Name : Kisan Agro Product Industries

Year of Establishment : 1986

Companys Address
& Registered office : Near Railway Crossing,
Ahmedabad Highway,
Palanpur - 385001,
u!ara", #ndia
Phone$ %1-&'(&-
&5'0)&*&)0&)&*&)01)&
+a,$ %1-&'(&-&535)&
Memberships : I.C.O.A., CHEMEXCIL
Bank : ena !an" # $idd%&ur
H'C !an", Pa(an&ur
Aditors : Mr. Pra"as% Agra)a( * Co.
!eb "ite : ###$kisanagro$com
%rodct range : Co++ercia( Castor Oi(
,e-ined Castor Oi( .'$/0!$$1
,e-ined Castor Oi( .Pa(e Pressed /rade1
,e-ined Castor Oi( .E2tra Pa(e /rade1
3eutra(i4ed Castor Oi( .3.C.O.1
P%ar+aceutica( Castor Oi( .I.P. /rade1
P%ar+aceutica( Castor Oi( .!.P. /rade1
P%ar+aceutica( Castor Oi( .5.$.P. /rade1
,e-ined Castor Oi( .A! 161
H7drogenated Castor Oi( .HCO1
189H7dro27 $atiric Acid .189H.$.A.1
Eco9'riend(7 'erti(i4ers
Castor $eed E2traction Mea( ..O.C.1
,a&eseed E2traction Mea(.
:ua(it7 standard : I$O 9661:8666
Product Range
Castor Oil (Various Grades)
Commercial Castor Oil

REFINED CASTOR OIL (F.S.G.)
REFINED CASTOR OIL (PALE PRESSED GRADE)

REFINED CASTOR OIL ETRA PPG
NE!TRALI"ED CASTOR OIL. ( N.C.O.)
CASTOR OIL I.P. #ATER #$ITE
CASTOR OIL %P
CASTOR OIL !SP GRADE
REFINED CASTOR OIL (DA%&'()
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A B(B*(&+RA%1Y
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HISTORY AND DEVELOPMENT
Kisan Agro Product Industries of the kisan group and a
family run enterprise was incorporated in the year 1986 under
the dynamic leadership of late Mr. Kani!hai "heldas Patel# who
was a well known figure among the people connected with the
!usiness of castor oil in India. $e was known for his e%pertise
dri&ing the market force and taking the position. 'oday the
strategy of the !usiness is in the hands of Mr. (aman Patel )ho
ha&e hands on inherited e%perience of castor !usiness and Mr.
*harat Patel who is M*A and in focusing mainly on
de&elopment of !usiness of eco friendly fertili+er and they
o&erseas market for the company,s product.
'ill the year 1998 Kisan was supplying its product to the
esta!lished e%porters like $industan -ea&er# .ayant Agro# and
/hree Minal Agro etc. !y doing so it was already supplying
product meting the re0uirement of the international standards.
)ith immediate entering Mr. Kalpesh /hah )ith degree in
*usiness Management the company has mode a step further
and started e%ploring the international market. 'oday 1I23(A#
A.*4-35# 6.2.-.# /I14"$3M# MI173/' "4MM42I'I3/#
)3I6A18 (418"$A18 etc ha&e remained among the list of
international !uyers.
'oday Kisan 8roup,s portfolio is comprised of castor oil
unit with a crushing capacity of 119 Mt:day and a refinery with a
capacity of a 9; Mt:day with a pro&ision to set up additional
capacity of a 9; Mt:day in a short span. A sol&ent e%traction
plant integrated with oil producing unit with a capacity of 1;;
Mt:day to produce castor <24"=. A unit took produce !io organic
fertili+er from castor 24"# 1eem cake# and other organically
reach agro !ased input ha&ing capacity to produce 1;; Mt:day.
'he unit is ha&ing e0uipped la!oratory for in house 0uality
control of the product# !acked !y highly skilled and e%perienced
technical team. 'he company has also o!tained an I/4
9;;1>?;;; certification for manufacturing castor oil# its
deri&ati&es of castor and organic fertili+er.
ABOUT THE COMPANY
$arnessing science and technology for agriculture has to
!e con&eyed +ealously for millions of farmer community in India.
Kisan series is stri&ing to !ring e&ery farmer face to face with the
ad&anced technologies @ inno&ations in agriculture.
KI/A1 e%hi!itions ser&e as a pathfinder for the Agri
community and urge them to compete and capture the world
market. It ensures that farmers find a Path to har&est the !est in
agriculture.
Kisan as an organi+ation took !irth in 199A. Kisan, 9A B the
first e%hi!ition of Kisan series hum!ly stepped in for an
interaction with farmers at Pune. 'his first initiati&e was
em!raced !y the farmers from Maharashtra and neigh!oring
states.

