INDEX

Table of Contents
INDEX......................................................................................................................................................................1
CHAPTER 1.............................................................................................................................................................3
INTRODUCTION....................................................................................................................................................3
1.1 OBJECTIVES...............................................................................................................................................3
1.2 DURATION..................................................................................................................................................4
1.3 LIMITATIONS.............................................................................................................................................4
1.4 VISION.........................................................................................................................................................4
1.5 MISSION......................................................................................................................................................4
CHAPTER 2.............................................................................................................................................................5
COMPANY PROFILE.............................................................................................................................................5
2.1 SHOP DETAILS.........................................................................................................................................7
CHASSIS ASSEMBLY:.......................................................................................................................................7
ENGINE ASSEMBLY:........................................................................................................................................8
CHAPTER 3...........................................................................................................................................................12
ORGANIZATION STRUCTURE..........................................................................................................................12
CHAPTER 4...........................................................................................................................................................14
4.1 HUMAN RESOURCES DEPARTMENT.....................................................................................................14
4.1.1 HR Values...........................................................................................................................................14
4.1.2 HR Functions......................................................................................................................................14
4.1.3 Recruitment.........................................................................................................................................16
4.1.4 Job analysis..........................................................................................................................................16
4.1.5 Selection Process................................................................................................................................16
4.1.6 Joining formalities................................................................................................................................17
4.1.7 Planning..............................................................................................................................................17
4.1.8 Organizing............................................................................................................................................17
4.1.9 Training and development....................................................................................................................18
4.1.10 Directing...............................................................................................................................................18
4.1.11 Controlling............................................................................................................................................18
4.1.12 Remuneration........................................................................................................................................18
4.1.13 Performance Appraisal.........................................................................................................................18
4.1.14 Compensation.......................................................................................................................................18
4.1.15 Reward system......................................................................................................................................19
4.1.16 Motivation.............................................................................................................................................19
4.1.17 Employee retention...............................................................................................................................19
 4.1.18 Salary and wages administration..........................................................................................................19
4.1.19 Important behavior traits:......................................................................................................................20
4.2 EMPLOYMENT AND LABOUR LAWS.......................................................................................................20
4.2.1 Social Security Acts:.............................................................................................................................20
4.2.2 Wages Acts:..........................................................................................................................................22
4.2.3 Industrial Relation Act:.........................................................................................................................23
4.2.4 Acts for women employee benefit........................................................................................................24
SWOT ANALYSIS...................................................................................................................................................24
CONCLUSION.......................................................................................................................................................25
 CHAPTER 1

INTRODUCTION

Ashok Leyland is an Indian automobile company headquartered in Chennai, India. It is

owned by the Hinduja Groups.

Founded in 1948, it is the 2nd largest commercial vehicle manufacturer in India, 3rd largest
manufacturer of buses in the world and 10th largest manufacturer of trucks globally. Operating
nine plants, Ashok Leyland also makes spare parts and engines for industrial and marine
applications. It sold around 1,40,000 vehicles (M&HCV + LCV) in FY 2016. It is the second largest
commercial vehicle company in India in the medium and heavy commercial vehicle (M&HCV)
segment, with a market share of 32.1% (FY 2016). With passenger transportation options
ranging from 10 seaters to 74 seaters (M&HCV = LCV), Ashok Leyland is a market leader in the
bus segment. In the trucks segment Ashok Leyland primarily concentrates on the 16 to 25-ton
range. However, Ashok Leyland has a presence in the entire truck range, from 7.5 to 49 tons.

1.1 OBJECTIVES

 To study the functions of HR departments of the company.

 To familiarize with business organization.
 To get practical experience regarding the organizational
function.
 To get exposure and experience to the working environment.
 To conduct the SWOT Analysis of the organization.
 To understand the production methods and safety measure.
1.2 DURATION
The duration of the internship training is 15 days which provided me enough time to collect
information for the report.

1.3 LIMITATIONS
 Management did not disclose the confidential data.
 An intense study was not possible due to short span of time
of work.

