INTRODUCTION

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ADITYA BIRLA GROUP OVERVIEW

Dr. Kumar Mangalam Birla, Chairman of ABG

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GENESIS:

Aditya Birla Group traces its origin back to the tiny village of Pilani in the Rajasthan desert, where, late Shri. Seth Shiv Narayan Birla started cotton-trading operations in 1857. Then one

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visionary – The Late Shri. G.D Birla set up India’s first integrated aluminium manufacturing unit at Renukoot, in 1962, backed by captive power plant at Renusagar in 1967. It further evolved under the dynamic leadership of the late Shri Aditya Vikram Birla – a prominent figure in the Indian industry, under whose stewardship Hindalco attained its leadership position in aluminium. Today our Group chairperson, Dr. Kumar Mangalam Birla has put together the building blocks to make Indian business a global force.

INTRODUCTION:

The Aditya Birla Group is India’s first truly multinational corporation global in vision, rooted in Indian values, A US $24 billion corporation with a market cap of US $31.5 billion and in the league of Fortune 500, the Aditya Birla Group is anchored by an extraordinary force of 100,000 employees, belonging to 25 different nationalities. In India, the Group has been adjudged "The Best Employer in India and among the top 20 in Asia" by the Hewitt-Economic Times and Wall Street Journal Study 2007. Over 50 per cent of its revenues flow from its overseas operations. The group’s products and services, offer distinctive consumer’s solutions. Its 66 state-of-the-art manufacturing units and sectoral service span throughout the world. The Group operates in 20 countries: India, Thailand, Laos, Indonesia, Philippines, Egypt, China, Canada, Australia, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea which make it India’s first truly Multinational Conglomerate.

The name "Aditya Birla" evokes all that is positive in business and in life. It typifies integrity, quality, performance, perfection, and above all, character. Our corporate logo, 'The Rising Sun', symbolizes these traits.

('Aditya' is the Hindi word for Sun). The logo consists of an inner circle, symbolizing the internal universe of the Aditya Birla Group, an outer circle, symbolizing the external universe, and a dynamic meeting of rays converging and diverging between the two.

Commited to being a global benchmark group, the aditya birla group reaches out to the core sector in india – in industries integral to the nation’s growth . Aluminium, Cement, Fertilizers, Viscose staple fibre, Textiles, Petroleum refining, Power, Software, Telecommunication, Industrial Chemicals and Financial services. The premium conglomerate, The Aditya Birla Group is dominant player in all of sector in which it operates. Such as Viscose staple fiber, Non-Ferrous metals, Cement, Viscose filament Yam, Banded apparel, Carbon Black Chemicals, Fertilizers, Sponge iron, Insulators and Financial service. The Aditya Birla Group is India’s second largest business house with turnover of over 200 billion-asset base values at over Rs. 180 billion and nearly 72,000 employees all

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over the world. Over 75 units in India and International trading operations spanning several countries:ABG is committed to the future of India, for over 50 years now.

Gross Revenue- Rs. 26,000 crores Gross Assets - Rs. 25,700 crores Shareholders - Rs. 6, 50, 000 crores

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Globally the Aditya Birla Group is:

A metals powerhouse, among the world's most cost-efficient aluminium and copper producers. Hindalco-Novelis from its fold is a Fortune 500 company. It is the largest aluminium rolling company. It is one of the three biggest producers of primary aluminium in Asia, with the largest single location copper smelter.

No.1 in viscose staple fibre

The fourth largest producer of insulators

The fourth largest producer of carbon black

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The 11th largest cement producer globally

Among the world's top 15 BPO companies and among India's top three

Among the best energy efficient fertiliser plants

In India: A premier branded garments player

The second largest player in viscose filament yarn

The second largest in the chlor-alkali sector

Among the top five mobile telephony companies

A leading player in life insurance and asset management

Among the top three supermarket chains in the retail businessRock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not come in the way of the need to keep learning afresh, to keep experimenting.

