PROJECT - TRAINING AND DEVELOPMENT
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About This Presentation
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Slide Content
A
PROJECT REPORT
ON
“TRAINING AND DEVELOPMENT ”
IN
BILT GRAPHIC PAPER PROJECTS LIMITED
SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY
MD MUZAFFAR
ENROLMENT NO : 13A7510808
DEPARTMENT OF BUSINESS MANAGEMENT
MADURAI KAMARAJ UNIVERSITY
DIRECTORATE OF DISTANCE EDUCATION
MADURAI
PROJECT REPORT
ON
“TRAINING AND DEVELOPMENT ”
IN
BILT GRAPHIC PAPER PROJECTS LIMITED
SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY
MD MUZAFFAR
ENROLMENT NO : 13A7510808
DEPARTMENT OF BUSINESS MANAGEMENT
MADURAI KAMARAJ UNIVERSITY
DIRECTORATE OF DISTANCE EDUCATION
MADURAI
ACKNOWLEDGEMENT
I have immense pride and satisfaction in presenting this project work. At
this acknowledge with sincere gratitude to all those who helped me to make this
project a success
I express deep sense of obligation to Mr.P SRINIVAS Finance Manager,
BILT GRAPHIC PAPER PROJECTS LTD For his valuable suggestions and
guidance in the preparations of my project report.
.
I would like to thank my guide, ARUN KUMAR and all the STAFF
members of MKU, Study centre hyderabad for the excellent guidance and
dedicated involvement.
I would like to thank my family members and friends for their co-
operation in completing the project successfully.
(MD MUZAFFAR)
I have immense pride and satisfaction in presenting this project work. At
this acknowledge with sincere gratitude to all those who helped me to make this
project a success
I express deep sense of obligation to Mr.P SRINIVAS Finance Manager,
BILT GRAPHIC PAPER PROJECTS LTD For his valuable suggestions and
guidance in the preparations of my project report.
.
I would like to thank my guide, ARUN KUMAR and all the STAFF
members of MKU, Study centre hyderabad for the excellent guidance and
dedicated involvement.
I would like to thank my family members and friends for their co-
operation in completing the project successfully.
(MD MUZAFFAR)
CERTIFICATE
This is to certify that the project “TRAINING AND DEVELOPMENT” with
special reference to “BILT GRAPHIC PAPER PROJECTS LTD ” is a bonafide work
carried out by MD MUZAFFAR under the supervision of Mr.ARUN KUMAR,
Lecturer in Commerce. He has submitted the project report in partial fulfillment for the
award of the degree of MASTER OF BUSINESS ADMINISTRATION (MBA) from
Madhurai Kamaraj University.
Signature of the Guide
This is to certify that the project “TRAINING AND DEVELOPMENT” with
special reference to “BILT GRAPHIC PAPER PROJECTS LTD ” is a bonafide work
carried out by MD MUZAFFAR under the supervision of Mr.ARUN KUMAR,
Lecturer in Commerce. He has submitted the project report in partial fulfillment for the
award of the degree of MASTER OF BUSINESS ADMINISTRATION (MBA) from
Madhurai Kamaraj University.
Signature of the Guide
BILT Graphic Paper Products Limited
UNIT – KAMALAPURAM
CERTIFICATE
This is to certify that MD MUZAFFAR , ENROLMENT No: (13A7510808)
Student of MADURAI KAMARAJ UNIVERSITY has successfully completed his
project entitled "TRAINING AND DEVELOPMENT" in our organization, as a part
of requirement for the award of degree of ?Master in Business Administration?
(M.B.A) from Madurai Kamaraj University.
His performance during the study period is satisfactory. For a period of 45
days in our organization.
(HR MANAGER)
Works: Kamalpuram – 506 172, Warangal Dist. (A.P.) Ph: 08717-243250, 243228 Fax: 08/717-243209/243646
Registered Office: P.O.Ballarpur Paper Mills, Dist. Chandrapur, Maharasthra – 442 901
UNIT – KAMALAPURAM
CERTIFICATE
This is to certify that MD MUZAFFAR , ENROLMENT No: (13A7510808)
Student of MADURAI KAMARAJ UNIVERSITY has successfully completed his
project entitled "TRAINING AND DEVELOPMENT" in our organization, as a part
of requirement for the award of degree of ?Master in Business Administration?
(M.B.A) from Madurai Kamaraj University.
His performance during the study period is satisfactory. For a period of 45
days in our organization.
(HR MANAGER)
Works: Kamalpuram – 506 172, Warangal Dist. (A.P.) Ph: 08717-243250, 243228 Fax: 08/717-243209/243646
Registered Office: P.O.Ballarpur Paper Mills, Dist. Chandrapur, Maharasthra – 442 901
CONTENTS
Chapter Description Page No.
I. INTRODUCTION 1-12
II. COMPANY PROFILE 13-35
III. CONCEPTUAL FRAMEWORK 36-52
IV. DATA ANALYSIS & INTERPRETATION 53-71
V. CONCLUSIONS & SUGGESTIONS 72-73
QUESTIONNAIRE
BIBLIOGRAPHY
Chapter Description Page No.
I. INTRODUCTION 1-12
II. COMPANY PROFILE 13-35
III. CONCEPTUAL FRAMEWORK 36-52
IV. DATA ANALYSIS & INTERPRETATION 53-71
V. CONCLUSIONS & SUGGESTIONS 72-73
QUESTIONNAIRE
BIBLIOGRAPHY
INTRODUCTION
HUMAN RESOURCE MANAGEMENT:
Human resource management (HRM) is concerned with workforce, who is the energetic
elements management. The success of any organization or an enterprise will depend
upon the ability, strength and motivation of persons working in it. The HRM refers to
the systematic approach to the problems in any organization. It is concerned with
recruitment, selection, training and development of personnel.
Human resource management is series of integrated decisions that form the
employment relationship; their quality contributes to the ability of the organizations and
the employees to achieve their objectives.
Milkovich and Boudreau.
HUMAN RESOURCES DEVELOPMENT:
Human resource development means the development, growth of employees at
every level of management by planned and organized process.
HRD includes Education, Learning and Training programmes.
INRODUCTION TO TRAINING AND DEVELOPMENT:
Training refers to the teaching/learning carried o for the primary purpose of helping
members of all origin to acquire and apply the knowledge, skill, abilities and attitudes
need by the organization.
Training is the short term process utilizing a systematic and organized procedure by
which non managerial personnel learn technical knowledge and skills for a definite
purpose.
Training enables employees to develop and rise between the organizations and increase
their “market value” earning capacity and job security.
HUMAN RESOURCE MANAGEMENT:
Human resource management (HRM) is concerned with workforce, who is the energetic
elements management. The success of any organization or an enterprise will depend
upon the ability, strength and motivation of persons working in it. The HRM refers to
the systematic approach to the problems in any organization. It is concerned with
recruitment, selection, training and development of personnel.
Human resource management is series of integrated decisions that form the
employment relationship; their quality contributes to the ability of the organizations and
the employees to achieve their objectives.
Milkovich and Boudreau.
HUMAN RESOURCES DEVELOPMENT:
Human resource development means the development, growth of employees at
every level of management by planned and organized process.
HRD includes Education, Learning and Training programmes.
INRODUCTION TO TRAINING AND DEVELOPMENT:
Training refers to the teaching/learning carried o for the primary purpose of helping
members of all origin to acquire and apply the knowledge, skill, abilities and attitudes
need by the organization.
Training is the short term process utilizing a systematic and organized procedure by
which non managerial personnel learn technical knowledge and skills for a definite
purpose.
Training enables employees to develop and rise between the organizations and increase
their “market value” earning capacity and job security.
Meaning:
Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. In other words, training improves, changes, moulds the employee
knowledge, skill, behavior, aptitude & attitude towards the requirement of job and
organization.
Thus, training bridges the difference between the job requirement & employee present.
Definition:
According to Dale S. Beach
Define the training as “the organized procedure by which people acquire knowledge or
/and for definite purpose”.
According to HESS KING
“(1971) defined training as a sequence of experiences or opportunities designed
to modify behavior in order to attain a stated objective”.
Training is an activity to increase Understanding, Skill and Attitude to perform
specific job in better ways. Training is the part of Human Resource Development.
IMPORTANCE OF TRAINING AND DEVELOPEMENT
The importance of human resource management to a large extent depends on human
resource development .training is the most important technique of human resources
development.
As stated earlier, no organization can get a candidate who exactly matches with the job
and the organizational requirements .hence, training is important to develop the
employees and make him/her suitable to the job.
Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. In other words, training improves, changes, moulds the employee
knowledge, skill, behavior, aptitude & attitude towards the requirement of job and
organization.
Thus, training bridges the difference between the job requirement & employee present.
Definition:
According to Dale S. Beach
Define the training as “the organized procedure by which people acquire knowledge or
/and for definite purpose”.
According to HESS KING
“(1971) defined training as a sequence of experiences or opportunities designed
to modify behavior in order to attain a stated objective”.
Training is an activity to increase Understanding, Skill and Attitude to perform
specific job in better ways. Training is the part of Human Resource Development.
IMPORTANCE OF TRAINING AND DEVELOPEMENT
The importance of human resource management to a large extent depends on human
resource development .training is the most important technique of human resources
development.
As stated earlier, no organization can get a candidate who exactly matches with the job
and the organizational requirements .hence, training is important to develop the
employees and make him/her suitable to the job.
Job and organizational requirements are not static, they are changed from time to time in
view of technological advancement and change in the awareness of the total quality and
productivity management (TQPM). The objectives of the TQPM can be achieved only
through training. Training develops human skills and efficiency. Trained employees
would be a valuable asset to an organization. Organizational efficiency, productivity,
Progress and development to a greater extent depend on training. Organizational
objectives like viability, stability and growth can also be achieved through training.
Training is important as it constitutes significant part of management control.
The increasing competition, among other things increases the significance of training.
Training matches the employees with the job from time to time. Further the trained
employees invite organizational change and ready to take up any type of assignment.
The success of any organization, to greater extent depends on the amount, qualitative
and timely training provided by an organization.
Further, the importance of training can also be viewed from the need for training and the
advantages of training.
view of technological advancement and change in the awareness of the total quality and
productivity management (TQPM). The objectives of the TQPM can be achieved only
through training. Training develops human skills and efficiency. Trained employees
would be a valuable asset to an organization. Organizational efficiency, productivity,
Progress and development to a greater extent depend on training. Organizational
objectives like viability, stability and growth can also be achieved through training.
Training is important as it constitutes significant part of management control.
The increasing competition, among other things increases the significance of training.
Training matches the employees with the job from time to time. Further the trained
employees invite organizational change and ready to take up any type of assignment.
The success of any organization, to greater extent depends on the amount, qualitative
and timely training provided by an organization.
Further, the importance of training can also be viewed from the need for training and the
advantages of training.
NEED FOR TRAINING
A program of training becomes essential for the purpose of meeting the specific
problems of a particular organization arising out of the introduction of new lines of
production. Changes in design, the demand of competition and econ
Therefore the following are the basic needs of training.
To increase productivity.
To improve quality.
To help a company to fulfill its future personnel needs.
To improve organizational climate.
To meet technological advances.
TRAINING POLICY:
Every company or organization should have well established training policy. Such a
policy represents the top management’s commitment to the training of its employees and
compromise rule and procedure governing the standard of scope of training.
A training policy is considered necessary for following reasons.
To provide suitable opportunities to the employee for his own betterment.
To discover critical areas where training is to or given on a priority basis.
To indicate a company’s intention to develop its personnel.
To provide guidance in training and implementation of programs.
A program of training becomes essential for the purpose of meeting the specific
problems of a particular organization arising out of the introduction of new lines of
production. Changes in design, the demand of competition and econ
Therefore the following are the basic needs of training.
To increase productivity.
To improve quality.
To help a company to fulfill its future personnel needs.
To improve organizational climate.
To meet technological advances.
TRAINING POLICY:
Every company or organization should have well established training policy. Such a
policy represents the top management’s commitment to the training of its employees and
compromise rule and procedure governing the standard of scope of training.
A training policy is considered necessary for following reasons.
To provide suitable opportunities to the employee for his own betterment.
To discover critical areas where training is to or given on a priority basis.
To indicate a company’s intention to develop its personnel.
To provide guidance in training and implementation of programs.
TRAINING INPUTS:
Skills:
Training an employee for particular skill is undertaken to enable the employee to be
more effective on the job.
Attitudes:
Training programs in industry are aimed at moulding employee attitude to achieve
support for company activities and greater loyalty.
Knowledge:
Training aimed at imparting knowledge to employees in the organization provides for
understanding of all the problem of modern industry knowledge for managerial
personnel may be related to complexity of problem in organizing, placing, directing and
controlling.
Skills:
Training an employee for particular skill is undertaken to enable the employee to be
more effective on the job.
Attitudes:
Training programs in industry are aimed at moulding employee attitude to achieve
support for company activities and greater loyalty.
Knowledge:
Training aimed at imparting knowledge to employees in the organization provides for
understanding of all the problem of modern industry knowledge for managerial
personnel may be related to complexity of problem in organizing, placing, directing and
controlling.
OBJECTIVES OF TRAINING AND DEVELOPMENT :
Generally line managers ask personnel managers to formulate the training
policies. The personnel manager formulates the following training objectives
in keeping with the company’s goals and objectives.
To prepare the employee both new and old to meet the present as well as the
changing requirements of the job and the organization.
To prevent obsolescence
To impart the new entrants the basic knowledge and skill they need for an
intelligent performance of definite job.
To prepare employees for higher level tasks.
To build up a second line of component officers and prepare them to occupy
more responsible positions.
To develop the potentialities of people for the next level job.
To ensure smooth and efficient working of a department.
To ensure economical output of required quality.
To promote individual and collective morale, a sense of responsibility,
cooperative attitudes and good relationships.
To broaden the minds of senior managers by providing them with
opportunities for an interchange of experiences with in and outside with a
view correcting the narrowness of outlook that may arise from over
specialization
To assist employees to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques
Generally line managers ask personnel managers to formulate the training
policies. The personnel manager formulates the following training objectives
in keeping with the company’s goals and objectives.
To prepare the employee both new and old to meet the present as well as the
changing requirements of the job and the organization.