'he lo&e and support of the farmers ena!led us to
organi+e su!se0uent KI/A1 6airs at Pune# *angalore and
Indore.
/ince then history is repeating constantly with
increasing num!er of farmers !onding with us.

Exh!ton Venue
D"tance# ?; km from Pune "ity
Area# 8;#;;; s0.m
D"$%a& Area# ?;#;;; s0.m.
Par'ng# 9;;; "ars and 9;;; two wheelers
SI(E O) THE UNIT
/i+e of the 4rgani+ation refers to the scale# operation and
capital employed in the organi+ation
According to the si+e of the organi+ation# it can !e di&ided
into three parts namelyC
/mall scale 4rgani+ation
Medium scale 4rgani+ation
-arge scale 4rgani+ation
Kisan agro product industry comes in to the category of a
medium scale organi+ation.
BORD O) DIRECTOR
8enerally management !ody is the main thing which can
say to !e wanes in the !ody of organi+ation In Kisan Agro
Product Industry. It is Partnership firm. In this unit following
persons are engaged in management
CHAIRMAIN
(aman!hai Patel
MANA*IN* DIRECTOR
ManuC%ai Pate(
E+PORT MANA*ER
Kalpesh!hai shah
)INANCE MANA*ER
*harat!hai Patel
PRODUCTION MANA*ER
2ahya!hai patel
AUDITORS
Prakas Agrawal @ co.
BAN2ER"
/ena Bank "iddhpr
1/-C Bank %alanpr
&R+AN("A'(&N "'R)C')RE
Chairman
Managing /irector
1R Manager
Recritment & !ages &"alary *abor
"election Administration !elfare
'raining & (ndstrial
/e3elopment Relation

LAY OUT CHART
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LOCATION CHART
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R&A/
/isha high#ay
%alanpr city road