Beyond business – “Reaching Out”

A value based, caring corporate citizen the Aditya Birla Group inherently believes in the trusteeship concept of management. A part of the group’s profits is ploughed back in to meaningful welfare driven initiative that make a qualitative difference to the lives of marginalized people. These activities are carried out under the aegis of the Aditya Birla Centre for community initiatives and Rural Development spearheaded by Mrs. Rajshree Birla.

Beyond business — the Aditya Birla Group is:

Working in 3,700 villages.

Reaching out to seven million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs. Rajshree Birla

Focusing on: health care, education, sustainable livelihood, infrastructure and espousing social causes

Running 41 schools and 18 hospitals

Aditya Birla Management Corporation Ltd. (ABMCL)

In a strategic move to institutionalize its management process, the Aditya Birla Group has set up Aditya Birla Management Corporation Limited (ABMCL) it is headed by Board of Directors with Mr. Kumar Mangalam Birla as a Chairman.

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Group Vision:To be a premium global conglomerate with a clear focus on each business.

Group Mission: To deliver superior value to our customers, shareholders, employees and society at large.

Values we Value:In the words of our chairman, Kumar Mangalam Birla: “Great and lasting businesses are never built on quick sands of opportunism. For us, at The Aditya Birla Group, if by living our values means, perhaps growing at a pace slower than we would otherwise have liked, so be it. For us, the key to Enduring leadership lies in knowing what we stand for and in living by that. In essence, our values provide us with a moral compass, our roots, as well as our wings.”

It is a Group’s apex decision making body and provides strategic direction to group companies.

“Respect for the individual integrity, speed, simplicity, seamlessness, self assuredness, and a 100% commitment, are all values we value. Our values are non-negotiable. They are never to be jettisoned. For us, our values are our well-springs.”

FIVE VALUES OF THE ORGANIZATION

Integrity Commitment Passion Seamlessness Speed

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“ Integrity ” is defined as: Honesty in Every Action

Acting and taking decisions in a manner that these are fair, honest following the highest standards of professionalism and are also perceived to be so. Integrity for us means not only financial and intellectual integrity, but in all other forms as are commonly understood.

“ Commitment ” is defined as: Delivery on the Promise On the foundation of Integrity, doing whatever it takes to deliver value to all stakeholders. In the process, taking ownership for our own actions and decisions, those of our team and that part of the organization that we are responsible for.

“ Passion ” is defined as: Energized Action A missionary zeal arising out of emotional engagement with the organization that makes work joyful and inspires each one to give his or her best. Relentless pursuit of goals and objectives with the highest level of energy and enthusiasm, that is voluntary and spontaneous. “ Seamlessness ” is defined as: Boundary less in letter in Spirit

Thinking and working together across functional silos, hierarchies, businesses and geographies. Leveraging the available diversity to garner synergy benefits and promote oneness through sharing and collaborative efforts. “ Speed ” is defined as: One Step Ahead Always

Respond to internal and external customers with a sense of urgency. Continuously seek to crash timelines and choose the right rhythm to optimize organization efficiencies.

Our values — Path to excellence

Honesty in every action.

On the foundation of integrity, doing whatever it takes to deliver, as promised.

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Missionary zeal arising out of an emotional engagement with work.

Thinking and working together across functional silos, hierarchy levels, businesses and geographies.

Responding to stakeholders with a sense of urgency.

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Achievements

The Group has following Achievement to its credit:

The world’s no.1 in viscose staple fiber.

The third largest producer of insulator.

The world’s third largest producer of carbon black.

The world’s eighth largest producer of cement and the largest in a single geography. Asia’s largest integrated aluminum producer.

A globally competitive, fast growing copper producer.

India’s premier branded garments player.

Among India’s most energy efficient private sector fertilizer plants.

India’s second largest producer of viscose filament yarn.

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India’s second largest private sector insurance company.

Among the world’s top 15 and India’s top three BPO companies.

The group has also made successful forays into it and IT sector and has a significant presence in the Financial Sector and telecommunications sectors in tie-ups with giants like Sun Life insurance (Canada) and At &T (USA) respectively.