To prevent obsolescence
To impart the new entrants the basic knowledge and skill they need for an
intelligent performance of definite job.
To prepare employees for higher level tasks.
To build up a second line of component officers and prepare them to occupy
more responsible positions.
To develop the potentialities of people for the next level job.
To ensure smooth and efficient working of a department.
To ensure economical output of required quality.
To promote individual and collective morale, a sense of responsibility,
cooperative attitudes and good relationships.
To broaden the minds of senior managers by providing them with
opportunities for an interchange of experiences with in and outside with a
view correcting the narrowness of outlook that may arise from over
specialization
To assist employees to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques
NEED FOR THE STUDY:
Employees being the main source for the production, the success of an organization
depend on its employees. Since employees contribution plays a significant role in
organization it is the duty of an organization to care of its employee skill, abilities and
performance and develop them in a more prospective way for the development of
employees which indirectly contributes to the organization. Employee can develop their
performance only when they are given training in particular skills which they are
lacking.
OBJECTIVES OF STUDY:
To study and evaluate the essence of training program.
To know how often training programs are conducted and maintaining the records.
To know the training methods given for employees.
To know the performance level of employee after training.
To know the guidance given by trainers while training.
To assist employees to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques.
SCOPE OF THE STUDY:
The study had covered its survey only in the“BALLARAPUR GRAPHIC PAPER
PRODUCTS LIMITED”, KAMALAPURAM. Production Department only.
The study covered both HR executives and workers to know their opinion. On training
programmes under going “BALLARAPUR GRAPHIC PAPER PRODUCTS
LIMITED”, KAMALAPURAM.
The study has been confined to a period of 45 days.
Employees being the main source for the production, the success of an organization
depend on its employees. Since employees contribution plays a significant role in
organization it is the duty of an organization to care of its employee skill, abilities and
performance and develop them in a more prospective way for the development of
employees which indirectly contributes to the organization. Employee can develop their
performance only when they are given training in particular skills which they are
lacking.
OBJECTIVES OF STUDY:
To study and evaluate the essence of training program.
To know how often training programs are conducted and maintaining the records.
To know the training methods given for employees.
To know the performance level of employee after training.
To know the guidance given by trainers while training.
To assist employees to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques.
SCOPE OF THE STUDY:
The study had covered its survey only in the“BALLARAPUR GRAPHIC PAPER
PRODUCTS LIMITED”, KAMALAPURAM. Production Department only.
The study covered both HR executives and workers to know their opinion. On training
programmes under going “BALLARAPUR GRAPHIC PAPER PRODUCTS
LIMITED”, KAMALAPURAM.
The study has been confined to a period of 45 days.
RESEARCH METHODOLOGY
RESEARCH:
Research is an art of scientific investigation .research is defined as a “scientific
and systematic search for information on a specific topic”.
The purpose of search is to discover answers and questions through the
application of scientific procedures.
METHODOLOGY:
The data used for analysis& interpretation is received from the responses of employees
for the questionnaire .Comparison of response is used for interpreting the data.
The project is presented by using tables, and charts, with their interpretation. A survey
is undertaken to know the facts about the training.
DATA COLLECTION:
The researcher has wide varieties of methods to consider either single or in
combination they were grouped first accordingly weather to use secondary or primary
sources of data.
PRIMARY AND SECONDARY DATA:
Data originally collected for an investigation known as primary data concluding
personal interviews through questionnaire. Most of the study for this project is based on
primary data itself the problems.
Secondary data for present study is retrieved from company profile and text
books.
RESEARCH:
Research is an art of scientific investigation .research is defined as a “scientific
and systematic search for information on a specific topic”.
The purpose of search is to discover answers and questions through the
application of scientific procedures.
METHODOLOGY:
The data used for analysis& interpretation is received from the responses of employees
for the questionnaire .Comparison of response is used for interpreting the data.
The project is presented by using tables, and charts, with their interpretation. A survey
is undertaken to know the facts about the training.
DATA COLLECTION:
The researcher has wide varieties of methods to consider either single or in
combination they were grouped first accordingly weather to use secondary or primary
sources of data.
PRIMARY AND SECONDARY DATA:
Data originally collected for an investigation known as primary data concluding
personal interviews through questionnaire. Most of the study for this project is based on
primary data itself the problems.
Secondary data for present study is retrieved from company profile and text
books.
RESEARCH INSTRUMENTS:
The structural questionnaire with multiple choices.
The data collected from the survey has been tabulated and analyzed. The data is
represented graphically by using pie charts for easy understandability.
SAMPLEING TECHNIQUE :
The sampling purpose only 3 designations the name of designations are
executives, supervisors, technicians.the total respondents are 80 the sample is
drawn equally from BGPPL, through simple random sample techniques.
.SAMPLE SIZE:
A sample of 80 respondents is selected. Each employee filled up the
questionnaire and helped the researcher to carry out the survey effectively.
LIMITATIONS:
The study has been confined to a period of 45 days. Hence it may not reveal the
extent of opinions of employees.
Sample size being small and not able to consider the views of every employee.
The study focused on behavioral aspects of human beings. Hence study
undertaken may not be uniform every where.
The study will vary from industry to industry and from one situation to other.
The structural questionnaire with multiple choices.
The data collected from the survey has been tabulated and analyzed. The data is
represented graphically by using pie charts for easy understandability.
SAMPLEING TECHNIQUE :
The sampling purpose only 3 designations the name of designations are
executives, supervisors, technicians.the total respondents are 80 the sample is
drawn equally from BGPPL, through simple random sample techniques.
.SAMPLE SIZE:
A sample of 80 respondents is selected. Each employee filled up the
questionnaire and helped the researcher to carry out the survey effectively.
LIMITATIONS:
The study has been confined to a period of 45 days. Hence it may not reveal the
extent of opinions of employees.
Sample size being small and not able to consider the views of every employee.
The study focused on behavioral aspects of human beings. Hence study
undertaken may not be uniform every where.
The study will vary from industry to industry and from one situation to other.
PRESENTATION OF THE STUDY:
The chapterisation scheme gives the details of the study chapter wise.
Chapter-I
This chapter deals with introducing the topic it gives a conceptual frame work for the
present study, Need Of the study, Objectives of the study, Research methodology and
Limitations of the study.
Chapter-II
This chapter Explains about the profile of “BALLARAPUR GRAPHIC PAPER
PRODUCTS LIMITED” Which contains the Vision, policies of the company, Training
methods and areas of Training at “BALLARAPUR GRAPHIC PAPER PRODUCTS
LIMITED”, KAMALAPURAM.
Chapter-III
This chapter deals with the Analysis of Data by using pie charts and includes
Interpretation of the data.
Chapter-IV
This chapter deals with the Conclusions & Suggestions.
Chapter-V
This contains the Questionnaire and Bibliography.
{
The chapterisation scheme gives the details of the study chapter wise.
Chapter-I
This chapter deals with introducing the topic it gives a conceptual frame work for the
present study, Need Of the study, Objectives of the study, Research methodology and
Limitations of the study.
Chapter-II
This chapter Explains about the profile of “BALLARAPUR GRAPHIC PAPER
PRODUCTS LIMITED” Which contains the Vision, policies of the company, Training
methods and areas of Training at “BALLARAPUR GRAPHIC PAPER PRODUCTS
LIMITED”, KAMALAPURAM.
Chapter-III
This chapter deals with the Analysis of Data by using pie charts and includes
Interpretation of the data.
Chapter-IV
This chapter deals with the Conclusions & Suggestions.
Chapter-V
This contains the Questionnaire and Bibliography.
{
AVANTHA
The US$ 3 bn Avantha Group is one of India's leading business conglomerates. The
Group has business interests in diverse areas, including pulp and paper, power
transmission and distribution equipments and services, food processing, farm forestry,
chemicals, energy, infrastructure, information technology (IT) and IT-enabled services.
With an impressive global footprint, the Group operates in more than 10 countries with
20,000 employees of 20 nationalities.
Group companies include Crompton Greaves Limited, India's largest power equipment
company, and Ballarpur Industries Limited (BILT), India's largest paper manufacturer,
both listed on the Indian stock exchanges.
As part of its global expansion programme, the Group has acquired a host of companies
from around the world. Since 2005, Crompton Greaves has acquired five international
companies: Pauwels (Belgium), Ganz (Hungary), Microsol (Ireland), Sonomatra
(France) and MSE Power Systems (USA). In 2007, BILT acquired Sabah Forest
Industries (SFI), Malaysia's largest pulp and Paper Company. Another Group entity, The
Global Green Company, acquired Intergarden (Belgium, Hungary) and Puszta Konzerv
(Hungary). With these acquisitions, products from the Group are not just at the apex in
India but ranked amongst the best in the world in their respective categories.
Across Avantha, good citizenship is a defined objective, with focused emphasis on
education, community development and healthcare.
Led by Chairman Mr. Gautam Thapar, the Avantha Group demonstrates strong
leadership globally and emerges as a focused corporate, leveraging its knowledge,
leadership and operations to add lasting value for its stakeholders and investors.
The Group is on an aggressive growth path, with a targeted turnover of US$ 10 bn and a
market capitalization of US$ 25 bn by 2013.
Visit http://www.avanthagroup.com/
The US$ 3 bn Avantha Group is one of India's leading business conglomerates. The
Group has business interests in diverse areas, including pulp and paper, power
transmission and distribution equipments and services, food processing, farm forestry,
chemicals, energy, infrastructure, information technology (IT) and IT-enabled services.
With an impressive global footprint, the Group operates in more than 10 countries with
20,000 employees of 20 nationalities.
Group companies include Crompton Greaves Limited, India's largest power equipment
company, and Ballarpur Industries Limited (BILT), India's largest paper manufacturer,
both listed on the Indian stock exchanges.
As part of its global expansion programme, the Group has acquired a host of companies
from around the world. Since 2005, Crompton Greaves has acquired five international
companies: Pauwels (Belgium), Ganz (Hungary), Microsol (Ireland), Sonomatra
(France) and MSE Power Systems (USA). In 2007, BILT acquired Sabah Forest
Industries (SFI), Malaysia's largest pulp and Paper Company. Another Group entity, The
Global Green Company, acquired Intergarden (Belgium, Hungary) and Puszta Konzerv
(Hungary). With these acquisitions, products from the Group are not just at the apex in
India but ranked amongst the best in the world in their respective categories.
Across Avantha, good citizenship is a defined objective, with focused emphasis on
education, community development and healthcare.
Led by Chairman Mr. Gautam Thapar, the Avantha Group demonstrates strong
leadership globally and emerges as a focused corporate, leveraging its knowledge,
leadership and operations to add lasting value for its stakeholders and investors.
The Group is on an aggressive growth path, with a targeted turnover of US$ 10 bn and a
market capitalization of US$ 25 bn by 2013.
Visit http://www.avanthagroup.com/
BALLARPUR INDUSTRIES LIMITED
Overview
Ballarpur Industries Limited (BILT), part of the Avantha Group, is the
undisputed leader of the Indian paper industry, and the only Indian
company to rank amongst the world’s top 100 paper companies. The
organization’s production facilities are strategically spread across the
country, with units located in Ballarpur, Bhigwan and Ashti in
Maharashtra; Shreegopal in Haryana; Sewa in Orissa and
Kamalapuram in Andhra Pradesh. In 2007, BILT acquired Sabah
Forest Industries, Malaysia’s largest pulp and Paper Company.
BILT employs state-of-the-art technology to manufacture best- in-
class products. The company is the country’s largest manufacturer of
writing & printing (W&P) paper. In recent years, BILT has evolved as
a dynamic, knowledge-driven organization focused towards creation
of stakeholder value. In the process, it has also transformed the
paper industry from its traditional 'commodity market' mindset to a
branded one. A concerted programme of innovation and technological
excellence helps it proactively respond to the needs of each individual
segment. Today, BILT not only has the range, but also a well-
entrenched distribution network that enables it to reach customers,
any time, any place.
Overview
Ballarpur Industries Limited (BILT), part of the Avantha Group, is the
undisputed leader of the Indian paper industry, and the only Indian
company to rank amongst the world’s top 100 paper companies. The
organization’s production facilities are strategically spread across the
country, with units located in Ballarpur, Bhigwan and Ashti in
Maharashtra; Shreegopal in Haryana; Sewa in Orissa and
Kamalapuram in Andhra Pradesh. In 2007, BILT acquired Sabah
Forest Industries, Malaysia’s largest pulp and Paper Company.
BILT employs state-of-the-art technology to manufacture best- in-
class products. The company is the country’s largest manufacturer of
writing & printing (W&P) paper. In recent years, BILT has evolved as
a dynamic, knowledge-driven organization focused towards creation
of stakeholder value. In the process, it has also transformed the
paper industry from its traditional 'commodity market' mindset to a
branded one. A concerted programme of innovation and technological
excellence helps it proactively respond to the needs of each individual
segment. Today, BILT not only has the range, but also a well-
entrenched distribution network that enables it to reach customers,
any time, any place.
Vision, Mission & Core Values
Vision
Our aspiration is to become a leading creator of Shareholder Value in the Paper
Industry.
Mission
To consistently outperform expectations and deliver superior value to our
Customers and Stakeholders.
Core Values
Honesty – We will be principled, straightforward and fair in all our dealings.
Integrity – We will maintain the highest standards of professionalism.
Flexibility – We will adapt ourselves so as to always stay a step ahead of change.
Respect for Individual – We will give each person room to contribute and grow.
Respect for Knowledge – We will acquire and apply leading edge expertise in all
aspects of our business.
Team Performance – We will value teamwork; none of us is as good as all of us.
Vision
Our aspiration is to become a leading creator of Shareholder Value in the Paper
Industry.
Mission
To consistently outperform expectations and deliver superior value to our
Customers and Stakeholders.
Core Values
Honesty – We will be principled, straightforward and fair in all our dealings.
Integrity – We will maintain the highest standards of professionalism.
Flexibility – We will adapt ourselves so as to always stay a step ahead of change.
Respect for Individual – We will give each person room to contribute and grow.
Respect for Knowledge – We will acquire and apply leading edge expertise in all
aspects of our business.
Team Performance – We will value teamwork; none of us is as good as all of us.
