the research procedure. This includes overall research design, the sampling procedure, the data collection method, and analysis procedure. Out of total universe 15 respondents from Simbhaoli Sugarhave been taken for convenience. The sample procedure chosen for this are statistical sampling method. Here randomly employees are selected and interviewed. Information, which I collected, was based on the questionnaires filled up by the sample employees. Under secondary method I took the help of various reference books which I have mentioned in bibliography and also by way of surfing through the company website.

Research Design A questionnaire will be used for the purpose of research: Questionnaire: To test the validity and effectiveness of the recruitment and selection procedures within the organisation and to test the validity and effectiveness of the policies and procedures within the organisation. The basic rationale of Questionnaire is to ascertain the perception of the non-HR departments in terms of the validity and effectiveness of the policies and procedures used by the organisation. It is also in line with the assessment of any

suggestions/recommendations that the respondents from these Departments might have in terms of the use of an alternative source/device of recruitment and selection, than what already forms the current practice of the HR Department.


Questionnaire would be administered to 15 respondents, holding a senior designation within the Personnel Department of the organisation. It will also be administered to at least 15 respondents belonging to typical Departments within the organisation and holding senior designations within their respective Departments.

Sampling Element For the purpose of administering the Questionnaire, the respondents would comprise of personnel holding senior designations within the Personnel Department of the organisation. The respondents for the Questionnaire will also be preferably being panel members of the Recruitment Board of the organisation. The respondents would comprise of personnel holding senior designations within certain typical Departments identified within the organisation, namely: Stores Finance Operations Electronics Engineering Judgement Sampling would be used for the purpose of choosing the sample for the purpose of administering Questionnaire. The identified expert would have a thorough knowledge about all the respondents within the Personnel Department of the organisation. Thus his/her expertise would be incorporated in locating, identifying and contacting the required respondents. Again Judgement sampling would be effectively used in identifying the typical non - HR Departments within the organisation and subsequently for the location and identification of suitable respondents for Questionnaire.


Primary Data Questionnaire: Corresponding to the nature of the study direct, structured questionnaires with a mixture of close and open-ended questions will be administered to the relevant respondents within the Personnel and other Departments of the organisation. Secondary Data Organizational literature: Any relevant literature available from the organisation on the Company profile, recruitment & selection procedures, Job specifications . Other Sources: Appropriate journals, magazines such as Human Capital, relevant newspaper articles, company brochures and articles on www sites will also be used to substantiate the identified objectives.


The scope of the study in terms of coverage is limited to the of the Simbhaoli Sugar Within the organisation the study is limited to the top-level management of the Personnel Department of the organisation (out of which samples of the respondents are also members of the Recruitment). This is for the purpose of administering the questionnaire. In line with the purpose of conducting employee interviews, the study would be confined to personnel holding typical designations within the organisation at different levels of management. Although the limitations that I faced in the organizations is the absence of Trade Unions co-operation, otherwise which could have help me in understanding the industrial relations in a comprehensive manner. Secondly, the limitation that I have is the scope of collection of sample size which was confined to only one department, which would have other wise made my study and observations in an effective manner.





The analysis of the various sources of recruitment and selection devices is presented on the following pages. The response entailed from the HR Department (as analysed from Questionnaire) represents current practice within the organisation in terms of the sources of recruitment and selection devices used. The analysis of the response entailed from all the other departments (as analysed from Questionnaire) forming the sample, represents the perception of the respondents from these Departments in terms of the validity and effectiveness of the various sources/devices of recruitment/selection (specific to these Departments) The analysis further entails any suggestions/recommendations given by these non-HR Departments (forming the sample for administering Questionnaire), in terms of any recruitment source and/or selection device that should be deployed by the organisation apart from what already constitutes current practice (specific to these Departments)