HINDALCO – OVERVIEW

Hindalco Industries Limited, the metals flagship company of the Aditya Birla Group, is an industry leader in aluminium and copper. A metals powerhouse with a consolidated turnover in excess of US$ 14 billion, Hindalco is the world's largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia. Its Copper smelter is the world's largest custom smelter at a single location.

‘Hindalco’ was set up in collaboration with Kaiser Aluminium & Chemicals Corporation USA, in a record time of 18 month. The plant started its commercial production in the year 1962 with a capacity of 20,000 TPA. It has since grown to become the largest integrated aluminium producer in India. The company has grown manifold and is managed by Board of Directors, with Shri Kumar Mangalam Birla as the chairman of the board of directors.Company's principal products comprise of Aluminium Ingots, Aluminium Billets, Aluminium Wire Rods, Sheet Products, Extrusions, Aluminium Foils and Aluminium Alloy Wheels. The Company's by products include Gallium Metal, Vanadium Sludg and Aluminium Dros established in 1958, Hindalco commissioned its aluminium facility at Renukoot in Eastern U.P. in 1962. Later acquisitions and mergers, with Indal, Birla Copper and the Nifty and Mt.

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Gordon copper mines in Australia, strengthened the company's position in value-added alumina, aluminium and copper products, with vertical integration through access to captive copper concentrates.In 2007, the acquisition of Novelis Inc. a world leader in aluminium rolling and can recycling marked a significant milestone in the history of the aluminium industry in India. With Novelis under its fold Hindalco ranks among the global top five aluminium majors, as an integrated producer with low cost alumina and aluminium facilities combined with high-end rolling capabilities and a global footprint in 12 countries outside India. Its combined turnover of US$ 14 billion, places it in the Fortune 500 league.Hindalco, at Renukoot, houses a fully integrated plant, comprising of 3 main plants i.e. the Alumina, Smelter & Fabrication Plants. Each plant employs varying Technology. With integrated facilities, output from various plants is used by next, along with varying raw materials. Company has its own captive power plant at Renusagar (30 Km away from Renukoot) with installed capacity of 741.7 MW and 78 MW of Co Generation Plant at Renukoot itself.

Alumina Plant: -

It was commissioned with an initial capacity of 40,000 MTPA, which has now increased, to 700000 MTPA. The plant has been expanded in phases using new technology from time to time for energy efficiency and capacity enhancement. It employs the basic Bayer’s process and the major raw materials for the plant are Bauxite, Steam, and Caustic Soda and Furnace oil.

Aluminum Smelter: -

It has 11 Pot lines with 2067 Pots installed with annual production capacity of 3, 45,000 MT. The Smelter employs the Hall Heroult Electrolysis Process for the extraction of Aluminum from Alumina. Basic raw materials for the smelter are Alumina, Power, Anodes and Aluminum Fluoride.

Fabrication Plant (Value Added Products): -

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The Fabrication Plant at Renukoot comprises of 4 Main Sections Remelt Shop, Cast House, Rolling Mills, and Extrusion& Conform which produce Wire Rod, Sheets, Coils and Extruded Products. Hindalco, an ISO 14001, ISO 9001: 2000 and OHSAS 18001 Company. Recently these three systems have integrated as IMS (Integrated Management System). Today Hindalco occupies a place of pride in the global aluminium scenario with its most efficient working in all areas of operations. The company has kept pace all along with latest development in aluminium technology and has occupied its manufacturing facilities. Hindalco has bagged 14 prestigious International & National Awards for Business Excellence, Quality, Energy Conservation and its efforts for preserving the Environment in FY 05-06.