Logo
The white typeface Encased in a red square, the BILT logo stands for victory and
achievement, market leadership symbolizes spirit, focus and integrity.
The company name in lower case signifies modernity, flexibility and adaptability to a
dynamic business environment. The turn of the page projects BILT’s dynamism and a
constant quest for expanding horizons and attaining new heights.
The BILT logo thus embodies the company’s reputation for quality and trust.
Key Milestones
Over the last seventy years, BILT has travelled a long way, making its own road where
none existed. BILT’s path breaking journey is dotted with memorable milestones:
1936 Lala Karam Chand acquires a paper mill in Jagadhri and renames it Shree
Gopal Paper Mills. It is India’s largest paper mill.
1945 Ballarpur Paper & Straw Board Mills Limited incorporated. First brand
names of “Three Aces” for paper and “Wisdom” for stationery launched.
1969 Merger of Shree Gopal Paper Mills Limited and Ballarpur Paper & Straw
Board Mills Limited.
1975 Enterprise renamed Ballarpur Industries Limited.
1983 Production extensively modernized.
1988 BILT enters into the industrial paper segment with the ‘Executive Bond’
brand of business stationery.
1989 BILT TreeTech Limited established, reinforcing BILT’s commitment to
environmental concerns.
1990 BILT expands with the acquisition of Sewa Paper Mills.
1999 Company makes its foray into the retail sector with the ‘Royal Executive
Bond’ brand.
2000 BILT completes restructuring of its business portfolio.
2001 Sinar Mas Pulp & Paper (India) Limited acquired and renamed BILT Graphic
Papers Limited.
2002 New corporate identity initiative launched.
2003 BILT Graphic Papers Limited merged with BILT.BILT successfully placed
US$ 45 mn FCCB and US$ 35 mn GDS in the international market.
The white typeface Encased in a red square, the BILT logo stands for victory and
achievement, market leadership symbolizes spirit, focus and integrity.
The company name in lower case signifies modernity, flexibility and adaptability to a
dynamic business environment. The turn of the page projects BILT’s dynamism and a
constant quest for expanding horizons and attaining new heights.
The BILT logo thus embodies the company’s reputation for quality and trust.
Key Milestones
Over the last seventy years, BILT has travelled a long way, making its own road where
none existed. BILT’s path breaking journey is dotted with memorable milestones:
1936 Lala Karam Chand acquires a paper mill in Jagadhri and renames it Shree
Gopal Paper Mills. It is India’s largest paper mill.
1945 Ballarpur Paper & Straw Board Mills Limited incorporated. First brand
names of “Three Aces” for paper and “Wisdom” for stationery launched.
1969 Merger of Shree Gopal Paper Mills Limited and Ballarpur Paper & Straw
Board Mills Limited.
1975 Enterprise renamed Ballarpur Industries Limited.
1983 Production extensively modernized.
1988 BILT enters into the industrial paper segment with the ‘Executive Bond’
brand of business stationery.
1989 BILT TreeTech Limited established, reinforcing BILT’s commitment to
environmental concerns.
1990 BILT expands with the acquisition of Sewa Paper Mills.
1999 Company makes its foray into the retail sector with the ‘Royal Executive
Bond’ brand.
2000 BILT completes restructuring of its business portfolio.
2001 Sinar Mas Pulp & Paper (India) Limited acquired and renamed BILT Graphic
Papers Limited.
2002 New corporate identity initiative launched.
2003 BILT Graphic Papers Limited merged with BILT.BILT successfully placed
US$ 45 mn FCCB and US$ 35 mn GDS in the international market.
2005 BILT enters the tissue business segment with the ‘Etiquette’ brand.
BILT successfully placed US$ 60 mn ZCCB in the international market.
2006 APR Packaging merged with BILT. Power division into erstwhile BILT
Power Limited and renamed Avantha Power & Infrastructure.
2007 BILT makes its first major international foray. Acquires Sabah Forest
Industries, Malaysia’s largest integrated pulp and paper facility. Restructuring
by way of reorganization of share capital and transfer of three undertakings,
viz. Bhigwan, Ballarpur and Kamalapuram to BILT Graphic Paper Products
limited.
2008 Investment of US$175 mn by two major private equity investors in BILT
steps down subsidiary.
Farm Forestry
BILT Tree Tech Limited (BTTL)
One of BILT’s key initiatives towards protecting the environment is its farm forestry
programme. This is done through the company’s subsidiary, BILT TreeTech Limited
(BTTL).
BTTL develops farm forestry in partnership with local farmers on marginal lands and
wastelands. Farmers covered under this scheme are provided with high-yielding clones
of pulpwood species, and are offered extension services and expert advice. In addition,
the company facilitates tailor-made bank loans on long-term basis to the needy farmers.
The company also assures purchase of their pulpwood produce at a declared support
price or market price, whichever is higher. BTTL’s farm forestry programme is now
spread over five States, namely, Maharashtra, Orissa, Andhra Pradesh, Chhatisgarh and
Madhya Pradesh. Besides providing farmers with a source of income, the project helps
secure supply of pulpwood, and promotes sustainable paper production.
BILT successfully placed US$ 60 mn ZCCB in the international market.
2006 APR Packaging merged with BILT. Power division into erstwhile BILT
Power Limited and renamed Avantha Power & Infrastructure.
2007 BILT makes its first major international foray. Acquires Sabah Forest
Industries, Malaysia’s largest integrated pulp and paper facility. Restructuring
by way of reorganization of share capital and transfer of three undertakings,
viz. Bhigwan, Ballarpur and Kamalapuram to BILT Graphic Paper Products
limited.
2008 Investment of US$175 mn by two major private equity investors in BILT
steps down subsidiary.
Farm Forestry
BILT Tree Tech Limited (BTTL)
One of BILT’s key initiatives towards protecting the environment is its farm forestry
programme. This is done through the company’s subsidiary, BILT TreeTech Limited
(BTTL).
BTTL develops farm forestry in partnership with local farmers on marginal lands and
wastelands. Farmers covered under this scheme are provided with high-yielding clones
of pulpwood species, and are offered extension services and expert advice. In addition,
the company facilitates tailor-made bank loans on long-term basis to the needy farmers.
The company also assures purchase of their pulpwood produce at a declared support
price or market price, whichever is higher. BTTL’s farm forestry programme is now
spread over five States, namely, Maharashtra, Orissa, Andhra Pradesh, Chhatisgarh and
Madhya Pradesh. Besides providing farmers with a source of income, the project helps
secure supply of pulpwood, and promotes sustainable paper production.
Environment & CSR
Environment Policy
BILT believes in synergizing business interests with environmental accountability. All
manufacturing units follow stringent environment management systems, with five of the
seven units being ISO certified.
BILT’s units are committed to the Corporate Responsibility for Environment Protection
(CREP) programme. All manufacturing facilities adhere to the most stringent
environmental norms, conserving water and energy, significantly reducing emissions
and effluents, and effectively managing solid waste.
In addition, all expansion and modernisation projects at our plants are in line with state-
of-the-art environmental norms.
Environment Policy
BILT believes in synergizing business interests with environmental accountability. All
manufacturing units follow stringent environment management systems, with five of the
seven units being ISO certified.
BILT’s units are committed to the Corporate Responsibility for Environment Protection
(CREP) programme. All manufacturing facilities adhere to the most stringent
environmental norms, conserving water and energy, significantly reducing emissions
and effluents, and effectively managing solid waste.
In addition, all expansion and modernisation projects at our plants are in line with state-
of-the-art environmental norms.
Corporate Social Responsibility
BILT’s responsibilities extend beyond mere bottom line concerns, and encompass our
myriad social commitments. This long-term approach is core to our business philosophy
and is the way our business is conducted globally. Our CSR policy is well-defined:
"While BILT is responsible to continuously enhance shareholders wealth, it is also
committed to its other stakeholders to conduct its business in a responsible manner that
creates a sustained positive impact on society".
For BILT being a socially responsible corporate means:
Using environment friendly and safe processes in production.
Making sustained effort in preserving the environment.
Promoting the well being and development of employees and their families
through an inspiring corporate culture that engenders good values.
Building active and long term partnerships with the communities in which we
operate to significantly improve the condition of the most disadvantaged amongst
them.
Observing good business practices with all our stakeholders, including business
partners, suppliers and contractors.
Areas of Work
Community Development
o Livelihood Generation
o Education
o Health
o Empowerment
Farm forestry
HIV/AIDS prevention and treatment
De-addiction
BILT’s responsibilities extend beyond mere bottom line concerns, and encompass our
myriad social commitments. This long-term approach is core to our business philosophy
and is the way our business is conducted globally. Our CSR policy is well-defined:
"While BILT is responsible to continuously enhance shareholders wealth, it is also
committed to its other stakeholders to conduct its business in a responsible manner that
creates a sustained positive impact on society".
For BILT being a socially responsible corporate means:
Using environment friendly and safe processes in production.
Making sustained effort in preserving the environment.
Promoting the well being and development of employees and their families
through an inspiring corporate culture that engenders good values.
Building active and long term partnerships with the communities in which we
operate to significantly improve the condition of the most disadvantaged amongst
them.
Observing good business practices with all our stakeholders, including business
partners, suppliers and contractors.
Areas of Work
Community Development
o Livelihood Generation
o Education
o Health
o Empowerment
Farm forestry
HIV/AIDS prevention and treatment
De-addiction
Awards and Recognition
TERI Award for CSR, 2003-04
Business for Social Responsibility (BSR) Award for CSR, 2005-06
Business-world FICCI- SEDF CSR Award, 2005-06
Asian CSR Award, 2005-06
Golden Peacock Global Award for CSR in Emerging Economies, 2007
Intel - AIM Corporate Responsibility Award, 2007
TERI Corporate Awards for Business Response to HIV/AIDS, 2008
RULES AND POLICIES
(The below mentioned rules & policies are for the purpose of reference only. To claim
or interpret the policies/benefits, you are advised to contact the local HR representative
who will refer to the policies, schemes, circulars etc available with them.)
Working Hours
Notes:
1. Management staff is not eligible for compensation on the account of overtime.
2. Local practices for working days and office timings may differ from one location
to another location.
Corporate Office
Working days
Monday through Friday
(5 days)
Office timings
9:30 am – 5:30 pm
(Lunch break – 1:00 pm – 2:00 pm
All Other Locations
Working days
Mondays through Saturday
(5½ days or 6 days)
Office timings
Varies from location to location.
Depends on existing practice at each
location
TERI Award for CSR, 2003-04
Business for Social Responsibility (BSR) Award for CSR, 2005-06
Business-world FICCI- SEDF CSR Award, 2005-06
Asian CSR Award, 2005-06
Golden Peacock Global Award for CSR in Emerging Economies, 2007
Intel - AIM Corporate Responsibility Award, 2007
TERI Corporate Awards for Business Response to HIV/AIDS, 2008
RULES AND POLICIES
(The below mentioned rules & policies are for the purpose of reference only. To claim
or interpret the policies/benefits, you are advised to contact the local HR representative
who will refer to the policies, schemes, circulars etc available with them.)
Working Hours
Notes:
1. Management staff is not eligible for compensation on the account of overtime.
2. Local practices for working days and office timings may differ from one location
to another location.
Corporate Office
Working days
Monday through Friday
(5 days)
Office timings
9:30 am – 5:30 pm
(Lunch break – 1:00 pm – 2:00 pm
All Other Locations
Working days
Mondays through Saturday
(5½ days or 6 days)
Office timings
Varies from location to location.
Depends on existing practice at each
location
Dress Code
Corporate Office and Regional Sales Offices
All employees working at the
corporate office and RSOs are expected
to adhere to the following guidelines:
.
Units
Details on the uniform, hard hats and safety shoes where applicable and specific to each
unit are given to employees
Men Women
Business suits,
trousers, blazers,
collared shirts,
ties, closed shoes.
Sarees, salwaar
kameez, business
suits, trousers,
collared shirts,
shoes/sandals.
Corporate Office and Regional Sales Offices
All employees working at the
corporate office and RSOs are expected
to adhere to the following guidelines:
.
Units
Details on the uniform, hard hats and safety shoes where applicable and specific to each
unit are given to employees
Men Women
Business suits,
trousers, blazers,
collared shirts,
ties, closed shoes.
Sarees, salwaar
kameez, business
suits, trousers,
collared shirts,
shoes/sandals.
EMPLOYEE BENEFITS AND FACILITIES
(The below mentioned employee benefits & policies are for the purpose of reference
only. To claim or interpret the policies/benefits, you are advised to contact the local HR
representative who will refer to the policies, schemes, circulars etc available with them.)
Vehicle Loan
Employees of levels 3 and 4 are provided with an interest free loan facility for purchase
of two-wheeler/four-wheeler vehicles. The limit for the vehicle loan for L3 and L4 is Rs.
35,000/- and Rs. 50000/- respectively. Amount of loan is recoverable in 60 installments.
This loan can be availed by the employees after completion of 1 year service. To avail
the benefit, kindly contact your local Administration Dept.
Housing
Employees at the units are eligible for furnished accommodation subject to availability
and location rules/practices. In non-colony locations, house lease is provided in
accordance with the defined entitlements. To avail the benefit, kindly contact your local
Administration Dept. Those who don’t want to avail the House lease facility, will be
paid HRA as per the entitlement.
Hard and Soft Furnishing (Reimbursement)
Overview
Employees in L2 to L8 based at non colony locations are eligible for the hard and soft
furnishing scheme. The scheme would be made available after completion of one year of
service.
With a view to give more flexibility to the employees, no limit on numbers of items of
hard furnishings has been spelt out. However a maximum of 40 % of the entitlement can
be spent on soft furnishings.
In order to ease the administrative control and simplify the process of verification of
items purchased under this scheme on a perpetual basis, it has been decided that the
items will be transferred in the name of the employee after 10 years of purchase.
Employees at the time of leaving the company or on being transferred to units where
furnished residential accommodation is provided will have to purchase all the items at
(The below mentioned employee benefits & policies are for the purpose of reference
only. To claim or interpret the policies/benefits, you are advised to contact the local HR
representative who will refer to the policies, schemes, circulars etc available with them.)
Vehicle Loan
Employees of levels 3 and 4 are provided with an interest free loan facility for purchase
of two-wheeler/four-wheeler vehicles. The limit for the vehicle loan for L3 and L4 is Rs.