+AR/EN
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KISAN AGRO PRODUCT
INDUSTRIES
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MISSION O) COMPANY
D 'o pro&ide !etter ser&ice to the customer for the !etter
le&el of the production and impro&e the market of the
consumption and get normal profit from the customer# pro&ide
!etter 0uality to the customer.E
"onsistent with mission statement KI/A1 A8(4
P(42F"' I12F/'(I3 P7'.-'2. has em!arked on a 'GM
<'otal Guality Management=.
VISION
)e commit oursel&es to pro&ide product with
more efficiency than e%isting to customer through latest
technology# continual up gradation of technology and
knowledge# which leads to reduce energy consumption and
sa&e electricity !ill !ut our personal power plant so the no
tension for electricity !ill to our &alue customer and impro&ed
international prosperity.
INTRODUCTION
D'raining refers to the method which gi&es to new
or present employees to increase the efficiency to perform their
task.E
'raining is a process of learning a se0uence of
programmed !eha&ior. It is an application of knowledge. It
attempts to impro&e their performance on the current o!
prepare them for an intended. 'his will pro&ide security of
employment not only in that particular o! !ut also those
employees company.
"ompany relying on time B!ased competition # !eating
ri&als to the market with new products # new designs and new
methods of selling will ha&e to teach team work and streamlined
production techni0ues to the employees.
'he word D'(AI1I18E consists of eight letters #
to each of which could !e attri!uted to some significant
meanings in the following manner.
'H 'alent and tenacity
(H (einforcement
AH Awareness
IH interest
1H 1o&elties
IH Intensity
1H 1urturing
8H 8rip
'raining is a &ery important part of e&ery
organi+ation !ecause it helps the organi+ation to increase their
producti&ity as well as profita!ility.
'raining is process where !y an indi&idual ac0uires o!
related skills and knowledge. It is a cost to firms to pay for the
training and also to suffer the loss of working hours whilst an
employee I !eing trained.
,h& Tranng Needed
)ithout training the performance of the task may not !e proper.
)ithout training speed of performance may !e slow.
Poor performance may lead to poor 0uality# e0uipment
downtime# customer complaints etc.
$idden cost is high> may not know what could ha&e !een sa&ed
!y proper training.
6ull o! performance> untrained person may miss many
possi!ilities of performance.
6e&er accidents and mishaps# !etter personal safety of the
personnel. *etter awareness of occupational ha+ards.
An employee is assigned to a new or different o! which he:she
does not know.
'he methods of doing an DoldE o! are changed. support the
introduction of new working methods# such as a firm introducing
new man production techni0ues.
'he o!ecti&es# the organi+ations# or the working relationships
within the organi+ations are su!stantially changed.
Increase employee moti&ation and loyalty to the !usiness.
*etter identification of employee potential
A new employee comes to a work
-ess waste of time# material and manpower.
*etter use of e0uipment
(educed need for super&ision.
RESEARCH METHODOLO*Y
TRAININ* METHODS
&n the 4ob training &ff the 4ob training
On the -o! Tranng
4n the o! training is one of the !est training methods
!ecause it is planned# organi+ed# and conducted at the
employee,s worksite. It is particularly appropriate for de&eloping
proficiency skills uni0ue to an employee,s o! Bespecially o!s
that are relati&ely easy to learn and re0uire locally Bowned
e0uipment and facilities.
Producti&ity and professionalism will
normally !e high in those organi+ations that employ a sound
4.' program.
'o !e most effecti&e# an 4.' plan should
include>
'he su!ect to !e co&ered
1um!ered of hours
3stimated completion date and
Method !y which the training will !e e&aluated.
IMPORTANCE O) HRD
'o face market condition
'o adopt technological change
'o meet new employees need
'o feel &acuum at higher le&el
'o fulfill career aspiration
'o meet challengers of industrial de&elopments
'o control la!ors
'o handle increase in production
'o facilitate di&ersification
TRAININ* AND DEVELOPMENT
Tranng#
DIt is any attempt to impro&e current or future employee
performance !y increasing an employee,s a!ility to perform
through learning# usually !y changing the employee,s attitude or
increasing his or her skills and knowledge. 'he need for training
and de&elopment is determined !y the employee,s performance
deficiency.E
'raining and de&elopment need I /tandard performanceHActual
performance
Tranng $rogra."#
1ew employees ha&e to learn new skill and since their
moti&ation is likely to high. 'he training need of such employees
are not always easy to determine and when they can !e# the
indi&idual in&ol&ed may resent !eing asked to !eing esta!lished
ways of doing their o!s training programs are directed towards
maintaining and impro&ing current o! performance# while
de&elopment programs seek to de&elop skill for future o!. *oth
managers and non manager may recei&e help from training and
programs. 4n managers are much more likely to !e trained in
the technical skill re0uired for their current o! whereas
managers fre0uently recei&e assistance in de&elopment the skill
re0uired in future o!Hparticularly conceptual and human relation
skill.
PURPOSE O) TRAININ* / DEVELOPMENT
'o impro&e 0uality of work force
'o enhance employee growth
'o pre&ent o!solescence
'o moti&ate personal
'o assist new comers
'o increase producti&ity
'o impro&e health and safety
'o create resa&e managerial force
'o !ridge the e&er increasing gap !etween planning and
implementation proect
'o meet challenge posted !y changing in technology
2e&elop human potential and gi&e e%pressions to their creati&e
talents
'o facilities e%change of gi&e &iews and ideas !etween
super&isor and su!ordinates
'o de&elop and maintain la!or relation
PRINCIPLES O) TRAININ*
Moti&ation
Progress report
Acti&e in&ol&ement
Instruction in parts
(eHenforcement
3%pert trainers
Indi&idual differences
'raining period
/ystem of training
SI*NI)ICANCE O) INDUCTION TRAININ*
PRO*RAMME
'raining is the cornerstone of sound management# for it
makes employees more effecti&e and producti&e. It is acti&ely
and intimately connected with all the personnel or managerial
acti&ities. It is an integral part of the whole management
programmed# with its many acti&ities functionally interrelated.

'here is an e&er present need for induction training men so
that new and changed techni0ues may !e taken ad&antages
and impro&ements affected in the old methods which are
woefully inefficient.

Induction training is a practical and &ital necessity !ecause#
apart from the other ad&antages mentioned a!o&e# it ena!les
employees to de&elop and rise within the organi+ation# and
increase their Dmarket &alueE# earning power and o! security. It
ena!les management to resol&e source of friction arising from
parochialism# to molds the employee,s attitudes and help them
to achie&e a !etter coHoperation with the company and greater
loyalty to it.