1.4 VISION

Be among the top Indian corporations acknowledged nationally and internationally for

 Excellence in quality of its products.

 Excellence in customer focus and service.

1.5 MISSION
To be a leader in the business of commercial vehicles, excelling in technology, quality and
value to the customer fully supported by customer service of the highest order and meeting
national and international environmental and safety standards.
 CHAPTER 2

COMPANY PROFILE

The origin of Ashok Leyland can be traced to the urge for self- reliance, felt by independent
India. In 1948, Ashok Motors was setup in what was then Madras, for the assembly of Austin cars.
The company’s destiny and name changed soon with equity participation by British Leyland and,
Ashok Leyland commenced manufacture of commercial vehicles in 1955.

The Ashok Leyland has been a major presence in India’s commercial vehicle industry with a
tradition of technological leadership, achieved through tie- ups with international technology leaders
and through vigorous in house research and development. Access to international technology
enabled the company to set a tradition to be first with technology. Be it full airbrakes, power steering
or rear engine busses, Ashok Leyland pioneered all these concepts. Responding to the operating
conditions and practices in the country, the company made its vehicles strong, over-engineering them
with extra metallic muscles. “Designing suitable products that make economic sense to the consumer,
using appropriate technology,” became the design philosophy of the company, which in-turn has
molded consumer attitudes and the brand personality.

Ashok Leyland vehicles have built a reputation for reliability and ruggedness. The 5,00,000
vehicles have put on the roads have considerably eased the additional pressure placed on road
transportation in Independent India. In the populous Indian Metros, four out of the five State
Transport Undertaking (STU) buses come from Ashok Leyland. Some of them like double-decker and
vestibule buses are unique models from Ashok Leyland, tailor -made for high- density routes.

In 1987, the overseas holding by Land Rover Leyland International Holdings Limited (LRLIH)
was taken over by a joint venture between the Hinduja groups, the Non- Resident Indian
Transnational. The blue print prepared for the future reflected the global ambitions of the company,
captured in four words: Global Standards and Global Markets. This was at a time when liberalization
and globalization were not yet in the air. Ashok Leyland embarked on a major product and processes
up-gradation to match world – class standards of technology.

In the journey towards global standards of quality, Ashok Leyland reached a major milestone
in 1993 when it became the first in India’s automobile history to win the ISO 9001 certification came
in 1994, QS in 1998 and ISO 14001certification for all vehicle manufacturing units in 2002. In 2006,
Ashok Leyland became the first auto company in India to receive the TS16949 corporate certification.
Ashok Leyland is a technology leader in the commercial vehicles sector of India. Its annual turnover
exceeds US$ 1 billion. Selling close to around 83,000 medium and heavy vehicles in each year, Ashok
Leyland is India’s largest exporter of medium and heavy duty trucks out of India. It is also one of the
private sector employers in India – with about 5,000 employees working in 6 factories spread over the
length and breadth of India.

The company announced the takeover of the Aviva Truck Business Unit in Czech Republic for
an undisclosed amount. The purchase of Aviva Truck Business Unit gives Ashok Leyland a foothold in
the highly competitive European Truck market. The Hinduja Group also recently bought out IVECO’s
indirect stake in Ashok Leyland for an undisclosed amount. Thus Ashok Leyland is now purely Hinduja
Group Company.

Associates Companies:

 Automotive Coaches & Components Ltd (ACCL)

 Lanka Ashok Leyland

 Hinduja Foundries

 IRIZAR–TVS

 Ashok Leyland Project Services Limited

Ashok Leyland has 7 manufacturing plants located all over India. They are located in,

 Ennore Plant

 Hosur Plants Unit 1, Unit 2 and Unit 3

 Alwar Plant

 Bhandara Plant

 Pantnagar Plant.

Ashok Leyland also has plants outside India as in Sri Lanka and Bangladesh.