35,000/- and Rs. 50000/- respectively. Amount of loan is recoverable in 60 installments.
This loan can be availed by the employees after completion of 1 year service. To avail
the benefit, kindly contact your local Administration Dept.
Housing
Employees at the units are eligible for furnished accommodation subject to availability
and location rules/practices. In non-colony locations, house lease is provided in
accordance with the defined entitlements. To avail the benefit, kindly contact your local
Administration Dept. Those who don’t want to avail the House lease facility, will be
paid HRA as per the entitlement.
Hard and Soft Furnishing (Reimbursement)
Overview
Employees in L2 to L8 based at non colony locations are eligible for the hard and soft
furnishing scheme. The scheme would be made available after completion of one year of
service.
With a view to give more flexibility to the employees, no limit on numbers of items of
hard furnishings has been spelt out. However a maximum of 40 % of the entitlement can
be spent on soft furnishings.
In order to ease the administrative control and simplify the process of verification of
items purchased under this scheme on a perpetual basis, it has been decided that the
items will be transferred in the name of the employee after 10 years of purchase.
Employees at the time of leaving the company or on being transferred to units where
furnished residential accommodation is provided will have to purchase all the items at
it’s written down book value for which an undertaking is required to be submitted by the
individual.
Written down value (WDV) would be calculated using the depreciable rates as per the
Companies Act, 1956.
The benefit under the scheme continues to be a one-time entitlement only. It will not get
renewed on transfer of the items to the employee. However, any additional entitlement
that may come through because of promotion may be availed as and when it accrues.
FINANCIAL LIMITS
The financial limits for purchase of items are as under:
Level Entitlement
L2 Rs. 17,500
L3 & L4 Rs. 30,000
L5 Rs. 50,000
L6 Rs. 1 Lakh
L7 Rs. 1.5 Lakh
L8 Rs. 2 Lakh
To avail the benefit, kindly contact your local Administration Dept.
Club Membership
All employees of Level 7 and above are entitled to a company-sponsored membership to
one club. This facility is arranged through the Corporate Administration Department.
Corporate Credit Card
All employees of Level 7 and above are provided with a corporate credit card. This card
is issued on the recommendation of the superior and is strictly need based. Credit cards
are arranged by the Corporate Administration Department.
Social Security Benefits
BILT is concerned about the welfare of the employee’s family, and has put in place
various social security schemes to cater to any contingency.
individual.
Written down value (WDV) would be calculated using the depreciable rates as per the
Companies Act, 1956.
The benefit under the scheme continues to be a one-time entitlement only. It will not get
renewed on transfer of the items to the employee. However, any additional entitlement
that may come through because of promotion may be availed as and when it accrues.
FINANCIAL LIMITS
The financial limits for purchase of items are as under:
Level Entitlement
L2 Rs. 17,500
L3 & L4 Rs. 30,000
L5 Rs. 50,000
L6 Rs. 1 Lakh
L7 Rs. 1.5 Lakh
L8 Rs. 2 Lakh
To avail the benefit, kindly contact your local Administration Dept.
Club Membership
All employees of Level 7 and above are entitled to a company-sponsored membership to
one club. This facility is arranged through the Corporate Administration Department.
Corporate Credit Card
All employees of Level 7 and above are provided with a corporate credit card. This card
is issued on the recommendation of the superior and is strictly need based. Credit cards
are arranged by the Corporate Administration Department.
Social Security Benefits
BILT is concerned about the welfare of the employee’s family, and has put in place
various social security schemes to cater to any contingency.
The highlights of these schemes outlined in the following sections.
1. Group Personal Accident Insurance
BILT provides its management staff with an insurance policy. This policy covers risks
arising out of accidents that result in partial/total disability or death. A significant feature
of this policy is that it provides a 24-hour risk cover. In effect, it means that an officer is
covered at all times – whether on duty or off duty.
This policy covers accidents of all nature, except those that have specifically been
excluded. These exemptions are enumerated in the policy, a copy of which is available
with the HR/Insurance department.
Eligibility
All management staff, including probationers and trainees (on the rolls of the company)
are covered under this policy.
1. Group Personal Accident Insurance
BILT provides its management staff with an insurance policy. This policy covers risks
arising out of accidents that result in partial/total disability or death. A significant feature
of this policy is that it provides a 24-hour risk cover. In effect, it means that an officer is
covered at all times – whether on duty or off duty.
This policy covers accidents of all nature, except those that have specifically been
excluded. These exemptions are enumerated in the policy, a copy of which is available
with the HR/Insurance department.
Eligibility
All management staff, including probationers and trainees (on the rolls of the company)
are covered under this policy.
Scope of coverage
This policy provides coverage against death, permanent disability and temporary
disability resulting from accidents.
In the event of an accident resulting in hospitalization, expenses incurred on treatment
are reimbursed separately within the prescribed limits of ‘Group Medical Expenses
Insurance Scheme’.
2. Medical Benefit (Domiciliary Treatment) Scheme
All employees, who are not covered under the Employee State Insurance (ESI) Scheme,
can avail of the company’s medical benefits scheme. (The ESI Scheme provides medical
benefits to all employees whose monthly salary is less than a certain amount, the current
limit being Rs.10, 000/- per month.)
The company’s medical benefits (domiciliary treatment) scheme provides for
reimbursement of medical expenses incurred on illness of day-to-day nature.
Eligibility
All management staff, including probationers who are beyond the purview of ESI, is
eligible for this scheme.
Scope of coverage
This scheme provides for reimbursement of medical expenses incurred by the employee
on self, spouse and/or dependent children. However, if the spouse is employed
elsewhere, and is entitled to secure reimbursement from any other source, then the
company does not reimburse any expense on the spouse’s medical treatment.
The benefits of the scheme have also been extended to the parents of the employees,
provided the parents live with the employee and do not get such benefits in any form
from any other source. The employee is expected to give an undertaking to this effect.
This policy provides coverage against death, permanent disability and temporary
disability resulting from accidents.
In the event of an accident resulting in hospitalization, expenses incurred on treatment
are reimbursed separately within the prescribed limits of ‘Group Medical Expenses
Insurance Scheme’.
2. Medical Benefit (Domiciliary Treatment) Scheme
All employees, who are not covered under the Employee State Insurance (ESI) Scheme,
can avail of the company’s medical benefits scheme. (The ESI Scheme provides medical
benefits to all employees whose monthly salary is less than a certain amount, the current
limit being Rs.10, 000/- per month.)
The company’s medical benefits (domiciliary treatment) scheme provides for
reimbursement of medical expenses incurred on illness of day-to-day nature.
Eligibility
All management staff, including probationers who are beyond the purview of ESI, is
eligible for this scheme.
Scope of coverage
This scheme provides for reimbursement of medical expenses incurred by the employee
on self, spouse and/or dependent children. However, if the spouse is employed
elsewhere, and is entitled to secure reimbursement from any other source, then the
company does not reimburse any expense on the spouse’s medical treatment.
The benefits of the scheme have also been extended to the parents of the employees,
provided the parents live with the employee and do not get such benefits in any form
from any other source. The employee is expected to give an undertaking to this effect.
Benefits
Expenses incurred by employees on consultation, pathological and diagnostic tests, X-
rays, and purchase of medicines are reimbursable on production of the relevant
bills/receipts. The annual limit for such reimbursement upto L8 is 75% of one month’s
basic salary.
3. Group Medical Expenses Insurance (Hospitalization related)
The company takes a Group Medical Insurance Policy for its management staff (all
levels) and their families (including non working dependant parents above 58 years and
not getting medical reimbursement benefit from any other. This policy is renewed on 1st
July every year.
The entitlement limits per family per annum are as under:
Level L7 and above Rs.5, 00,000/-
Level L5 and L6 Rs.2, 50,000/-
Level L1 to L4 Rs.1, 50,000/-
The limit for hospital room charges for each level is equivalent to 1% of the entitlement
amount.
All insured persons, including employees and their dependents, are provided with
individual cards. In case hospitalization is required, there are two ways of availing
cashless facility:
i. Planned treatment: The insured person should approach the designated
hospital at least four days before planned hospitalization, and seek their advice
and approval for treatment from third party administrator.
ii. Emergency hospitalization: In case of an emergency, insured persons must
present their card to the designated hospitals. The onus of getting the approval
from the insurance company lies with the hospital.
Expenses incurred by employees on consultation, pathological and diagnostic tests, X-
rays, and purchase of medicines are reimbursable on production of the relevant
bills/receipts. The annual limit for such reimbursement upto L8 is 75% of one month’s
basic salary.
3. Group Medical Expenses Insurance (Hospitalization related)
The company takes a Group Medical Insurance Policy for its management staff (all
levels) and their families (including non working dependant parents above 58 years and
not getting medical reimbursement benefit from any other. This policy is renewed on 1st
July every year.
The entitlement limits per family per annum are as under:
Level L7 and above Rs.5, 00,000/-
Level L5 and L6 Rs.2, 50,000/-
Level L1 to L4 Rs.1, 50,000/-
The limit for hospital room charges for each level is equivalent to 1% of the entitlement
amount.
All insured persons, including employees and their dependents, are provided with
individual cards. In case hospitalization is required, there are two ways of availing
cashless facility:
i. Planned treatment: The insured person should approach the designated
hospital at least four days before planned hospitalization, and seek their advice
and approval for treatment from third party administrator.
ii. Emergency hospitalization: In case of an emergency, insured persons must
present their card to the designated hospitals. The onus of getting the approval
from the insurance company lies with the hospital.
Note:
The Group Medical Insurance is subject to various terms, conditions, exception
and exclusions as mentioned in Insurance Policy and agreed by Insurance
Company.
The level for coverage cannot be changed during the policy period due to
promotion of an employee. It will be changed only at the time of renewal of the
policy.
4. Officers’ Superannuation Scheme
The “Ballarpur Industries Limited Officer Superannuation Scheme” is administered by a
trust and the fund is managed by ICICI Prudential Life Insurance Company. This
scheme provides pension benefits to an employee upon superannuation, with a provision
for returns on accumulations.
The scheme also provides pension benefits to the employee’s nominated beneficiary in
the event of the death of the employee, either after superannuation or while still in
service. It also has provisions for payment of a certain percentage of the aggregate
amount as pension to the employee in the event of his/her resignation or premature
retirement.
Eligibility
All management staff, who are aged not less than 18 years and drawing a monthly salary
exceeding Rs. 10000/- or such other figure as renders them ineligible for bonus under
the provisions of the payment of Bonus Act, 1965, as amended from time to time and/or
other legislation governing the payment of Bonus Act are eligible to be covered under
this scheme.
Contribution
The rate of contribution is 15% of the earned basic salary during the year (April-March).
However, if the contribution is 15% of an individual employee exceed Rs. 1, 00,000/-
during the year then the rate of contribution beyond Rs. 100000/- shall be net of FBT
(Fringe Benefit Tax)
The Group Medical Insurance is subject to various terms, conditions, exception
and exclusions as mentioned in Insurance Policy and agreed by Insurance
Company.
The level for coverage cannot be changed during the policy period due to
promotion of an employee. It will be changed only at the time of renewal of the
policy.
4. Officers’ Superannuation Scheme
The “Ballarpur Industries Limited Officer Superannuation Scheme” is administered by a
trust and the fund is managed by ICICI Prudential Life Insurance Company. This
scheme provides pension benefits to an employee upon superannuation, with a provision
for returns on accumulations.
The scheme also provides pension benefits to the employee’s nominated beneficiary in
the event of the death of the employee, either after superannuation or while still in
service. It also has provisions for payment of a certain percentage of the aggregate
amount as pension to the employee in the event of his/her resignation or premature
retirement.
Eligibility
All management staff, who are aged not less than 18 years and drawing a monthly salary
exceeding Rs. 10000/- or such other figure as renders them ineligible for bonus under
the provisions of the payment of Bonus Act, 1965, as amended from time to time and/or
other legislation governing the payment of Bonus Act are eligible to be covered under
this scheme.
Contribution
The rate of contribution is 15% of the earned basic salary during the year (April-March).
However, if the contribution is 15% of an individual employee exceed Rs. 1, 00,000/-
during the year then the rate of contribution beyond Rs. 100000/- shall be net of FBT
(Fringe Benefit Tax)
Commutation of benefits
The benefits under the scheme are payable in the form of an annuity. However, if the
member (or the beneficiary, as the case may be) desires, a part of the annuity may be
commuted to a single payment, provided that such a payment does not exceed:
One third of the entitled annuity for members who receive gratuity
One half of the entitled annuity in all other cases
Benefits on retirement /death
On retirement / death, or on premature retirement, employees are entitled to 100%
benefit.
Benefits on resignation
If a member ceases to be an employee of the company prior to normal retirement date –
either due to resignation or otherwise – he/she is entitled to a certain percentage of the
benefits , depending on his/her completed period of service :
Years of service completed at
the time of resignation
Benefit available as a
percentage of the aggregate
amount
Below 3 years Nil
Over 3 years and below 5 years 75%
5 years and above 100%
The benefits under the scheme are payable in the form of an annuity. However, if the
member (or the beneficiary, as the case may be) desires, a part of the annuity may be
commuted to a single payment, provided that such a payment does not exceed:
One third of the entitled annuity for members who receive gratuity
One half of the entitled annuity in all other cases
Benefits on retirement /death
On retirement / death, or on premature retirement, employees are entitled to 100%
benefit.
Benefits on resignation
If a member ceases to be an employee of the company prior to normal retirement date –
either due to resignation or otherwise – he/she is entitled to a certain percentage of the
benefits , depending on his/her completed period of service :
Years of service completed at
the time of resignation
Benefit available as a
percentage of the aggregate
amount
Below 3 years Nil
Over 3 years and below 5 years 75%
5 years and above 100%
Note:
The superannuation scheme gives the flexibility to an employee to opt out of the
scheme and those who opt out of the scheme will be paid 15% of the basic salary
as additional special allowance (taxable) on monthly basis.
Presently the superannuation opt out scheme is not applicable at Unit
Kamalapuram.
5. Employees’ Provident Fund
Preamble
Company’s provident fund is being administered through its own trust under the bearing
of M/s K C Thapar & Bros. Ltd. Provident Fund Trust, Kolkata.