'he management is !enefited in the sense that higher
standards of 0uality are achie&ed# a satisfactory organi+ational
structure is !uilt up authority can !e delegated and stimulus for
progress applied to employees. 'raining# moreo&er# heightens#
grie&ances and a!senteeism# reduce the rate of turno&er.
6urther# trained employees make a !etter an economical use of
material and e0uipment there therefore# wastage and spoilage
are lessened# and the need for constant super&ision is reduced.

E))ECTS O) TRAININ*
TO THE OR*ANI(ATION
Increase efficiency and producti&ity
(educe super&ision
(educe accident and wastages
(educe a!senteeism and turno&er
Information a!out firm,s policies and programs
*etter la!ors relation
(educe grie&ances on the part of the employees
2e&elop employee
TO THE CANDIDATES
"onfidence in employees
Positi&e attitude
"hance for promotion
(efreshing
$igh reward
"oHoperati&e with other
TRAININ* PROCESS
Identity of training needs
2e&elop training o!ect
2ecision curriculum
/elect training method
2esign training e&aluation
"onduct training program
)OR PROCEDURE TO DETERMINED TRAININ*
NEEDS
Per0or.ance a$$ra"a%
3ach employee,s work is measured against the
performance standards or o!ecti&e esta!lished for his or her
o!.
Ana%&"" o0 -o! re1ure.ent
'he skills or knowledge specified in the appropriate o!
description are e%amined# and those employee without
necessary skill or knowledge !ecome candidates for a training
program.
Organ2aton ana%&""
'he effecti&eness of organi+ation and its success and
meeting its goal is analysis to determine where difference e%it.
6or e%ample# mem!ers of a department with a high turn o&er
rate or a low performance record might re0uire additional
training.
E.$%o&ee "ur3e&

Managers as well as non managers are asked
to descri!e what pro!lems they are e%perience in their work and
what actions they !elie&e are necessary to sol&ent them.
TRAININ* AND MANA*EMENT DEVELOPMENT
PRO*RAMME
Kisan agro products industries p&t.ltd. $as special training
center. 'he organi+er seminar and conference also there. A
specialist or e%ports are in&ited there. 'hey adopt on the#
.o! training method
'raining center training method
"lass room training method
-ectures
'he conference method
2e&elop of employees is another @ important function of
personnel department for the de&elopment of employee# they
send their employee to the &arious training centre and in the
seminar as well as conference.
'hey held transiti&e with purpose of analysis course for
peon. It is helpful to know hat kind of person and his nature.
4OB METHOD
ON THE 4OB TRAININ*
'here are still &ery popular method of teaching
new skills and method to employees. )hile this has !een
forward on !y recent commentators# particularly those in&ol&ed
in training constituencies these old tradition methods still !e &ery
effecti&e.
'his method was designed !y 1ellie and is !ased
on the re0uirements of the organi+ation. D1ellieE is not usually
trained herself in the skills and method of training and therefore
it can !e process that may !e time consuming as a new comer
struggles to cope with 1ellie,s e%planation.
Mentorng
'his is another &ersion of the system where!y a
senior or e%perienced employee takes change of the training
and de&elopment of a new employee. 'his suggests a much
closer association than master and elements of a father:son#
mother:daughter relationship can e%ist where!y the mentor acts
as an ad&isor and protector to the training.
Shado5ng and -o! rotaton