BOARD OF DIRECTORS

The Aditya Birla Management Corporation Private ltd., is the Group’s apex decision making body and provides strategic direction to Group companies. Its Board of Directors comprises:

Mr. Kumar Mangalam Birla, Chairman Mr. Sanjeev Aga Mr. Debu Bhattacharya Mr. Rajiv Dube Dr. Rakesh Jain Mr. K. K. Maheshwari Dr. Santrupt Misra Mr. Vikram Rao Mr. Ajay Srinivasan

HINDALCO TODAY

Aluminium has turned out to be the wonder metal of the industrialized World. No other single metal can do so many job’s so well, and so Economically also. Aluminium growth rate is the

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highest amongst the major basic metals today. Hindalco ranks as the largest aluminium producer in India and contributes about 40 % share in total production of the country. The company’s fully integrated aluminium operations consists of the Mining of bauxite, conversion of bauxite in to alumina, production of primary aluminium from alumina by electrolysis and production of Properzi redraw roads, rolled products, extructions and value added products like foil wheel at silvasa. Hindalco integrated operations and operational efficiency has enabled the company to be one of world’s lowest cost producers of aluminium. The company’s cost efficiency has helped it to record an outstanding performance in the face of adverse market conditions. Hindalco also owns a large captive thermal power plant at renusager that Meets the power requirment of the company very efectively, has a current Generation units . Hindalco currently has primary aluminium capicity of 3, 50,000 MTPA.

Their well-crafted growth and integration hinges on the three cornerstones of cost competitiveness, quality and global reach. They are also committed to the triple bottom line accountability of economic, environment and social factors. Care for the community around there operating units is best exemplified by their deep-rooted social commitment.

Over the years, Hindalco has grown into the largest vertically integrated aluminium company in the country and among the largest primary producers of aluminium in Asia. Its copper smelter is today the world's largest custom smelter at a single location.

AWARDS

Hindalco has won several awards for community welfare, environment protection, and also for quality and export performance.

Year2010 | 2009 | 2008 | 2007 | 2006 | 2005 | 2004 | 2003 | 2002 | 2001 | 2000 

Hindalco Renukoot won the Golden Peacock Award 2010 for corporate social responsibility

 

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Hindalco Renusagar's power division bagged the Golden Peacock Environment Management Award during the Global Convention on Climate Security. The convention was held at Palampur, Himachal Pradesh from 12 to 14 June 2009. Dr. Madhav Mehra, President, World Council for Corporate Governance honoured Renusagar's power division with the award in the services category.

Greentech Safety Gold Award 2008 for outstanding achievement in safety management in coal based power sector.

Hindalco Hirakud Systems ranked runners-up at the state level IT Competition 2008 organised by CII in association with the department of information technology, Government of Orissa.

Hirakud smelter was awarded the state level safety award for Best Occupational Healthcare 2006 — presented in February 2008 at Bhubaneswar.

Talabira coal mines won a host of safety awards, namely, first in working face and maintenance of Dozer & Payloader and second in dust suppression at the Annual Coal Mines Safety Fortnight 2008 organised by Directorate of Mines Safety, Bhubaneswar and Chaibasa region.

The Golden Peacock Award 2007 by the World Environment Foundation for its remarkable achievements in occupational health & safety.

The Safety Innovation Award 2007 for excellence in the field of occupational health, presented by The Institute of Engineers India.

The National Energy Conservation Award 2007, second prize, awarded by the Ministry of Power and Energy, Government of India.

Renukoot was selected for the Rajiv Gandhi National Quality Award 2007 – Silver Trophy, presented by the Bureau of Indian Standards, in the large scale manufacturing (metallurgy) category.

The CII National Award for Excellence in Water Management (Beyond the Fence) 2007, for its land and water management projects in neighbouring villages.

The IMC Ramkrishna Bajaj National Quality Award 2007 – special award for excellent performance in the service category.

The CII Human Resource Excellence Award 2007 for strong commitment and significant achievement in the field of HR.

The “Greentech Environment Excellence Silver Award 2007” by the Greentech

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Foundation.

Renusagar’s quality circle teams “VAYUDOOT” and “NAVODAYA” achieved the Par Excellence Quality Circle Award at the National Level Convention NCQC 2007.

Hirakud smelter - National Energy Conservation Award — first prize 2007.

Hirakud smelter - National Safety Award for performance year 2005 (presented in Oct 07) by Ministry of Labour and Employment, Government of India.