Membership
All employees become members of the fund from the date of joining.
Member’s Contribution
Every member contributes 12% of his basic salary to the fund.
Employer’s contribution when payable and to what extent
The company will contribute a matching amount, i.e. 12% of basic salary, Out of the
employer’s contribution, 8.33% of Rs. 6500/- will be contributed to EPS (employee
pension scheme) account and remaining amount will be contributed to the PF account.
For any information, kindly contact the local HR representative.
6.Gratuity
The payment of gratuity under the Payment of Gratuity Act, 1972, applies to all
employees.
Applicability
In case of retirement/death or resignation, the Gratuity is payable strictly as per
the payment of Gratuity Act, 1972, to the eligible officers under the said Act.
Formula for computation of gratuity amount
The amount of gratuity payable is equivalent to half a month’s salary (last drawn basic
salary) for each completed year of service.
For the purpose of calculation, a ‘month’ is considered as 26 days. The formula thus is
last drawn basic salary divided by 26 days multiplied by 15 and further multiplied by the
number of years put in service. (Basic/26 X 15 X no. of years put in service).
The superannuation scheme gives the flexibility to an employee to opt out of the
scheme and those who opt out of the scheme will be paid 15% of the basic salary
as additional special allowance (taxable) on monthly basis.
Presently the superannuation opt out scheme is not applicable at Unit
Kamalapuram.
5. Employees’ Provident Fund
Preamble
Company’s provident fund is being administered through its own trust under the bearing
of M/s K C Thapar & Bros. Ltd. Provident Fund Trust, Kolkata.
Membership
All employees become members of the fund from the date of joining.
Member’s Contribution
Every member contributes 12% of his basic salary to the fund.
Employer’s contribution when payable and to what extent
The company will contribute a matching amount, i.e. 12% of basic salary, Out of the
employer’s contribution, 8.33% of Rs. 6500/- will be contributed to EPS (employee
pension scheme) account and remaining amount will be contributed to the PF account.
For any information, kindly contact the local HR representative.
6.Gratuity
The payment of gratuity under the Payment of Gratuity Act, 1972, applies to all
employees.
Applicability
In case of retirement/death or resignation, the Gratuity is payable strictly as per
the payment of Gratuity Act, 1972, to the eligible officers under the said Act.
Formula for computation of gratuity amount
The amount of gratuity payable is equivalent to half a month’s salary (last drawn basic
salary) for each completed year of service.
For the purpose of calculation, a ‘month’ is considered as 26 days. The formula thus is
last drawn basic salary divided by 26 days multiplied by 15 and further multiplied by the
number of years put in service. (Basic/26 X 15 X no. of years put in service).
General
All Policies/Schemes/Benefits are subject to Management review and are liable to be
changed. Please contact your HR representative for more updated information.
All Policies/Schemes/Benefits are subject to Management review and are liable to be
changed. Please contact your HR representative for more updated information.
ABOUT THE UNIT
PROFILE OF THE COMPANY
Ballarpur Industries Limited, Unit A.P.Rayons - Kamalapuram (formerly Andhra
Pradesh Rayons Limited/APR Limited) belonging to The Thapar Group, engaged
in manufacture of Rayon Grade Pulp. The factory is located at Kamalapuram,
Warangal District, Andhra Pradesh with the Registered & Corporate Office at
Chandrapur District, Maharashtra.
Brief History
Andhra Pradesh Rayons Limited was incorporated on 18
th
March 1975 as a Public
Limited Company and received the Certificate of Commencement of Business on March
31, 1975. The Company’s name was changed to APR Limited from August 28, 1995
later on merged with Ballarpur Industries Limited from 1
st
July 2000.
The Company was promoted by Andhra Pradesh Industrial Development Corporation
(APIDC). APIDC later associated Ballarpur Industries Limited (BILT) of the Thapar
Group as co-promoters of the project. To start with,
Facilities for manufacture of 33,000 TPA of Rayon Grade Wood Pulp were set up at
Kamalapuram, Warangal District, Andhra Pradesh. The unit started commercial
Production on September 01, 1981. However, due to various reasons, viz, cost
Over-run, non-availability of raw-material, difficulties encountered in the sale of
Pulp due to liberal imports under OGL, labour problems, etc. the performance of the
Company adversely affected, resulting in substantial cash losses which subsequently
eroded the net worth of the Company.
M/s Ballarpur Industries Limited (BILT) of the Thapar Group, took over the
Management of this Company and gave assistance by way of financial help and
Obtaining supply of major inputs on liberal credit terms apart from absorbing large
Quantities of Company’s production of paper grade pulp.
PROFILE OF THE COMPANY
Ballarpur Industries Limited, Unit A.P.Rayons - Kamalapuram (formerly Andhra
Pradesh Rayons Limited/APR Limited) belonging to The Thapar Group, engaged
in manufacture of Rayon Grade Pulp. The factory is located at Kamalapuram,
Warangal District, Andhra Pradesh with the Registered & Corporate Office at
Chandrapur District, Maharashtra.
Brief History
Andhra Pradesh Rayons Limited was incorporated on 18
th
March 1975 as a Public
Limited Company and received the Certificate of Commencement of Business on March
31, 1975. The Company’s name was changed to APR Limited from August 28, 1995
later on merged with Ballarpur Industries Limited from 1
st
July 2000.
The Company was promoted by Andhra Pradesh Industrial Development Corporation
(APIDC). APIDC later associated Ballarpur Industries Limited (BILT) of the Thapar
Group as co-promoters of the project. To start with,
Facilities for manufacture of 33,000 TPA of Rayon Grade Wood Pulp were set up at
Kamalapuram, Warangal District, Andhra Pradesh. The unit started commercial
Production on September 01, 1981. However, due to various reasons, viz, cost
Over-run, non-availability of raw-material, difficulties encountered in the sale of
Pulp due to liberal imports under OGL, labour problems, etc. the performance of the
Company adversely affected, resulting in substantial cash losses which subsequently
eroded the net worth of the Company.
M/s Ballarpur Industries Limited (BILT) of the Thapar Group, took over the
Management of this Company and gave assistance by way of financial help and
Obtaining supply of major inputs on liberal credit terms apart from absorbing large
Quantities of Company’s production of paper grade pulp.
In the year 1987, the Company made an application to BIFR as per provisions of
SICA, 1985. Since the Company started making cash profits from 1988, it came out of
the purview of BIFR. With a view to revive the unit, BILT formulated a Scheme of
Rehabilitation with financial institutions and banks, under which Waiver of substantial
portion of interest dues, subject to BILT guaranteeing
Repayment of remaining dues was agreed to. All the restructured dues were paid as per
agreed schedule.
The capacity was enhanced from 33,000 TPA to 49,500 TPA IN 1993. The
Company expanded its pulping capacity from 49,000 TPA to 1,05,000 TPA August
1997, which is now fully commissioned
SICA, 1985. Since the Company started making cash profits from 1988, it came out of
the purview of BIFR. With a view to revive the unit, BILT formulated a Scheme of
Rehabilitation with financial institutions and banks, under which Waiver of substantial
portion of interest dues, subject to BILT guaranteeing
Repayment of remaining dues was agreed to. All the restructured dues were paid as per
agreed schedule.
The capacity was enhanced from 33,000 TPA to 49,500 TPA IN 1993. The
Company expanded its pulping capacity from 49,000 TPA to 1,05,000 TPA August
1997, which is now fully commissioned
ABOUT KAMALAPURAM
Location:
How to get there:
Climate:
Accommodation:
Interesting Facts
about the Place:
Kamalapuram is sleepy village surrounded by the
Reserved Forest Area of Eturunagaram. It is located in the
Warangal District of Andhra Pradesh. It is about 260 KMs
from Hyderabad and about 120 KMs from Warangal.
Kamalapuram is connected by Road from Hanamkonda,
near Warangal. The nearest Railhead is Warangal and
Kazipet. The Buses belonging to the State Road Transport
Corporation ply between Hanamkonda and Kamalapuram
from 0330 Hrs. to 1800 Hrs. with a frequency of about
One Hour. The buses heading for Mangapet,
Bhadrachalam (via Mulugu) and Rajahmundry (via
Mulugu) touch Kamalapuram.
From Hyderabad, the Buses originate from the Central
Bus Stand at 12 Mid Night, 0700 Hrs. and 0800 Hrs.
Kamalapuram is known to be a place with extreme
climates round the year. Summers are very hot with Day
temperatures soaring to about 48°C. Similarly, Winters
are very cold with minimum temperatures dipping to
about 15°C. The region experiences medium to heavy
rainfall.
APR Ltd. under the Flagship of The Thapar Group has
developed Kamalapuram into well developed, self
sufficient Township with facilities for modern living.
The Township has Ten types of Quarters for various
categories of employees of the Company.
The Township also has well maintained Guest Houses to
cater to the numerous guests who visit the Plant for
various Official purposes.
The Township has a Provision cum General Stores run by
the Employees’ Mutually Aided Co-operative Credit
Society. Cooking Gas Cylinders are also being supplied
through the Co-operative Credit Society. Apart from this
there are few other shops providing essential services.
Eturunagaram, which is about 13 KMs from
Kamalapuram, is Reserved Forest Area. It has also been
declared the Tiger Project Area and is a home for about
32 Tigers. The Forest Area is also a home to animals like
Deer, wild Fowl, Bison, wild Boar, wild Cat, Snakes, etc.
The forest has a thick vegetation of Teak.
Every alternate year, Tribal people from the States of
Location:
How to get there:
Climate:
Accommodation:
Interesting Facts
about the Place:
Kamalapuram is sleepy village surrounded by the
Reserved Forest Area of Eturunagaram. It is located in the
Warangal District of Andhra Pradesh. It is about 260 KMs
from Hyderabad and about 120 KMs from Warangal.
Kamalapuram is connected by Road from Hanamkonda,
near Warangal. The nearest Railhead is Warangal and
Kazipet. The Buses belonging to the State Road Transport
Corporation ply between Hanamkonda and Kamalapuram
from 0330 Hrs. to 1800 Hrs. with a frequency of about
One Hour. The buses heading for Mangapet,
Bhadrachalam (via Mulugu) and Rajahmundry (via
Mulugu) touch Kamalapuram.
From Hyderabad, the Buses originate from the Central
Bus Stand at 12 Mid Night, 0700 Hrs. and 0800 Hrs.
Kamalapuram is known to be a place with extreme
climates round the year. Summers are very hot with Day
temperatures soaring to about 48°C. Similarly, Winters
are very cold with minimum temperatures dipping to
about 15°C. The region experiences medium to heavy
rainfall.
APR Ltd. under the Flagship of The Thapar Group has
developed Kamalapuram into well developed, self
sufficient Township with facilities for modern living.
The Township has Ten types of Quarters for various
categories of employees of the Company.
The Township also has well maintained Guest Houses to
cater to the numerous guests who visit the Plant for
various Official purposes.
The Township has a Provision cum General Stores run by
the Employees’ Mutually Aided Co-operative Credit
Society. Cooking Gas Cylinders are also being supplied
through the Co-operative Credit Society. Apart from this
there are few other shops providing essential services.
Eturunagaram, which is about 13 KMs from
Kamalapuram, is Reserved Forest Area. It has also been
declared the Tiger Project Area and is a home for about
32 Tigers. The Forest Area is also a home to animals like
Deer, wild Fowl, Bison, wild Boar, wild Cat, Snakes, etc.
The forest has a thick vegetation of Teak.
Every alternate year, Tribal people from the States of
Andhra Pradesh, Maharashtra and Madhya Pradesh
converge to a place called Tadvai, a village near
Eturunagaram to celebrate a colorful festival called
Medaram Jatra. The State Government makes special
arrangements for food, shelter and transportation during
the 3 day long Festival.
In the vicinity of Kamalapuram, there are numerous
structures constructed by the erstwhile Kakatiya Dynasty.
A living example of it is the famous Ramappa Temple,
near Mulugu, which was built in the year 1210 AD.
converge to a place called Tadvai, a village near
Eturunagaram to celebrate a colorful festival called
Medaram Jatra. The State Government makes special
arrangements for food, shelter and transportation during
the 3 day long Festival.
In the vicinity of Kamalapuram, there are numerous
structures constructed by the erstwhile Kakatiya Dynasty.
A living example of it is the famous Ramappa Temple,
near Mulugu, which was built in the year 1210 AD.
TRAINING AND DEVELOPMENT IN AP RAYONS LTD :
The basic purpose of training for any organization is to help to meet organization
objectives and goals by providing opportunities at all levels to acquire the knowledge,
skills and attitudes.
The effective functioning of any organization required that employees learn to
perform their jobs at a satisfactory level of proficiency. For this the employees that they
need to be trained. Many training programmes have been conducted in AR Rayons
Limited.
A case study of training programmes in A.P. Rayons Limited is attempted here.
As a part of the study various aspects of training and development which include
training methods, techniques adopted to train employees, evaluation of training
programmes and development activities are covered.
Main Objectives of Training and Development in the Organization :
The objectives of training and development in the organization officially started
are.
I. To build a pool of competent human resource for the emerging needs of
the organization.
II. To improve the knowledge and skill in attaining the organization goals.
III. To build confidence to become future leaders and change agents.
IV. To enhance corporate image by enhancing and retraining good people.
The basic purpose of training for any organization is to help to meet organization
objectives and goals by providing opportunities at all levels to acquire the knowledge,
skills and attitudes.
The effective functioning of any organization required that employees learn to
perform their jobs at a satisfactory level of proficiency. For this the employees that they
need to be trained. Many training programmes have been conducted in AR Rayons
Limited.
A case study of training programmes in A.P. Rayons Limited is attempted here.
As a part of the study various aspects of training and development which include
training methods, techniques adopted to train employees, evaluation of training
programmes and development activities are covered.
Main Objectives of Training and Development in the Organization :
The objectives of training and development in the organization officially started
are.
I. To build a pool of competent human resource for the emerging needs of
the organization.
II. To improve the knowledge and skill in attaining the organization goals.
III. To build confidence to become future leaders and change agents.
IV. To enhance corporate image by enhancing and retraining good people.
Areas of Training and Development:
Among the above discussed areas of training, training in company policies and
procedures, training in particular skills, training in problem solving, apprentice training,
etc., depending upon the situation and importance.