'his is another often practiced on the o!
training method. /hadowing method usually aims to gi&e trainee
managers a DfeelE for the organi+ation !y gi&ing them e%perience
of working in different departments. 'his is an old techni0ue and
has !een critici+ed# less for the concept# itself# !ut for way it is
often implemented.
Another &ersion of training !y switching roles is
o! rotations which !ecome popular in the 19J; ha&e to help
relie&e !order and there!y raise producti&ity of shop floor
workers. 'his can !e an e%cellent learning e%perience for
workers and suita!ility fits with $(M concept of team working
and impro&ement where!y people are encouraged to take
greater responsi!ility for their work and that of the team.
It is not located in an artificial situation# either
psychologically or physically. It permits the trained to learn at the
actual e0uipment and in the en&ironment of the o! and a!o&e
ail on the o! training method are relati&ely cheaper and less
time consuming. Also he adds that on the o! training is the
most efficient and effecti&e method of training the employees
!ecause it is in complete accord with the three !asics laws of
learning.
'he law of readiness
'he law of e%ercise
'he law of effect
67 O)) THE 4OB TRAININ*
4ff the o! training simply means that training is
not a part of e&ery day o! acti&ity. 'he actual locating many !e
in the company# class rooms or in the places which are owned
!y the company. 'hose methods consist of >
a7 Lecture or c%a""roo. n"tructon
-ecture or classroom instructions are well adapted to
con&eying specific information. 'he use of audio &isuals or
demonstrations can often make formal classroom presentation
more interesting while increasing retention and offering a &ehicle
for clarifying more difficult points. 'he lecture,s lia!ilities include
possi!le lack of feed!ack and the lack of acti&e in&ol&ement !y
the trainees.
!7 Con0erence"
In this method# the participating indi&iduals confer to
discuss points of common interest of each other. A conference
is !asic of most participati&e group centered methods of
de&elopment. -earning is facilitated !y !uilding up on the ideas
contri!uted !y the conference.
c7 Se.nar or Tea. D"cu""
'his is an esta!lished method for training. A seminar is
conducted in many ways. It may !e !ased on a paper prepared
!y one or more trainees on a selected su!ect. It may !e !ased
on the statement made !y the person inHcharge of the seminar.
'he person inHcharge of the seminar distri!utes in ad&ance the
material to !e analy+ed. 'he seminar compares the reaction of
the trainees# encourages discussion define the general trends
and guides the participants to certain conclusion.

d7 Ca"e "tud& or %earnng !& dong
According to 7augham# D'he case study is !ased upon
the !elief that managerial competence can !est !e attained
through the study# contemplation and discussion of concrete
casesE.
e7 Ro%e $%a&ng
'his method was de&eloped !y Morens a 7enetian
psychiatrist tie coined !y term Drole playingE Drole re&ersalE#
DsocioHdramaE# DpsychodramaE and a &ariety of speciali+ed
terms# which emphasis on learning human relations skills
through practice and insight into one,s own !eha&ior and its
effect upon others. It has !een defined as a Dmethod of human
interaction which in&ol&es realistic !eha&iors in the imaginary
situationE.
Area of Company Acti3ity
.o! Analysis H 7arious techni0ues for analysis o!# function#
task# and a!ilities.
Analysis 6our /etting 4f /tandards H 6unctional o! analysis and
functional analysis.
Analysis 4f 'raining 3ffecti&eness B "ost:!enefit analysis# a
system approach
'raining and 'he 4rgani+ation B A system approach
(dentity the 'raining gap
ANALYSIS OR*ANI(ATION TRAININ* NEED
Organ2aton "ource"
Mission statement corporate policies
"orporate o!ecti&e performance
*usiness plans profita!ility
/kill in&entory cost of la!our
A!senteeism cost of material
/ickness e0uipment utili+ation
4rgani+ation downtime
3%it inter&iews work planning schedule
4o! "ource"

?oC ,ecruit+ent
E2isting
"no)(edg
e s"i(( and
attitude
;raining /a&
.o! description ask 0uestion a!out o!
Performance of o! holder
Perform the o! of super&isor
Professional waste
"ompetence statement repair
Ind3dua% ana%&""
Producti&ity o! knowledge
Accidents skills
/ickness achie&ement
-ate deli&eries performance appraisal
Guality work diaries
(epairs 0uestionnaires
TRAININ* STRATE*IES CHEC8LIST
On the -o! 9n0or.a%:
1o organi+ation training
On ;-o! $%anned ex$erence n3o%3ng
.o! rotation
2elegation
Fnderstudying
Proect
Assignment
"oaching
O00 the -o! nterna% cour"e"
o Menu of general courses
o 'ailored to specific courses
&ff the 4ob e5ternal corses
o 4pen training courses
o 'ailored to specific courses
Ind3dua% tranng
O$en %earnng
D"tance %earnng
Se%0 de3e%o$.ent 5th organ2aton "u$$ort
PROBLEM DOES TRAINERS
-ake of feed!ack from the group
"onstant 0uestions
Personality clashes
/tress
"onflict of interest
-ake of confident
$andling awkward trainees
/ustaining interest
RESPONSIBILITY )OR THE EVALUTION O) TRAININ*