Hirakud power - CII - Orissa Award for Best Practices in Environment, Safety, Health for the year 2007.

Hirakud power plant’s ‘Jeevan Jyoti’ and ‘Aryan’ quality circles won the Distinguished Award at the National Convention of Quality Circles – 2007. Other Hirakud power teams, bagged awards at the regional and state level QC competitions.

Hirakud power plant’s “Shakti” and “Prerana” quality circles also bagged third prize in the operations & production category and repair & maintenance category respectively during the seventh Supervisor Skills Competition organised by CII in December 2007.

Muri alumina plant selected for CII’s National Award for Excellence in Water Management 2007 for both Within and Beyond the Fence 2007.

Belur was selected for the National Safety Award for outstanding performance in industrial safety as runners up for the performance year 2005 in achieving the lowest average frequency rate (presented in October 2007), by the Ministry for Labour and Employment, Government of India .

Winner of the GreenTech Environmental Gold Award in the metals and mining sector for its outstanding achievement in environment management during 2007 - 2008.

Earned the National award as an "Energy Efficient Unit", presented by CII.

Belur sheet plant was adjudged the winner of the "CII – Eastern Region Energy Conservation Award for 2007 – 2008".

Alupuram complex awarded the Outstanding Safety Performance Award 2007 in the small scale engineering industrial category, presented by the National Safety Council, Kerala chapter.

Taloja sheet plant was presented the Metallics Systems USA — Maintenance Award for best operation & maintenance of molten metal pump at its recycling plant.

Hindalco awarded the CII-Sorabji Green Business Centre "National Award for Excellence in Water Management 2007".

Hindalco won the prestigious “D.L. Shah National Award for Economics of Quality” given by quality council of India. Chief manufacturing officer, Mr. R. P. Shah and Mr. Arun Kumar received the award from the President of India, H.E. Dr. A.P.J. Abdul Kalam on 9 February 2007 at New Delhi.

Belur sheet plant was presented the Good Green Governance Award 2006 from Srishti Publications.

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The prestigious “National Energy Conservation Award-2006” was awarded to Hindalco by Ministry of Power, Government of India.

The IT department of Hindalco received prestigious IT certificates BS15000 (IT services), ISO 9001 (Software development) and BS7799 (Information security). Hindalco Renukoot IT department is the first in our group as well as in India to be recommended for all these certifications in an integrated manner.

The prestigious Greentech Safety Award came Hindalco's way for its outstanding performance towards organisation health and safety.

The company's fabrication plant’s hot mill team won the prestigious Qualtech Award for their project “Reduction of time in work role change time”.

Hindalco received the Integrated Management System Certificate from D.N.V. certification agency. This certificate was for ISO-9001, ISO-14001, OHSAS-18001 in an integrated manner.

Hindalco, Renukoot has won the National Award for Excellence in Water Management 2006 organised by CII.

The quality circle teams at Hindalco, Renukoot were adjudged winners in the live quiz competition organised by the Quality Circle Forum of India.

J P Nayak of Hirakud Smelter awarded 'Young Metallurgist of the Year 2006' award sponsored by the Ministry of Steel & Mines, GoI

Hirakud Power team bagged second prize at the state level CII Orissa Award 2006 for Best Practices in Environment, Safety & Health.

Hirakud Power Team earned the "Distinguished Presentation Award" during the 14th Chapter Convention on Quality Circle, Rourkela, during September 2006.

Mr. Debu Bhattacharya, Managing Director was conferred with "Asian business leader award for the Asia corporate citizen of the year" by CNBC. The award was conferred in recognition of Hindalco's outstanding contribution to arts, education, the environment and community development.

Mr. Kumar Mangalam Birla, Chairman, has been named "Business Today young super performer in the CEO category".

Hindalco's fabrication team won the Qualtech Award 2005 presented by Quimpro College, Mumbai.

Five workmen of our smelter, Mr. Rajesh Pal, Mr. A. K. Gupta, Mr. R. K. Singh, Mr. H. N. Singh and Mr. S. K. Singh were awarded the prestigious Vishwakarma Rashtriya Purashkar by the government of India, ministry of labour and employment.