When a new employees joins in the organization he was told about company
policies and procedures to be followed during the induction programme.
In this process the employee is introduced to various departments of the
organization like finance, personnel, production, etc., and work attached with him to
other departments on the way of process of familiarizing the policies and the personnel
departments designs the procedure to be followed.
The other areas of training include, training in particulars skills like
communication, the skill of listening, self-awareness, motivation leadership, etc.
Workshops have been conducted to teach the employee. Training inputs like creative
thinking & decision making ability to managerial level of employees.
Apart from the above areas of training the employees are trained operations.
Whenever new machinery is incorporate the employees were trained so as to operate it
without any problem. The senior officer in the personnel department meet and device the
training policy.
Training Methods:
The organization is using various methods to train their employees. Here, some is
training methods that are being used by the organization.
On-the-Job Training
Simulation Method
Lecture Method
Job Instruction Training
Among the training methods discussed in above chapter on-the-job and lecture
methods are widely used. The Job Instruction Training (JIT) imparted to the employees.
It is a form of individual instruction by supervisors and almost similar to coaching. The
Among the above discussed areas of training, training in company policies and
procedures, training in particular skills, training in problem solving, apprentice training,
etc., depending upon the situation and importance.
When a new employees joins in the organization he was told about company
policies and procedures to be followed during the induction programme.
In this process the employee is introduced to various departments of the
organization like finance, personnel, production, etc., and work attached with him to
other departments on the way of process of familiarizing the policies and the personnel
departments designs the procedure to be followed.
The other areas of training include, training in particulars skills like
communication, the skill of listening, self-awareness, motivation leadership, etc.
Workshops have been conducted to teach the employee. Training inputs like creative
thinking & decision making ability to managerial level of employees.
Apart from the above areas of training the employees are trained operations.
Whenever new machinery is incorporate the employees were trained so as to operate it
without any problem. The senior officer in the personnel department meet and device the
training policy.
Training Methods:
The organization is using various methods to train their employees. Here, some is
training methods that are being used by the organization.
On-the-Job Training
Simulation Method
Lecture Method
Job Instruction Training
Among the training methods discussed in above chapter on-the-job and lecture
methods are widely used. The Job Instruction Training (JIT) imparted to the employees.
It is a form of individual instruction by supervisors and almost similar to coaching. The
techniques are targeted to acquire and to improve motor skills in routine and repetitive
operations which include the following:
a. For new recruiters the management gives induction training followed by on-the-job
training. The employees are permitted to work on the machine only after attending two
methods of training.
b. After training this will be evaluated about the training.
C. Preparing the trainee in terms of acquiring skill on-the-job securing his interest and
attention.
d. Presenting the job operation in terms of what the trainee is required to do?
e. Refresher training programme will be given yearly also.
f. Applying and trying out the instruction and.
G.Following up the training.
The organization conduct. In-house training (internal) as well as outside
(external) training.
operations which include the following:
a. For new recruiters the management gives induction training followed by on-the-job
training. The employees are permitted to work on the machine only after attending two
methods of training.
b. After training this will be evaluated about the training.
C. Preparing the trainee in terms of acquiring skill on-the-job securing his interest and
attention.
d. Presenting the job operation in terms of what the trainee is required to do?
e. Refresher training programme will be given yearly also.
f. Applying and trying out the instruction and.
G.Following up the training.
The organization conduct. In-house training (internal) as well as outside
(external) training.
Frequency:
Training programmes shall be conducted on the need bases.
S.No. Category Need Training Programme
1. Workers Culture Building Workers Development
programme (covering topic
like absenteeism and its
effects, yoga & Health
conscious Alcoholism &
effects and communication,
Quality energy
conservation, productivity &
Expansion).
2. Clerical / Junior Management Information
Technology
Computer Training Software
3. Middle Management Job Competency Maintenance Operation
Electrical Instrumentation of
Turbo Generator
4. Intermediate Management Job Competency DCS-OPS Software
development and overview
5. Junior Management Job Competency Training in Auto CAD
6. Junior Management
Middle Management
Senior Management
Managerial
Effectiveness & team
building
Workshop on managerial
effectiveness and cooperation
building.
Source: Office records, A.P. Rayons Ltd., Kamalapuram.
A detailed analysis of workers revealed that there is lack of culture building. As the
culture building and team building play a vital role in accomplishing the targets
collectively with the help of one another. Under workers development programme for
employees, which cover absenteeism and its effects, yoga and health conscious
alcoholism and its effects. Quality energy conservation productivity and expansion and
communication.
Training programmes shall be conducted on the need bases.
S.No. Category Need Training Programme
1. Workers Culture Building Workers Development
programme (covering topic
like absenteeism and its
effects, yoga & Health
conscious Alcoholism &
effects and communication,
Quality energy
conservation, productivity &
Expansion).
2. Clerical / Junior Management Information
Technology
Computer Training Software
3. Middle Management Job Competency Maintenance Operation
Electrical Instrumentation of
Turbo Generator
4. Intermediate Management Job Competency DCS-OPS Software
development and overview
5. Junior Management Job Competency Training in Auto CAD
6. Junior Management
Middle Management
Senior Management
Managerial
Effectiveness & team
building
Workshop on managerial
effectiveness and cooperation
building.
Source: Office records, A.P. Rayons Ltd., Kamalapuram.
A detailed analysis of workers revealed that there is lack of culture building. As the
culture building and team building play a vital role in accomplishing the targets
collectively with the help of one another. Under workers development programme for
employees, which cover absenteeism and its effects, yoga and health conscious
alcoholism and its effects. Quality energy conservation productivity and expansion and
communication.
The clerical and junior management employees undergo the training on computer
which helps them to carry out the office work in an easy way and helps in accomplishing
results quickly with less time consuming. The training programme is carried out by
NITT (National Institute of Information Technology).
The day-to-day advancements and the intellectual practices left the employees in
backward. As apart of improvement to hold the job which matches the qualification,
training for job competency is carried on. In this programme middle management,
junior management and few workmen were trained to guide on the maintenance,
operation and instrumentation of turbo generators plant which was set up recently. The
junior management of technical department was trained in Auto CAD. This computer
based training programme enables, the manager to design various parts through
computers with accuracy and speed.
The work shop conducted on managerial effectiveness teaches the managers the
responsibility in managing things effectively. Apart from managerial effectiveness, they
were also taught the co-operation and team building.
which helps them to carry out the office work in an easy way and helps in accomplishing
results quickly with less time consuming. The training programme is carried out by
NITT (National Institute of Information Technology).
The day-to-day advancements and the intellectual practices left the employees in
backward. As apart of improvement to hold the job which matches the qualification,
training for job competency is carried on. In this programme middle management,
junior management and few workmen were trained to guide on the maintenance,
operation and instrumentation of turbo generators plant which was set up recently. The
junior management of technical department was trained in Auto CAD. This computer
based training programme enables, the manager to design various parts through
computers with accuracy and speed.
The work shop conducted on managerial effectiveness teaches the managers the
responsibility in managing things effectively. Apart from managerial effectiveness, they
were also taught the co-operation and team building.
EVALUATION:
The evaluation of training programme is most critical phase that assess not only
the quality of training imparted but also the training plan in order to see whether further
changes can make it more result-oriented. Through evaluation an attempt is made to
obtain information and feed back on the effects of training programme and to assess the
value of training in the light of the information. The evaluation training is done at
different phases like monthly, quarterly and also project wise in AP Rayon’s. The
evaluation presented is in contrast with graduate engineer trainee.
In the monthly assessment report, the trainee is evaluated by the immediate
superior. A rating guide consisting of outstanding, superior, solid, acceptable, marginal
and most applicable used to draw a conclusion. The criteria of training include quality of
work, work output, knowledge of work, application of theoretical concepts to work,
understanding the related functions, safety consciousness, ability to analyze problems,
communication skills, initiative and attitude. It is necessary that the form is kept
complete in all respect without leaving unattempted.
The training rating is done by immediate superior of the trainee as well as head of
the department concerned.
Depending upon the rating, comments are furnished by the head of department,
observe and suggests and the measures for training programme. This is also done by
functional head. Evaluation of training programme is done by functional head.
Evaluation of training programme is done on trainers and trainee interviews. The trainee
interviews are carried at the end of training programme.
The reactions of trainees on training programme helps in identifying the strengths
and weaknesses of the programme. Same situation is followed for quarterly assessment
evaluation report also. Finally, the trainees suggestion is also taken and based on this,
action plan is prepared for the next quarter furnished by the functional head in
The evaluation of training programme is most critical phase that assess not only
the quality of training imparted but also the training plan in order to see whether further
changes can make it more result-oriented. Through evaluation an attempt is made to
obtain information and feed back on the effects of training programme and to assess the
value of training in the light of the information. The evaluation training is done at
different phases like monthly, quarterly and also project wise in AP Rayon’s. The
evaluation presented is in contrast with graduate engineer trainee.
In the monthly assessment report, the trainee is evaluated by the immediate
superior. A rating guide consisting of outstanding, superior, solid, acceptable, marginal
and most applicable used to draw a conclusion. The criteria of training include quality of
work, work output, knowledge of work, application of theoretical concepts to work,
understanding the related functions, safety consciousness, ability to analyze problems,
communication skills, initiative and attitude. It is necessary that the form is kept
complete in all respect without leaving unattempted.
The training rating is done by immediate superior of the trainee as well as head of
the department concerned.
Depending upon the rating, comments are furnished by the head of department,
observe and suggests and the measures for training programme. This is also done by
functional head. Evaluation of training programme is done by functional head.
Evaluation of training programme is done on trainers and trainee interviews. The trainee
interviews are carried at the end of training programme.
The reactions of trainees on training programme helps in identifying the strengths
and weaknesses of the programme. Same situation is followed for quarterly assessment
evaluation report also. Finally, the trainees suggestion is also taken and based on this,
action plan is prepared for the next quarter furnished by the functional head in
consultation with the head, department personnel and administration.
In case of evaluation of trainee for project assessment the observations and
suggestions are made by immediate superior or project guide allot to him the attributes
also include the project implement ability and its rating.
Training Process in A.P. Rayons:
a. External programme – participants – feed back form. The kind of training
and whether to worth attending it.
b. Identification of Training needs for management staff knowledge, skills,
attitudes (L1&L2) employees behaviour functions technical in line with
department/organizational objective and business needs.
c. List of participants for the training programme internal/external,
worker/clerical/Managerial staff
d. External programme – intimation to participant.
e. External programme request for approval employee name, designation
level department, remarks etc.
f. Invitation to the participants
g. Nomination for the training programme
h. Training programme Attendance sheet.
Participants feedback.
(1) Poor (2) Fair (3) Good (4) Very Good (5) Excellent
o Clearance certificate
o Exit form
o Candidate brief profile for machine maintenance position.
In case of evaluation of trainee for project assessment the observations and
suggestions are made by immediate superior or project guide allot to him the attributes
also include the project implement ability and its rating.
Training Process in A.P. Rayons:
a. External programme – participants – feed back form. The kind of training
and whether to worth attending it.
b. Identification of Training needs for management staff knowledge, skills,
attitudes (L1&L2) employees behaviour functions technical in line with
department/organizational objective and business needs.
c. List of participants for the training programme internal/external,
worker/clerical/Managerial staff
d. External programme – intimation to participant.
e. External programme request for approval employee name, designation
level department, remarks etc.
f. Invitation to the participants
g. Nomination for the training programme
h. Training programme Attendance sheet.
Participants feedback.
(1) Poor (2) Fair (3) Good (4) Very Good (5) Excellent
o Clearance certificate
o Exit form
o Candidate brief profile for machine maintenance position.
Training:
Identify the training programs
Identify the training agencies.
Proceeding the training
It is imparting the training programs in 2 types
1. In house training (on the job training)
2. Out house training (off the job training )
3. Later trainee should give demonstrations.
4. Various training programs organized by BILT unit kamalapur keep in the
minds of creativity and innovation. it will develop the employee latent and to
enhance them potential. It is required to meet the following boundaries i.e.
5. Out box training.
6. Looking beyond boundaries.
7. Creative problem solving.
Identify the training programs
Identify the training agencies.
Proceeding the training
It is imparting the training programs in 2 types
1. In house training (on the job training)
2. Out house training (off the job training )
3. Later trainee should give demonstrations.
4. Various training programs organized by BILT unit kamalapur keep in the
minds of creativity and innovation. it will develop the employee latent and to
enhance them potential. It is required to meet the following boundaries i.e.
5. Out box training.
6. Looking beyond boundaries.
7. Creative problem solving.
Internal Training:
The training program has been in collaboration with ERN HWON (Bangalore).
As part of the employee development centre development that organized a
program on “Enhancing Managerial effectiveness.
The program is organized under the guidance of Indian Institute of Management
(Ahmedabad).
It is mainly aimed at enhancing existing managerial capabilities and adding new
skills to bilt unit Kamalapuram Managers tool kit.
External Training:
External Training specially on labour laws was given (All India Management
Association).
* The national Power Training Institute:
Power Training Institute has given training on the programme on protection of
Industrial power systems.
All aspects relating to protection scheme of captive generators transforms motors,
power, capacitor banks and power cables protection co-ordination of industrial grids.
LT Switch gear, selection testing and performance analysis are covered in the course.
This course is specially designed for the engineers to give insight to the
protection co-ordination of typical industrial installation with transforms, captive power
plant and motors.
Faculty : Course comprises of experts who contributed significantly in the field, Senior
officers from KPTCL, KPCL, CPRI manufacturers, R & Instillation etc.,
The training program has been in collaboration with ERN HWON (Bangalore).
As part of the employee development centre development that organized a
program on “Enhancing Managerial effectiveness.
The program is organized under the guidance of Indian Institute of Management
(Ahmedabad).
It is mainly aimed at enhancing existing managerial capabilities and adding new
skills to bilt unit Kamalapuram Managers tool kit.
External Training:
External Training specially on labour laws was given (All India Management
Association).
* The national Power Training Institute:
Power Training Institute has given training on the programme on protection of
Industrial power systems.
All aspects relating to protection scheme of captive generators transforms motors,
power, capacitor banks and power cables protection co-ordination of industrial grids.