2.1 SHOP DETAILS

CHASSIS ASSEMBLY:
STAGE 1&2:
Already assembled FR Axle & Rear axles from machine shop-4 are fixed on the main frame
that fabricated from the machine shop 3 of the vehicle.

STAGE 3:
The fixed frame assembly is placed on the conveyor belt, where brake chamber is fitted to
it.

STAGE 4:
Steering gear box is fitted to the main frame.
STAGE 5:
Silencer tank is fixed to the main frame.
STAGE 6:
Then fuel tank is fitted in this stage of chassis assembly.
STAGE 7:
Engine mounted on the main frame of the chassis of the vehicle.
STAGE 8:
Radiator fixed in front of the engine.
STAGE 9:
Tyres for all the wheels are fixed to the drums of the axles.

STAGE 10:
The vehicle is toed then and taken to the other unit to make it running conditions and test
driven.
ENGINE ASSEMBLY:
STAGE 1: CAM BEARING
Crank case SWR/plate/EII NO is brought to the engine assembly, here cam bearings are fixed to
the crank case of the engine.
STAGE 2: CAM SHAFT
Cam shaft types E0/EI/EII NO are fixed in appropriate place in the crankcase.
STAGE 3: CRANK SHAFT
Crank shaft, make BM/GB is fixed at base of crank case like passing thru hole.
STAGE 4: M-14 STUDS are fixed at the holes on the crankcase.
STAGE 5: TIMING BRAKE PLATE
In this stage 1st and 6th piston is kept at the top dead centre and timing gears are fixed to side of the
engine for the firing order.
STAGE 6: CAM GEAR
Cam gears are fixed on the crankcase to operate the cam shafts in order to operate the valves.
STAGE 7: FLYWHEEL housing is fixed on the crankcase of the engine.
STAGE 8: The flywheel is placed on the housing and 90torques is applied to it. The flywheel
housing consists of seal housing, flange and flywheel.
STAGE 9: OIL PUMP
Oil pump is fixed on the top of the crankcase to circulate the oil to the various parts of the
engine.
STAGE 10: PISTON
The readily made piston is fixed inside bore of the crankcase and connected to the crankshaft.
Before that, piston rings of three types, two compression rings and an oil ring are fixed on the
piston.
STAGE 11: CONROD BOLT
Conrod bolt is fixed to connect the piston with the crank shaft.
STAGE 12: IDILING GEAR:
It’s fixed on the spindle which controls the rotations of cam gear, crank gear and compressor gear.
STAGE 13: CYLINDER HEAD:
Cylinder head is fixed to the top of the crankcase to which rocker arm with valves are fixed.
STAGE 14: OIL SUMP
Oil pump is fixed at the bottom of the crankcase with adhesive (RTV) paste.
STAGE 15: ROCKER
Rocker assembly is fixed to the cylinder head.
STAGE 16: AIR COMPRESSOR
AIR COMPRESSOR is fixed to the crank case.
STAGE 17: FUEL INJECTION PUMP
Fuel pump is fixed to LTC/EII/EI types of engines.
STAGE 18: VALVE COVER
STAGE 19: OIL COOLER
STAGE 20: INJECTOR PIPE AND INLET MANI FOLD is fitted.
STAGE 21: SIDE COVER
STAGE 22: WATER PUMP
STAGE 23: STARTER MOTOR
STAGE 24: EXHAUST MANIFOLD
STAGE 25: TURBO CHARGER
STAGE 26: EII FTMENTS
STAGE 27: Fully assembled is taken to the testing area to be tested for is performance.