Mr. Kumar Mangalam Birla, Chairman, has been named as Ernst & Young entrepreneur of the year 2005. He represented India at the award function in Monte Carlo, Monaco in June 2006.

Hindalco Renukoot alumina refinery team made four presentations at the Himer National Conference-2005 (HIMER-2005) and bagged the best paper award.

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Mr. Debu Bhattacharya, Managing Director conferred with "India business leader award 2005" by CNBC-TV.

Hirakud Smelter awarded the National Safety Award 2005 for lowest accident frequency rate and longest accident free period presented by Ministry of State for Labour and Employment, GoI.

Hindalco won the first prize for National Energy Conservation 2005 in aluminium sector given by the Government of India, Ministry of Power.

Hindalco recieved the ICWAI National Award for Excellence in Cost Management 2005 in recognition to their efforts towards cost management.

Hindalco won the Greentech Safety Award for the year 2005-06 for its excellent efforts in occupational health and safety.

The Muri Alumina Plant won the Greentech Safety Gold Award 2004-05 and Silver Award 2005-06 as also the Greentech Environment Silver Award 2004-05.

Kalwa foil plant won the Dhanukar rotating trophy for 2005-06 presented by the Indian Association of Occupational Health, Mumbai.

National Award for Excellence in Water Management 2005 (Water Efficient Unit) from CII - Sohrabji Godrej Green Business Centre.

Greentech Environment Excellence Gold Award 2005 from Greentech Foundation, New Delhi.

The Belur Sheet Plant was named the winner of the National Awards for Excellence in Water Management 2005 (Water Efficient Unit) and for Excellence in Energy Management 2005 (Energy Efficient Unit), presented by the CII - Sohrabji Godrej Green Business Centre. Belur also won the Greentech Environment Excellence Gold Award 2005.

Alupuram extrusions earned first prize in the Kerala state level quality circle competition organised by CII.

Alupuram smelter earned third prize in the Kerala state level quality circle competition organised by CII.

Best safety performance award conferred on Alupuram extrusions by the National Safety Council (Kerala chapter).

Lohardaga Bagru Mines, Durgmanwadi, Chandgad mines and Talabira coal mines have won awards in safety, environment, pollution control and overall performance during the mines safety week and mines, environment and mineral conservation week programmes organised by the Indian Bureau of Mines and the Directorate of Mines Safety in the Ranchi, Goa and Bhubaneswar/Chaibasa regions.

Chandgad mines — super status award for winning the overall first prize for three consecutive years.

Kasarsada mines awarded special prize for super status mine for excellent all round performance for the second consecutive year during the mines, environment and mineral conservation week, Goa region.

Durgmanwadi and Kasarsada Bauxite Mines have earned a host of awards during the

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Mines Environment & Mineral Conservation Week programmes, including special prize for being ranked first for 3 consecutive years in overall performance along with other prizes for safety and other mining operations.

Hindalco won the fourth annual Greentech Safety Gold award for the year 2004-05 in metallurgy sector.

Renusagar Power awarded the Innovation Training and Development (HR) Practices award-2004 by Indian Society for Training & Development, New Delhi.

The mines division has been recognised by Indian Bureau of Mines, government of India for afforestation, plantation, waste dump management, top soil management, reclamation and rehabilitation, dust suppression arrangement, publicity and propaganda and overall performance.

Joint winner of Aditya Birla planet award 2004 for community initiatives and rural development.

National energy conservation award 2004 in aluminium sector by the government of India, ministry of power.

IMC Ramkrishna Bajaj National Quality award 2004 certificate of merit.

Quality circle shakti of reduction plant won the excellence case study presentation award at NCQC, Mumbai in December 2004.

Prime Minister's Shram awards 2004 — Shram Veer award to Mr. Ram Kailash of Alumina Plant and Shram Shree award to Mr. Suresh Prasad of alumina plant.

CII National Award for Excellence in Energy Management 2004.

Qualtech Award 2004 for quality management by Quimpro College, Mumbai.