'he K'raining 3&aluation Guintet, ad&ocated consists of>
/enior management
'he trainer
-ine management
'he training manager
'he trainee
3ach has their own responsi!ilities# which are detailed ne%t.
,A*ES AND SALARY
)age means the amount paid to the la!or for his:her
ser&ices to the employee.
'here is difference meaning of wage and salary the salary is
defined as the remuneration paid to the clerical and managerial
personal employed on monthly or annually !ase.
8enerally wage and salary of employee depend on his:her
e%perience# knowledge and education 0ualification.
)age of the operational personal depend on its working hour
caudally persons salary is minimum (s 6;:H per day and
permanent employee salary per day is (s 19;:H in the company.
"ompany gi&en wage and salary to its employee at the end
of the month.
EM%*&YEE" -AC(*('(E"
3mployee /er&ice is an important for any type of the
!usiness organi+ation for the satisfaction of employee in the
organi+ation. )e clearly know that if employees are satisfied
with company. 'hey will gi&e the !etter performance. *ecause
they !elie&e that K'his is my company or we are working for us,
In 'his "ompany there is homely relation among all mem!er
and employees.
'he )orks are getting income as under>
/alaries and wages
/taff welfare
Bonu" and *ratut& #
'he employee will gate !onus at the rate of 19L of annual
salary during the financial year.
,ar. 5or'ng condton #
'he company pro&ides warm working conditions in the factory#
as it is necessary for o!taining good results.
Un0or. #
'he management pro&ides all the employee uniform.
Re"denta% 0e%cte" #
DKisan Agro product IndustryE pro&ides the residential facility to
its employee. And also pro&ide !asic facility.
"lean air and necessary en&ironment
Parking
'ransport facility
Incenti&es etc.
TIME 8EEPIN* SYSTEM
DKisan Agro Product IndustryE is !eing de&elopment.
"ompany keeps its production on continuous !ases.

'here are two part of working schedule >
Morning schedule> H 8.;;. to M.;;
3&ening schedule>H M.;;pm to 1?.;;pm
In Kisan Agro Product Industry# "ompany maintains the
punching system of employee at that time of the entering in the
company. 'hey can take care fully regularity of each employee
in the company.

RESEARCH / DEVELOPMENT
8I SAN A*RO PRODUCTS I NDUSTRI ES
PVT7 LTD7 industry its inno&ati&eness in new product and
process de&elopment. 'he (@2 cell works intensi&ely round the
clock to gi&e proficiency indigenous technology and product. *y
creating futuristic material# new market operational !enchmark
and product possi!ilities emerge all the time. 3ach customer is
offered customi+ed application B oriented solution in !lending
mi%ing and firing# so as to arri&e at a suita!le prototype for mass
replication. Gualification and e%perienced personnel with the
right e%pertise and knowHhow.
8I SAN A*RO PRODUCTS I NDUSTRI ES
PVT7 LTD7 Asia -td industry has document system to ensure
that the product is always in accordance with the latest technical
specification or customer re0uirements. /ystematic 0uality
record on maintain to show the e&idence that the supplied
products meets the customer re0uirements.
BIBLIO*RAPHY
Boo'"
$uman (esources @ Personnel Management
Author>HK Aswathappa'raining 6or 2e&elopment
Author> H /.'ruelo&e
!ebsites
>>>.KI$A3.COM
Other Source"
"ompany,s employees
C CONCLUSI ON ONCLUSI ON
7isited the DKisan agro product i ndust r i es p&t . -t d. E
6or a period of ?1 days. A response from $ ( department to
collect information to helped me lot to 0uite e%perience old
well as a management.
2uring my &isit to the units# I had a opportunities to
meet most of the mem!ers of the company @ they
pro&ided me the information of their respecti&e department.
)e are committed to the highest le&el of ethical conduct and
it should !e reflected in all !usiness acti&ities of the "ompany.
)e must respect to these practices. 'hese practices ha&e
&arious legal and regulatory conse0uences. 'he &iolation of the
same would create significant lia!ility for you# the "ompany and
its employees# officers and 2irectors.
It will !e our responsi!ility to enforce this "ode of *usiness
"onduct and 3thics. Any &iolation would !e reported to the
$ead of 2epartment and it may lead to disciplinary action up to
and including termination.
I am &ery much thankful to Dkisan agro product
i ndust r i es p&t . -t d. ..E 6or courtly e%tended to me for
getting information from $ ( department-