MACHINE SHOP-2:
Here in this shop the perfectly casted part of crankcase arrives from the casting plant situated
somewhere near the main plant. This casted crankcase constitutes the main part of the engine
compartment. This shop-2 consist of the heavy machines of HMT that helps in boring and drilling
different sizes of holes needed for the fitments of various engine spares. There are different
process of manufacturing is done here.
MACHINE SHOP-3:
The chassis of the vehicle first step starts from here at this shop-3. The frames of the vehicles are
fixed together to be sent to the chassis assembly. The skids are mounted on the conveyor belt and
frame is placed on the skids. And frame MTG on which engine is mounted is fixed across the two
frames. On the rear end of the frame BKTS both sides are aligned with taper pin. Fit and tight FSR
and BKTS on both sides with dummy bolts. Tilt both the FSMS to 90 degree by turning tackle and
insert clamps. Tight and apply torque to engine MTG flinches and M12 with bolts. Correspondingly
in every stage each workers tight appropriate bolt to the frame before taken to chassis assembly
make it a complete frame.

MACHINE SHOP- 4:
This shop-4 is divided into two departments where the front and rear axles of the vehicles are
assembled with leaf springs, brake drums before being attached to the main frame of the vehicle.
Firstly Front axle assembly:
STAGE 1: Axle beam is loaded on the conveyor belt.
STAGE 2: Number is punched on the axle beam.
STAGE 3: Axle arm is fitted on the beam for steering.
STAGE 4: Steering rod is fitted. It is right end of the axle according to Indian STDs.
STAGE 5: Tracking rod is fitted. It is used for the alignment of the wheel. It helps the left side of the
tyre to turn along with the right side wheel.
STAGE 6: Brake carriers with brake linings are fitted to the FR axle beam and taken to chassis
assembled.

REAR AXLE ASSEMBLY:

STAGE 1: Banjo casing from outside is unloaded and fixed on the conveyor and axle shaft is
removed.
STAGE 2: Brake lining and 10 bolt and washer are fixed on the brake carrier with spring washer.
Dust cover is also fitted.
STAGE 3: Brake nut and bolt are tighten and fitted 75 to 50 torques.
STAGE 4: Ring for oil seal is fitted on the hub shim is fitted 3-6tau for the clearance flange cover is
fitted with 4 bolts.
STAGE 5: Inner oil seal is fitted on ring for inner oil seal. Inner wheel bearing is fitted.
STAGE 6: Distance piece is fixed to align the inner and outer wheel bearing in the same axis.
STAGE 7: Dry set, where the wheel hub is fixed roughly to verify whether to increase or decrease
the shim.
STAGE 8: WET SET
Where grease is packed inside the wheel hub.
STAGE 9: Axle tube nut is fixed with counter pin and bolt, 190 tau tightness. The given, studs are
fixed in the hub to fixed to the shaft. Grease nipple is fixed on the wheel hub.
STAGE 10: Axle studs are tightened to 50-60 taus. Drum is fixed 8mm bolt is fitted.
STAGE 11: Axle shaft is fitted using 8 spring washer and nut on the stud.
STAGE 12: Complete assembly of rear axle is unloaded and taken to chassis assembly.

2.2 PRODUCT PROFILE:

The products available in Ashok Leyland are:

 Buses
 Trucks
 Engines
 Defense and Special Vehicles

Ashok Leyland manufactures 4 types of commercial vehicles,

 Heavy commercial vehicles (HCV)
 Light commercial vehicles (LCV)
 Medium commercial vehicles (MCV)
 Intermediate commercial vehicles

VEHICLE MODELS PRODUCED IN ENNORE PLANT:

 Cowl
 E-comet
 G-45
 Boss
 Captain
 CHAPTER 3

ORGANIZATION STRUCTURE

Fig 3.1 Organization structure

 ORGANIZATION CHART- HUMAN RESOURCE DEPARTMENT
-ENNORE PLANT

JR

UNIT HD
CSO CMO
HR

Canteen &
SO ER Insurance L&D OHC

CLM & HRBP & ER

Transport &
Statutory Salary Admin
SDC
compliance

Fig 3.2 Structure of HR Department

 CHAPTER 4
HUMAN RESOURCE MANAGEMENT

4.1 HUMAN RESOURCES DEPARTMENT

HR strategy is carefully linked to the vision, mission and overall business strategy of the
company. In Ashok Leyland, the HR department is responsible for putting together the HR plan
based on corporate plan. It is responsible for recruitment, selection of employees, transfers,
payroll processing, canteen and legal proceedings.