LT Switch gear, selection testing and performance analysis are covered in the course.
This course is specially designed for the engineers to give insight to the
protection co-ordination of typical industrial installation with transforms, captive power
plant and motors.
Faculty : Course comprises of experts who contributed significantly in the field, Senior
officers from KPTCL, KPCL, CPRI manufacturers, R & Instillation etc.,
Objectives:
I. The importance of protection engineer cannot be over emphasized in operation
and maintenance of Industrial power system. The program is designed to cater to the
needs of the critical requirement. It is designed to give insight to the protection co-
ordination of typical industrial installation with transformers, captive power plant &
motors.
II. SPM Instrument India Pvt. Ltd., Hyd.
On the program a practical approach to conduction mondoring and corrective
maintenance on the
Shock Pulse Analysis
Vibration Analysis.
Wear Practical Analysis
Laser Alignment
Dynamic Balancing etc.,
III. The Institute of Energy Management:
Energy audit electrical power conservation
Power System Training:
In the Context of acute need for properly trained personnel to man the various
state and regional load dispatch centers the power system training is introduced. A.P.
Rayons has also undergone many external training programmes on power system. A
number of training programmes in various disciplines of power system are conducted.
HR Manager and Trade Unions Leaders at Delhi.
I. The importance of protection engineer cannot be over emphasized in operation
and maintenance of Industrial power system. The program is designed to cater to the
needs of the critical requirement. It is designed to give insight to the protection co-
ordination of typical industrial installation with transformers, captive power plant &
motors.
II. SPM Instrument India Pvt. Ltd., Hyd.
On the program a practical approach to conduction mondoring and corrective
maintenance on the
Shock Pulse Analysis
Vibration Analysis.
Wear Practical Analysis
Laser Alignment
Dynamic Balancing etc.,
III. The Institute of Energy Management:
Energy audit electrical power conservation
Power System Training:
In the Context of acute need for properly trained personnel to man the various
state and regional load dispatch centers the power system training is introduced. A.P.
Rayons has also undergone many external training programmes on power system. A
number of training programmes in various disciplines of power system are conducted.
HR Manager and Trade Unions Leaders at Delhi.
To know the labour laws and recent changer in application of contract. The
programme will have immense benefit on the Industrial relations.
Energy Audit & Electrical Power Conservation
Organized by Vishwa Bharate Educational & Charitable Trust.
International Training Programme on:
Absenteeism and Effects
Yoga and Health Consciousness
Alcoholism and effects.
Communication.
A.P. Rayons has given training for unit seva employees areas of training are listed
below.
* Chlorine Dioxide Manufacturing Process.
* Chlorine Dioxide bleaching Process.
* Safe way of handling chlorine Dioxide gas.
* Safety measures that are required to be taken in operating chlorine Dioxide.
* Plant handling Clo2, gas, Clo2 bleaching etc.,
* Other topic that they feel for employees must.
Workers Development Program:
A.P. Rayons:
The workers educational development program by the central board for workers
education.
The workers development program held by central board for workers education.
programme will have immense benefit on the Industrial relations.
Energy Audit & Electrical Power Conservation
Organized by Vishwa Bharate Educational & Charitable Trust.
International Training Programme on:
Absenteeism and Effects
Yoga and Health Consciousness
Alcoholism and effects.
Communication.
A.P. Rayons has given training for unit seva employees areas of training are listed
below.
* Chlorine Dioxide Manufacturing Process.
* Chlorine Dioxide bleaching Process.
* Safe way of handling chlorine Dioxide gas.
* Safety measures that are required to be taken in operating chlorine Dioxide.
* Plant handling Clo2, gas, Clo2 bleaching etc.,
* Other topic that they feel for employees must.
Workers Development Program:
A.P. Rayons:
The workers educational development program by the central board for workers
education.
The workers development program held by central board for workers education.
The Highlight of the program.
- Liberalization & Globalization.
- Challenges before Industries.
Specific role of Industry.
Motivation.
- Flow to face challenges.
- Role of Employee
- Sense of belonging ness to wards Industry & Nation.
- Personality & Positive attitude.
- Attitudinal change Altitude.
- Positive work culture.
- Productivity.
- Techniques for improving productivity
- Techniques of Communication.
Effective Communication Skills Role Play exercise.
This is a good programme and a change in Behaviour of the participants is
observed.
Considering the response from the participants it is proposed to organic similar
programme of other work men.
- Liberalization & Globalization.
- Challenges before Industries.
Specific role of Industry.
Motivation.
- Flow to face challenges.
- Role of Employee
- Sense of belonging ness to wards Industry & Nation.
- Personality & Positive attitude.
- Attitudinal change Altitude.
- Positive work culture.
- Productivity.
- Techniques for improving productivity
- Techniques of Communication.
Effective Communication Skills Role Play exercise.
This is a good programme and a change in Behaviour of the participants is
observed.
Considering the response from the participants it is proposed to organic similar
programme of other work men.
PRODUCTIVITY AND POSITIVE WORK CULTURE
Productivity: Its importance in the Industry.
Techniques for improving productivity.
- TQM
- Kaizer & JSO
- Positive Work Culture
- Globalization and Liberalization – Challenges before Industrial.
- Organizational Discipline.
- Central Board for worker education under minister of labour Govt. of
India organized various training programme for organized labour,
unorganized labour and agriculture labour.
BILT Case Study Presented at Internal Form:
Ballarpur Industries Ltd.,
“Aligning Market Strategy in a turbulent environment. It was presented as a
teaching case at the prestigious Annual meeting of the North American Case research
Association (NACRA) in Sedoua, Arizone State and U.S.A. on Oct 6-8
th
2004.
The case study death with the implication of the challenging domestic and global
scenario in the paper industry and evaluated the marketing efforts under taken by BILT
during the period 1999-2003. During BILT tripled its turn incidental this was the only
case study from India to be chosen for the meet.
BILT has recently reinforced its position in top 100 companies and nationally in 3
independent surveys.
* Training Feed Back Forms.
Productivity: Its importance in the Industry.
Techniques for improving productivity.
- TQM
- Kaizer & JSO
- Positive Work Culture
- Globalization and Liberalization – Challenges before Industrial.
- Organizational Discipline.
- Central Board for worker education under minister of labour Govt. of
India organized various training programme for organized labour,
unorganized labour and agriculture labour.
BILT Case Study Presented at Internal Form:
Ballarpur Industries Ltd.,
“Aligning Market Strategy in a turbulent environment. It was presented as a
teaching case at the prestigious Annual meeting of the North American Case research
Association (NACRA) in Sedoua, Arizone State and U.S.A. on Oct 6-8
th
2004.
The case study death with the implication of the challenging domestic and global
scenario in the paper industry and evaluated the marketing efforts under taken by BILT
during the period 1999-2003. During BILT tripled its turn incidental this was the only
case study from India to be chosen for the meet.
BILT has recently reinforced its position in top 100 companies and nationally in 3
independent surveys.
* Training Feed Back Forms.
It was intrinsic to have a feed back to now the impact on the employees after the
training was gives. A perfect analysis could be analysed from it.
The employees were given are opportunity to grade the impact on them.
The feed back forms were of great use to the company as well as the employees
to express these views and also for management to carry on its training or to what extent
it has to train and provide training faculty there after.
training was gives. A perfect analysis could be analysed from it.
The employees were given are opportunity to grade the impact on them.
The feed back forms were of great use to the company as well as the employees
to express these views and also for management to carry on its training or to what extent
it has to train and provide training faculty there after.
Sl.No. Training Programs Department/Discipline
1. Team Building All depart personnel
2. Leadership “
3. Proactive ness & Decision Plaking “
4. Communication & Presentation Skills “
5. Job Morale “
6. Total Productive Maintenance Technical
7. Bearing Eng./ Mech. / Electronic
8. Six Sigma Technical
9. Power Plant & TG Operations Power House
10. Pumps & Congresses Mechanical
11. Pulping & bleaching Advanced
Bleaching Techniques
Quality Control
12. Statistical Quality Control Quality Control.
13. Enzyme Bleaching Quality Control
14. Energy Consewation Quality Control
15. E – Procuring Commercial
16. New Trends in Taxation (VAT) Commercial
17. Latest Trends in Insurance Commercial
18. ERP Implementation Account / Commercial
19. Recent Changes in Legislation and
Account Function
Accounts
20. Bleaching Plant Operation Pulp Mill.
21. Advance Pulping Technology Pulp Mill
22. Handling of Hazardous Chemicals
Like Chlorine Clo2 peroxide
All Production Department
personnel
23. Pollution abetment in bleach plant “
24. Man Management “
25. Hydraulic Systems Sheting.
1. Team Building All depart personnel
2. Leadership “
3. Proactive ness & Decision Plaking “
4. Communication & Presentation Skills “
5. Job Morale “
6. Total Productive Maintenance Technical
7. Bearing Eng./ Mech. / Electronic
8. Six Sigma Technical
9. Power Plant & TG Operations Power House
10. Pumps & Congresses Mechanical
11. Pulping & bleaching Advanced
Bleaching Techniques
Quality Control
12. Statistical Quality Control Quality Control.
13. Enzyme Bleaching Quality Control
14. Energy Consewation Quality Control
15. E – Procuring Commercial
16. New Trends in Taxation (VAT) Commercial
17. Latest Trends in Insurance Commercial
18. ERP Implementation Account / Commercial
19. Recent Changes in Legislation and
Account Function
Accounts
20. Bleaching Plant Operation Pulp Mill.
21. Advance Pulping Technology Pulp Mill
22. Handling of Hazardous Chemicals
Like Chlorine Clo2 peroxide
All Production Department
personnel
23. Pollution abetment in bleach plant “
24. Man Management “
25. Hydraulic Systems Sheting.
DATA ANALYSIS
The researcher prepared questionnaire for obtaining the data from employees
regarding the training programmes which contains 4 sections.
I Section deals with respondent’s personal profile.
II Covers training process.
III Section contains about the training 50 employees were chosen randomly for the
sample survey in order to put for the in response to question most of the question
were close ender ones.
All the questions were prepared in a four point scale. The employees were
interviewed i.e. managerial and workmen piously were given to operating and executive
people.
1. Is your training requirement is identified and defined?
S.No Response No. of
Respondents
%Of Respondents
1 Yes 80 100%
2 No -- --
3 Don’t Know - -
Total 80 100%
The researcher prepared questionnaire for obtaining the data from employees
regarding the training programmes which contains 4 sections.
I Section deals with respondent’s personal profile.
II Covers training process.
III Section contains about the training 50 employees were chosen randomly for the
sample survey in order to put for the in response to question most of the question
were close ender ones.
All the questions were prepared in a four point scale. The employees were
interviewed i.e. managerial and workmen piously were given to operating and executive
people.
1. Is your training requirement is identified and defined?
S.No Response No. of
Respondents
%Of Respondents
1 Yes 80 100%
2 No -- --
3 Don’t Know - -
Total 80 100%
INTERPRETATION:
From the above & graph we can see that,100% of the respondents said that their
requirement is identified & defined. No one is said that it is not identified.
2. What method you suggest will be better for training?
S.No Response No.Of
Respondents
%Of Respondents
1 On The Job 48 60%
2 Off The job -- --
3 Both 32 40%
Total 80 100%
Yes
100%
Yes
From the above & graph we can see that,100% of the respondents said that their
requirement is identified & defined. No one is said that it is not identified.
2. What method you suggest will be better for training?
S.No Response No.Of
Respondents
%Of Respondents
1 On The Job 48 60%
2 Off The job -- --
3 Both 32 40%
Total 80 100%
Yes
100%
Yes
INTERPRETATION:
From the above table & graph we can see that,40% said that training must include both
the methods.60% suggested on the job method.No one suggested off the job method.
3) How often the training programs are being arranged?
S.No Response No.Of
Respondents
%Of Respondents
1 Regularly 60 75%
2 Very often 20 25%
3 Not
maintaining
-- --
Total 80 100%
On The Job
60%
Off The job
0%
Both
40%
On The Job
Off The job
Both
From the above table & graph we can see that,40% said that training must include both
the methods.60% suggested on the job method.No one suggested off the job method.
3) How often the training programs are being arranged?
S.No Response No.Of
Respondents
%Of Respondents
1 Regularly 60 75%
2 Very often 20 25%
3 Not
maintaining
-- --
Total 80 100%
On The Job
60%
Off The job
0%
Both
40%
On The Job
Off The job
Both
INTERPRETATION
From the above table we can see that,75% of respondents said that training program is
being arranged regularly,25% of them said that training programs arranged very
often.No one is said that training programs are not maintaining
4) By what methods, you have been given training?
S.No Response No.Of
Respondents
% Of Respondents
1 On The Job 40 50%
2 Off The Job 20 25%
3 Both 20 25%
Total 80 100%
Regularly
75%
Very often
25%
Not maintaining
0%
Regularly
Very often
Not maintaining
From the above table we can see that,75% of respondents said that training program is
being arranged regularly,25% of them said that training programs arranged very
often.No one is said that training programs are not maintaining
4) By what methods, you have been given training?
S.No Response No.Of
Respondents
% Of Respondents
1 On The Job 40 50%
2 Off The Job 20 25%
3 Both 20 25%
Total 80 100%
Regularly
75%
Very often
25%
Not maintaining
0%
Regularly
Very often
Not maintaining
INTERPRETATION :
From the above table we can see that, 50% of employees said they are given training in
On the job method..25% of them said they are training by Off-the job method.25% of
the respondents are expressed that the training is given by both methods.
5) How often you are marinating the records of which you are learning?
S.No Response No.of
Respondents
%Of Respondents
1 Regularly 60 75%
2 Very Often 12 15%
3 Not
Maintaining
8 10%
Total 80 100%
On The Job
50%
Off The Job
25%
Both
25%
On The Job
Off The Job
Both
From the above table we can see that, 50% of employees said they are given training in
On the job method..25% of them said they are training by Off-the job method.25% of
the respondents are expressed that the training is given by both methods.
5) How often you are marinating the records of which you are learning?
S.No Response No.of
Respondents
%Of Respondents
1 Regularly 60 75%
2 Very Often 12 15%
3 Not
Maintaining
8 10%
Total 80 100%
On The Job
50%
Off The Job
25%
Both
25%
On The Job
Off The Job
Both
INTERPRETATION :
From the above table we came to know that75% of employees are Regularly in
maintaining the records.15% of employees are Very often marinating records ,10% of
the employees are not marinating records regularly.
