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1 INDIA GLYCOLS LIMITED Objective of the Company: Our business objective is to be the market leader in the surfactants and performance chemicals,b y d e v e l o p i n g i n t e r n a t i o n a l l y p r o v e n t e c h n o l o g y & o f f e r i n g h i g h q u a l i t y , c o s t e f f e c t i v e p er f o rm a n ce p r o d uct . W e s tr i ve t o ach i e ve t hi s t hr o u g h i n n o vat i ve R & D e f f o r t s, p r o a ct i ve m a r k e t i n g , a n d u t i l i z i n g h u m a n r e s o u r c e s t o i t s f u l l p o t e n t i a l a n d w i t h c o n c e r n f o r t h e environment. First and only company in the world to produce Ethylene Oxide (EO) / Mono Ethyl ene Glycol(MEG) from renewable agro route based on molasses, since 1989. Leading manufacturers of Glycols, Ethoxylates, Performance Chemicals, Glycol Ethers & Acetates, Guar Gum andPotable Alcohol. Completely integrated state of the art manufacturing process with emphasis ons u p e r i o r q u a l i t y b y d epl o y i n g i n t e r na t i o na l l y p ro v e n t e c hn o l o gi e s , in n o va t i v e R& D a nd custo mized approach. The companys corporate office is in Kolkata a n d i t s h ea d o ff i ce i s situated at Okhla Industrial Area, New Delhi L a r g e s t E t h o x y l a t e , G l y c o l E t h e r p r o d u c e r a n d t h u s l e a d e r i n E t h y l e n e O x i d e Derivatives/S urfacetant business in India. Global player meeting international specifications and norms, exporting to South East Asia, Middle East, Europe, Australia and USA. Catering to more than 1,000 customers in various end -use industries such as Textile,Agrochemical, Oil & Gas, Personal Care, Pharmaceuticals, Brake Fluids, Detergent,Emulsion Polymerisation & paints etc. Offer customer specific products to meet their performance / technical requirements Customer base includes large MNCs, Public Sector Undertakings and large as well as medium & small Indian organizations

INTRODUCTION India Glycols Limited (the Company) is committed to conducting its business in accordance withthe applicable laws, rules and regulations and with highest standards of business ethics. Thiscode is intended to provide guidance and help in recognizing and dealing with ethical issues, provide mec ha ni sm to r epo rt un ethica l conduct a nd to h el p fos ter a cul ture of honesty a nd accountability. Each Director and Senior Official is expected to comply with the letter and spiritof this Code.A Director and Senior Official must not only comply with applicable laws, rules and regulations but should also promote honest and ethical conduct of the business. They must abide by the p o l i c i e s a n d p r o c e d u r e s t h a t g o v e r n t h e c o n d u c t o f t h e C o m p a n y s b u s i n e s s . T h e i r responsibilities include helping to create and maintain a culture of high ethical standards andcommitment to compliance and maintain a work environment that encourages the stake holdersto raise concerns to the attention of the management.This Code of Conduct has been adopted by the Company to comply with the applicable rules of stock exchanges where securities of the Company are listed. GUIDLINES FOR CONDUCT Each Director should seek to use due care in the performance of his/her duties, be loyal to theCompany, act in good faith and in a manner such Director reasonably believes to be not opposedto the best interest of the Company. A Director should seek to:i . m a k e r e a s o n a b l e e f f o r t s t o a t t e n d Board and committee meetings;ii.dedicate time and attention to the Company; a n d iii.seek to comply with all applicable laws, regulation and confidentiality obligations andcorporate policies of the Company

CORPORATE BUSINESS OPPORTUNITY In carrying out the duties and responsibilities, Directors and Senior officials should avoid:i . a p p r o p r i a t i n g c o r p o r a t e b u s i n e s s o p p o r t u n i t i e s f o r t h e m s e l v e s t h a t a r e d i s c o v e r e d through the use of Companys property or information or their position as Director or Senior Official;i i . U s i n g C o m p a n y s p r o p e r t y o r i n f o r m a t i o n o r t h e i r p o s i t i o n a s D i r e c t o r o r S e n i o r Official for personal gain; andi i i . C o m p e t i n g w i t h t h e C o m p a n y 1.2 INTRODUCTION TO MOTIVATION

RESULTS AND CONCLUSION It was found that if an employee feels that there is a lack of appreciation for work done, as beingtoo l ow rel a tive to a nothe r emp l oyee, a n i ne quity ma y exist a nd the empl oy ee wil l be d e motivated. Further, employees will attempt to restore equity through various means, some of which ma y be c ount e r productive to o rga niza tiona l goa l s a nd objecti ves. F or insta nc e, employees who feel their work is not being appreciated may work less or undervalue the work of other employees.The a bs ence of motiva tors d oes not l ea d to dissa tisfa ction. F or exa mpl e, if empl oy ees f eel stressed in

their job, then this would not lead to their dissatisfaction. But paying employees lower wages than what they believe to be fair may lead to job dissatisfaction. Conversely, employees will be motivated when they are doing interesting work and but will not necessarily be motivated by higher pay.W h a t i s c l e a r , h o w e v e r , i s t h a t e m p l o y e e s r a n k v a r i o u s f a c t o r s a s t h e m o s t i m p o r t a n t motivational factor according to their need and aspirations. At one point of time, he is motivated by monetary factors whereas at some other point of time (for instance when his primary needsare satisfied), he give more importance to non-monetary factors.Thus, our hypothesis that employees get motivated by both monetary as well as non-monetary factors was proved correct.The strategy for motivating centers' employees depends on which motivation theories are used asa reference point. If Hertzberg's theory is followed, management should begin by focusing on pay and job security (hygiene factors) before focusing on interesting work and full appreciationof work done (motivator factors). If Adams' equity theory is followed, management should begin by focusing on areas where there may be perceived inequities (pay and full appreciation of work d on e) b efor e f oc us ing on int er esting wo rk a nd jo b security. I f Vr o om's theory is fol l owed, management should begin by focusing on rewarding (pay and interesting work) employee effortin achieving organizational goals and objectives. Thus, the key to motivating centers' employeesis to know what motivates them and designing a motivation program based on those needs. 22

9 REFERENCES www.qualitydigest.com www.shrm.org www.splinger.com\for motivation related articles www.motivation123.com Human Resource & Management Text & Cases by V S P Rao Business Today article on how to keep employees happy Human Resource Management T.N. Chabra