Human resource departments are responsible for activities spanning a wide variety of
core functions. In short, human resource activities fall under the following five core functions:
staffing, development, compensation, safety and health, and employee and labor relations.

The human resources department handles many necessary functions of your business. It
is instrumental in providing labor law compliance, record keeping, hiring and training,
compensation, relational assistance and help with handling specific performance issues.

4.1.1 HR Values

 Concern for People

 Integrity

 Customer Orientation

 Continuous Improvement

 Executive Excellence

4.1.2 HR Functions

 Recruitment & Selection

 Preparing Appointment letters

 Arranging training and development programs for the employees

 Keeping all statutory obligations.

 Collecting data from all other factories to enable them prepare details for long term
negotiation.

 Informing the concerned department about the change of factory rules & other related
acts.
 Maintaining strict discipline.

HRM FUNCTIONS

Fig 4.1 Functions of HRM

4.1.3 Recruitment

Recruitment (hiring) refers to the overall process of attracting, shortlisting,

selecting and appointing suitable candidates for jobs (either permanent or temporary)
within an organization. Recruitment can also refer to processes involved in choosing
individuals for unpaid roles. Managers, human resource generalists and recruitment
specialists may be tasked with carrying out recruitment, but in some cases public-
sector employment agencies, commercial recruitment agencies, or specialist search
consultancies are used to undertake parts of the process. Internet-based technologies
to support all aspects of recruitment have become widespread.

4.1.4 Job analysis

In situations where multiple new jobs are created and recruited for the first
time or vacancies are there or the nature in such documents as job descriptions and
job specifications. Often, a company already has job descriptions for existing
positions. Where already drawn up, these documents may require review and
updating to reflect current requirements. Prior to the recruitment stage, a person
specification should be finalized.

4.1.5 Selection Process

 Aptitude Test
 Group Discussion
 Personal Interview
 Medical Check-Up
 Final Interview.
4.1.6 Joining formalities
At the time of joining, the following are required to be completed or submitted by all
new employees.
 Signed copy of the letter
 Joining Report
 Identify Form
 Employee application form
 Resume
 Copy of pan Card
 Bank account details
 Copy of driving license
 Passport size color photograph

4.1.7 Planning

Planning is necessary to give the organization its goals and directions to establish best
procedure to reach the goals. Planning staff levels requires that an assessment of present
and future needs of the organization be compared with present resources and future
predicted resources. Appropriate steps then be planned to bring demand and supply into
balance. Organizing
 After objectives have been established and plans been developed then
personnel manager.

4.1.8 Organizing
After objectives have been established and plans been developed then personnel
manager must design and develop organization structure to carry out various operations.
Such as-
 Grouping of personnel activities
 Assignment of different groups of activities to different individuals
 Delegation according to task assigned
 Co-ordination of activities of different individuals.
4.1.9 Training and development
Human resource management regards training and development as a function concerned
with organizational activity aimed at bettering the job performance of individuals and
groups in organizational settings.

4.1.10 Directing
The directing function of the personnel manager involves encouraging people to work
willingly and effectively for the goals of the organization.

4.1.11 Controlling
Controlling helps to evaluate and control the performance of the department in terms of
various operative functions.

4.1.12 Remuneration
Concern with determination and equitable remuneration of employees in the
organization to the goals.

4.1.13 Performance Appraisal

The methods used in Ashok Leyland are supervisory rating and self-rating.
Performance Appraisal for the managers is called Policy Deployment.

4.1.14 Compensation
Ashok Leyland believes that compensation should be based on the individual
performance is classified through a quantifiable/objective measure. The performance
rating will be:
 Exception Contribution
 Significant Contribution
 Good Contribution
 Not meeting the requirements
 Not Suitable
4.1.15 Reward system
 The system of pay and benefits used by the firm to reward workers
 Money not the only method
 Fringe benefits
 Flexibility at work
 Holidays, etc.