6) How do you find yourself after training?
S.No Response No.Of
Respondents
%Of Respondents
1 Improved 80 100%
2 Not Much -- --
3 Stable -- --
Total 80 100%
Regularly
75%
Very Often
15%
Not Maintaining
10%
Regularly
Very Often
Not Maintaining
From the above table we came to know that75% of employees are Regularly in
maintaining the records.15% of employees are Very often marinating records ,10% of
the employees are not marinating records regularly.
6) How do you find yourself after training?
S.No Response No.Of
Respondents
%Of Respondents
1 Improved 80 100%
2 Not Much -- --
3 Stable -- --
Total 80 100%
Regularly
75%
Very Often
15%
Not Maintaining
10%
Regularly
Very Often
Not Maintaining
INTERPRETATION:
From the above table we can see that,100% of the respondents are saying that their
performance is improved after the training. no one is saying that their performance is
not much improved &stable.
7) Does training improve the job knowledge and skills at all levels of the
organization?
S.No Response No.Of
Respondents
%Of Respondents
1 Yes 60 75%
2 No 20 25%
3 Don’t Know -- --
Total 80 100%
Improved
100%
Improved
From the above table we can see that,100% of the respondents are saying that their
performance is improved after the training. no one is saying that their performance is
not much improved &stable.
7) Does training improve the job knowledge and skills at all levels of the
organization?
S.No Response No.Of
Respondents
%Of Respondents
1 Yes 60 75%
2 No 20 25%
3 Don’t Know -- --
Total 80 100%
Improved
100%
Improved
INTERPRETATION:
75% of total respondents are saying that training improves the job knowledge and skills.
25% of respondents said that No.
8) After the training, how will be the behavior of other employees towards each
other?
S.No Response No.Of
Repondents
%Of Respondents
1 Excellent 12 15%
2 Good 40 50%
3 Satisfactory 28 35%
Total 80 100%
Yes
75%
No
25%
Don’t Know
0%
Yes
No
Don’t Know
75% of total respondents are saying that training improves the job knowledge and skills.
25% of respondents said that No.
8) After the training, how will be the behavior of other employees towards each
other?
S.No Response No.Of
Repondents
%Of Respondents
1 Excellent 12 15%
2 Good 40 50%
3 Satisfactory 28 35%
Total 80 100%
Yes
75%
No
25%
Don’t Know
0%
Yes
No
Don’t Know
INTERPRETATION:
From the above we can see that.50% of respondents said that after training behavior of
employees towards each other is good.35% of respondents said Satisfactory and 15%
said that it is Excellent.
Excellent
15%
Good
50%
Satisfactory
35%
Excellent
Good
Satisfactory
From the above we can see that.50% of respondents said that after training behavior of
employees towards each other is good.35% of respondents said Satisfactory and 15%
said that it is Excellent.
Excellent
15%
Good
50%
Satisfactory
35%
Excellent
Good
Satisfactory
9) How is the guidance from your trainers while training?
S.No Response No.Of
Respondents
%Of Respondents
1 Excellent 20 25%
2 Good 44 55%
3 Satisfactory 16 20%
Total 80 100%
INTERPRETATION:
From the above it is evident that55% of respondents said that the guidance is good.25%
of respondents said that the trainiers guidance is Excellent.
20% of respondents expressed that the trainers guidance is satisfactory.
10) Training helps to analyze the problems and to solve them?
S.No Response No.Of
Respondents
%Of Respondents
1 Yes 64 80%
2 No - -
Excellent
25%
Good
55%
Satisfactory
20%
Excellent
Good
Satisfactory
S.No Response No.Of
Respondents
%Of Respondents
1 Excellent 20 25%
2 Good 44 55%
3 Satisfactory 16 20%
Total 80 100%
INTERPRETATION:
From the above it is evident that55% of respondents said that the guidance is good.25%
of respondents said that the trainiers guidance is Excellent.
20% of respondents expressed that the trainers guidance is satisfactory.
10) Training helps to analyze the problems and to solve them?
S.No Response No.Of
Respondents
%Of Respondents
1 Yes 64 80%
2 No - -
Excellent
25%
Good
55%
Satisfactory
20%
Excellent
Good
Satisfactory
3 Don’t Know 16 20%
Total 80 100%
INTERPRETATION:
80% of total respondents are saying that training helps to analyze problems and take
appropriate actions.20% of respondents said that they don’t know.
11) Does training improve the relationship between boss and subordinate?
S.No Response No.Of
Repondents
%Of Respondents
1 Yes 70 88%
2 No 10 12%
3 Don’t Know -- --
Total 80 100%
Yes
80%
No
0%
Don’t Know
20%
Yes
No
Don’t Know
Total 80 100%
INTERPRETATION:
80% of total respondents are saying that training helps to analyze problems and take
appropriate actions.20% of respondents said that they don’t know.
11) Does training improve the relationship between boss and subordinate?
S.No Response No.Of
Repondents
%Of Respondents
1 Yes 70 88%
2 No 10 12%
3 Don’t Know -- --
Total 80 100%
Yes
80%
No
0%
Don’t Know
20%
Yes
No
Don’t Know
INTERPRETATION:
From the above table it is clear that 88% of respondents said that training improves the
relationship between boss and subordinate, 12% of them said that No.
12) How is the procedure, which is being used for getting feedback after training?
S.No Response No.Of
Respondents
%Of Respondents
1 Excellent 16 20%
2 Good 44 55%
3
Satisfactory 20 25%
Total 80 100%
Yes
88%
No
12%
Don’t Know
0%
Yes
No
Don’t Know
From the above table it is clear that 88% of respondents said that training improves the
relationship between boss and subordinate, 12% of them said that No.
12) How is the procedure, which is being used for getting feedback after training?
S.No Response No.Of
Respondents
%Of Respondents
1 Excellent 16 20%
2 Good 44 55%
3
Satisfactory 20 25%
Total 80 100%
Yes
88%
No
12%
Don’t Know
0%
Yes
No
Don’t Know
INTERPRETATION:
From the above table it is clear that,55% of total respondents said that the feedback is
good in the organization,20% of the respondents said that the feedback is Excellent,25%
of the respondents are satisfied with the feedback.
13) Does the training helps employees adjust to change?
S.No Response No.Of
Respondents
%Of Respondents
1 Yes 76 95%
2 No 4 5%
3 Don’t Know -- --
Total 80 100%
Excellent
20%
Good
55%
Satisfactory
25%
Excellent
Good
Satisfactory
From the above table it is clear that,55% of total respondents said that the feedback is
good in the organization,20% of the respondents said that the feedback is Excellent,25%
of the respondents are satisfied with the feedback.
13) Does the training helps employees adjust to change?
S.No Response No.Of
Respondents
%Of Respondents
1 Yes 76 95%
2 No 4 5%
3 Don’t Know -- --
Total 80 100%
Excellent
20%
Good
55%
Satisfactory
25%
Excellent
Good
Satisfactory
INTERPRETATION:
From the above table it is inferred that,95% of respondents said that training helps them
to adjust to change,5% of the respondents said no.
No respondent said that they don’t know.
14) Does training help a person to handle stress, tension and conflict?
S.No Response No.Of
Respondents
%Of Respondents
1 Yes 44 55%
2 No 24 30%
3 Depends upon
module of
training
12 15%
Total 80 100%
Yes
95%
No
5%
Don’t Know
0%
Yes
No
Don’t Know
From the above table it is inferred that,95% of respondents said that training helps them
to adjust to change,5% of the respondents said no.
No respondent said that they don’t know.
14) Does training help a person to handle stress, tension and conflict?
S.No Response No.Of
Respondents
%Of Respondents
1 Yes 44 55%
2 No 24 30%
3 Depends upon
module of
training
12 15%
Total 80 100%
Yes
95%
No
5%
Don’t Know
0%
Yes
No
Don’t Know
INTERPRETATION:
From the above table it is clear that,55% of respondents said that training helps a person
to handle stress,30% of respondents said that No,15% of the employees are expressed
that depends upon module of training.
15) Does training helps in understanding and carrying our organizational policies?
S.No Respondents No.Of
Respondents
%Of Respondents
1 Yes 74 92.50%
2 No 6 7.50%
3 Don’t Know -- --
Total 80 100%
Yes
55%
No
30%
Depends upon
module of
training
15%
Yes
No
Depends upon module of
training
From the above table it is clear that,55% of respondents said that training helps a person
to handle stress,30% of respondents said that No,15% of the employees are expressed
that depends upon module of training.
15) Does training helps in understanding and carrying our organizational policies?
S.No Respondents No.Of
Respondents
%Of Respondents
1 Yes 74 92.50%
2 No 6 7.50%
3 Don’t Know -- --
Total 80 100%
Yes
55%
No
30%
Depends upon
module of
training
15%
Yes
No
Depends upon module of
training
INTERPRETATION:
From the above table it is evident that,92% of total respondents said that training helps
in understanding the original policies.
8% said that No.
16) Are you satisfied with the training programs, which you have gone through?
S.No Respondents No.Of
Respondents
%Of Respondents
1 Very much
satisfied
24 30%
2 Satisfied 52 65%
3 Not Much 4 5%
Total 80 100%
Yes
92%
No
8%
Don’t Know
0%
Yes
No
Don’t Know
From the above table it is evident that,92% of total respondents said that training helps
in understanding the original policies.
8% said that No.
16) Are you satisfied with the training programs, which you have gone through?
S.No Respondents No.Of
Respondents
%Of Respondents
1 Very much
satisfied
24 30%
2 Satisfied 52 65%
3 Not Much 4 5%
Total 80 100%
Yes
92%
No
8%
Don’t Know
0%
Yes
No
Don’t Know
INTERPRETATION:
From the above table it is clear that,65% of the respondents are satisfied.
30% of the employees are very much satisfied,5% of the respondents said that the
satisfaction with the training is a not much.
17) Does the training program make a useful contribution to organization by
encouraging people to perform better?
S.No Response No.Of Respondents %Of Respondents
1 Yes 40 50%
2 Some Extent 40 50%
3 No -- --
Total 80 100%
Very much
satisfied
30%
Satisfied
65%
Not Much
5%
Very much satisfied
Satisfied
Not Much
From the above table it is clear that,65% of the respondents are satisfied.
30% of the employees are very much satisfied,5% of the respondents said that the
satisfaction with the training is a not much.
17) Does the training program make a useful contribution to organization by
encouraging people to perform better?
S.No Response No.Of Respondents %Of Respondents
1 Yes 40 50%
2 Some Extent 40 50%
3 No -- --
Total 80 100%
Very much
satisfied
30%
Satisfied
65%
Not Much
5%
Very much satisfied
Satisfied
Not Much
INTERPRETATION:
From above it is evident that,50% of them said that training makes a useful contribution
to organization.50% of respondents said that training is useful to some extent.
18) Does training make the organization better place to work and live.?
S.No Response No.Of
Respondents
%Of Respondents
1 Yes 80 100%
2 No -- --
3 Don’t know -- --
Total 80 100%
Yes
50%
Some Extent
50%
No
0%
Yes
Some Extent
No
From above it is evident that,50% of them said that training makes a useful contribution
to organization.50% of respondents said that training is useful to some extent.
18) Does training make the organization better place to work and live.?
S.No Response No.Of
Respondents
%Of Respondents
1 Yes 80 100%
2 No -- --
3 Don’t know -- --
Total 80 100%
Yes
50%
Some Extent
50%
No
0%
Yes
Some Extent
No
INTERPRETATION:
From the above it is evident that,100% of total respondents are saying that training
makes the organization better place to work .
CONCLUSIONS
1. Most of the responds are expressed that the training requirement is identified &
defined.
2. Most of the respondents are in favor of on the job methods
3. Most Employees express that training programs are being arranged regularly.
4. Most of employees are not regularly maintaining the records.
5. Most of the respondents have expressed that the training improves the job
knowledge and skills.
6. Half of the respondents said that after training, behavior of employees towards
each other is good.
Yes
100%
No
0%
Don’t know
0%
Yes
No
Don’t know
From the above it is evident that,100% of total respondents are saying that training
makes the organization better place to work .
CONCLUSIONS
1. Most of the responds are expressed that the training requirement is identified &
defined.
2. Most of the respondents are in favor of on the job methods
3. Most Employees express that training programs are being arranged regularly.
4. Most of employees are not regularly maintaining the records.
5. Most of the respondents have expressed that the training improves the job
knowledge and skills.
6. Half of the respondents said that after training, behavior of employees towards
each other is good.
Yes
100%
No
0%
Don’t know
0%
Yes
No
Don’t know
7. It is evident that employees are expressed that the trainers are excellent.
8. Training helps to analyze problems and to take appropriate actions.
9. The training improves the relationship between boss and subordinate.
10. The respondents expressed that the feed back is excellent
11. It is given by respondents that the training helps them to adjust changes.
12. The employees said that training helps a person to handle stress only to some
extent.
13. The responds said that training helps in understanding the organizational policies.
14. All most all the employees said that training make the organization a better place
to work and live.
SUGGESTIONS
1. It is better if the management takes the actions to improve the behavior of
employees towards the individual after the training.
2. It is suggestive that training may help the employees in order to overcome
stress.
3. It might be better if the organization finds the reason behind it and takes actions
to improve the satisfaction of employees regarding the training.
4. Training program has to improve in such a manner that employees can adopt
the changes.
8. Training helps to analyze problems and to take appropriate actions.
9. The training improves the relationship between boss and subordinate.
10. The respondents expressed that the feed back is excellent
11. It is given by respondents that the training helps them to adjust changes.
12. The employees said that training helps a person to handle stress only to some
extent.
13. The responds said that training helps in understanding the organizational policies.
14. All most all the employees said that training make the organization a better place
to work and live.
SUGGESTIONS
1. It is better if the management takes the actions to improve the behavior of
employees towards the individual after the training.
2. It is suggestive that training may help the employees in order to overcome
stress.
3. It might be better if the organization finds the reason behind it and takes actions
to improve the satisfaction of employees regarding the training.
4. Training program has to improve in such a manner that employees can adopt
the changes.
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