4.1.16 Motivation
To retain good staff and to encourage them to give of their best while at work requires
attention to the financial and psychological and even physiological rewards offered by
the organization as a continuous exercise.

4.1.17 Employee retention

It refers to the ability of an organization to retain its employees. Employee retention can
be represented by a simple statistic (for example, a retention rate of 80% usually
indicates that an organization kept 80% of its employees in a given period). However,
many consider employee retention as relating to the efforts by which employers attempt
to retain the employees in their workforce. In this sense, retention becomes the
strategies rather than the outcome.
A distinction should be drawn between low-performing employees and top performers,
and efforts to retain employees should be targeted at valuable, contributing employees.
Employee turnover is a symptom of deeper issues that have not been resolved, which
may include low employee morale, absence of a clear career path, lack of recognition,
poor employee-manager relationships or many other issues. A lack of satisfaction and
commitment to the organization can also cause an employee to withdraw and begin
looking for other opportunities. Pay does not always play as large a role in inducing
turnover as is typically believed.

4.1.18 Salary and wages administration

 Employees are required to open salary account as per the company approved
bank account, through which the monthly salary will be credited in the respective
employee’s individual bank account.
  Salary will not be paid in cash.
 Salary will be credited on 5th of every month based on the number of days an
employee worked in previous month.

4.1.19 Important behavior traits:

From the day one, each employee is to develop some of the job required behavior traits
such as:
a) Communication Skill
b) Reporting Skill
c) Learning and Listening Skill
d) Leadership qualities
e) Analytical skill
f) Motivational Skill
g) Personality Development
h) Continuous Improvement
i) Zero error
j) No Compromise Approach

4.2 EMPLOYMENT AND LABOUR LAWS

In India, there are several employment related laws and legislations which companies
have to follow, these laws aim to protect the interest of both employers and employees.
Therefore, adhering to these regulations is necessary, as any deviation will lead to
compliance issues and massive penalties.

4.2.1 Social Security Acts:

India’s social security system is composed of a number of schemes and programs spread
throughout a variety of laws and regulations. Generally, India’s social security schemes
cover the following types of social insurances:
 Pension
 Health insurance and medical benefit
 Maternity benefit
 Gratuity
Some of the social security acts followed in Ashok Leyland are,
1) Employee compensation Act 1923:
The main objective of the workmen’s compensation Act is to provide
compensation to employees, or their dependents, in case of injury, illness, or
death caused due to employment, and to provide a system of speedy settlement
of disputes
2) Employee state insurance Act 1948:
This act aims to offer financial benefits to enrolled workers during sickness,
pregnancy and any disability (permanent or temporary) due to employment
injury.
3) Payment of gratuity Act 1972:
The Act provides for payment of gratuity at the rate of 15 days wages for each
completed year of services subject to a maximum of Rs.10 lakhs. In the case of
seasonal establishment, gratuity is payable at the rate of seven days wages for
each season.
According to the new gratuity policy for 2023, employers must make sure that
base pay makes up 50% of an employee’s CTC(cost to company) and that the
remaining 505 is made up of overtime, housing costs and employee allowances.

4) Employee Provident Fund and Miscellaneous Provisions Act 1952:

This act is to provide for the institution of provident funds, pension funds and
deposit linked insurance fund for employees in factories and other
establishments.
In this act, about 12% of the employee’s salary will be reduced for provident
fund in Ashok Leyland. The percentage details of the 12% are given below,
8.38% - Employee pension scheme
0.5% - Employee death life insurance
0.5% - Service charges
3.25% - Provident fund
 5) Labour welfare fund Act 1965:
This is an act to provide for the constitution of a fund for financing and
conducting activities to promote welfare of labour in the state of Karnataka.
Later, it was revised into Labour welfare fund Act 1973 in Tamil Nadu. This act
differs according to different states.

4.2.2 Wages Acts:

1) Code on wages 2019:
This act seeks to regulate wage and bonus payments in all employments where
any industry, trade, business, or manufacture is carried out. The objective of this
act is to consolidate the 4 existing labour laws relating to wages, into one
integrated code. The 4 existing laws are mentioned below.

2) Payment of wages Act 1936:

This act primarily intended to help industrial workers who do not earn a lot of
money. It covers all employees who work in a factory, through a subcontractor, or
directly with the railway administration, and also those who work in industrial
sector.

3) Minimum wages Act 1948:

Minimum wages have been defined as the minimum amount of remuneration
that an employer is required to pay wage earners for the work performance
during a given period, which cannot be reduced by collective agreement or an
individual contract.

4) Payment bonus Act 1965:

Minimum bonus to the employees payable in an accounting year to the limit of
8.33% of the salary subject to maximum limit of Rs.3500/- p.a. Bonus payable
under the act is to be paid within 8 months from the close of the accounting year
or within one month from the date of which award becomes enforceable.
5) Equal remuneration Act 1976:
The objective of this act was to provide equal wages for men and women based
on the nature of employment, to provide equal opportunities in employment and
to protect persons against discrimination concerning employment or occupation.

4.2.3 Industrial Relation Act:

1) Industrial dispute Act 1947:
This is an act to make provisions for the investigation and settlement of industrial
disputes, and certain other purposes. The significant objective of this act is to
prevent illegal strikes and lockouts.

2) Industrial employee standing order 1946:

This act aims to provide for the fixation of minimum rates of wages, hours of
work, holidays with pay and leave with pay in factories, workshops and other
establishments or undertakings which employ ten or more workers.

3) Trade union Act 1926:

This act provides for registration of trade unions (including association of
employees) with a view to render lawful organization of labour to enable
collective bargaining. The act also confers on a registered trade union certain
protection and privileges.

4) Factories Act 1948:

Amended by the Factories Act 1987, this act is served to assist in formulating
national policies in India with respect to occupational safety and health in
factories and docks in India.

5) Shops and establishment Act:

The Tamil Nadu Shops and Establishment Act 1947 lays down rules and
regulations regarding conditions of work in shops, commercial establishments,
and certain other purposes, this act covers the entire state of Tamil Nadu.
4.2.4 Acts for women employee benefit
1) Equal remuneration Act 1976:
This act provides equal payment of wages for men and women workers and equal
opportunities in the matters of transfers, training and promotion.

2) Maternity benefit Act 1961:

This act is to regulate the employment of women in certain establishments for
certain periods before and after child birth and to provide maternity benefits. The
Maternity Act 2023 allows 26 weeks of leave for a woman for her first two
children. The pregnant employee can take up to 8 weeks of maternity leave
before delivery and 18 weeks after post-delivery.

3) Sexual harassment of women at workplace Act 2013:

An act to provide protection against sexual harassment of women at workplace
and for the prevention and redressal of complaints of sexual harassment.

SWOT ANALYSIS

STRENGTH OF THE COMPANY:

 Good training system
 Good organizational environment
 High market share
 Skilled employees
 Strong functional structure
 Standard quality product

WEAKNESS OF THE COMPANY:

 Low margin
 Sales representatives are less
 There is no proper mechanism to handle the grievance of the customers
 Market share
OPPORTUNITIES FOR THE COMPANY:
 Due to liberalization, demands for heavy vehicle have stepped up all over
the world
 National market through good advertisement
 Company provides better credit facility to dealers
 Company introduces promotional programmes

THREATS FACED BY THE COMPANY:

 High competition
 Promotional programmes of other brand
 Economic conditions
 Government norms affecting sales

CONCLUSION:

This internship at Ashok Leyland has been a very useful experience for me. It
helped me get a better understanding of the job environment and greatly
increased my knowledge of workplace. Through this internship, I was able to gain
work experience in practice and was able to learn about HR functions and about
the different aspects of the company with the help of many superiors working
there. I am really thankful for this opportunity given to me and I hereby conclude
that I will make good use of the knowledge I gained here.