CIOL-Dataquest award for best performance in the pioneer category for 2004-05 by CIOL, an IT portal along with Dataquest Magazine.

Hirakud smelter presented the Shrestha Surakhya Puraskar 2004 and Prasansa Patra 2005, from the National Safety Council of India, Mumbai for developing and implementing effective occupational safety and health management systems and procedures.

Hirakud smelter presented the State Safety Award 2004 for best performance in safety, health and environment management.

Hindalco Industries Limited, Renukoot, has been awarded the Certificate of Merit at the IMC Ramkrishna Bajaj National Quality Award 2004 in the manufacturing category.

Outstanding Industrial Relations Award conferred on Hindalco's aluminium division by AIOE (FICCI).

National Safety Award (runners-up) for the aluminium division, presented by the Ministry of Labour for lowest accident frequency rate.

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Hindalco has been awarded the trophy for highest exports — prime metal ferrous and non ferrous (non-SSI) — 2003-04 by Engineering Export Promotion Council (EEPC), India in recognition of outstanding export performance of engineering goods and services

Industrial safety award (runners up) presented to Alupuram smelter for 2003-2005 for lowest average accident frequency by the National Safety Council, Kerala chapter.

Greentech gold award 2003-04 to Renusagar Power by Greentech Foundation, New Delhi for organisational health and safety.

National Safety Award 2003 by Ministry of Labour and Employment.

Joint award winner of Rajiv Gandhi National Quality Award 2003 in large scale manufacturing category. The award is instituted by Bureau of Indian Standards, Ministry of Consumer Affairs, and Government of India.

Greentech gold award 2003-04 by Greentech Foundation, New Delhi for organisational health and safety.

Asian Corporate Social Responsibility Award for 2003 for its aluminium division's Rural Poverty Alleviation Project.

Hindalco achieves ISO/TS16949 certification for Aura Alloy Wheels in March 2003. It is one of the first few alloy wheel companies in India and the world to receive this certification.

CII National Award for Excellence in energy management 2003 for the aluminium and copper divisions.

FIMI's Social Awareness Award.

The FICCI Socio-Economic Development Foundation's (FICCI-SEDF) Social Responsiveness Award for the year 2001, for projects on rural development and promoting economic self-reliance in over 334 villages.

Birla Copper is accredited with ISO 9001 and ISO 14001.

The 'Fair Business Practices' award by the CFBP Jamnalal Bajaj Uchit Vyavahar Puraskar 2001.

The 'Outstanding Export Award' for the years 2000 and 2001 from EEPC and CAPEXIL.

Mother Teresa Commendation Certificate for Community Initiative Activities.

FICCI Award for Community Initiative Activities.

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Energy Conservation Award by the Ministry of Power.

Various Awards for Mines Environment and Mineral Conservation by the Indian Bureau of Mines.

Alumina refinery is named as the 'Best Safety Performing Plant' in the world by the International Aluminium Institute.

Safety Performance Benchmarking — 'Joint Best Smelter' by International Aluminium Institute.

Safety Performance Benchmarking — 'Best Refinery' by International Aluminium Institute.

Export Award from EEPC.

Export Award from CAPEXIL.

Annual Report - Best in Asia Winners by CFO Asia.

RENUSAGAR POWER DIVISION – AN OVERVIEW

1962 - Commencement of Production at HindalcoSource of Rihand Hydroelectric Power

1965 - Late Shri G.D. Birla visualized power shortage & started work on RPD.Renusagar power division an associate of Hindalco industries limited one of the biggest Companies in “The Aditya Birla group”. Renusagar power division was conceived as the captive power plant of Hindalco Industries Limited in 1964. The first power generating units of 67.5 MW each were commissioned in the year 1967-68. The coal- based thermal power plant presently has a capacity of 742 MW with 10 turbo- generator sets and 11 steam generators (boilers). It generates around 6111 Million Units. Renusagar is situated at about 35 km from Renukoot in Sonebhadra district of Uttar Pradesh, on the bank of Rihand Lake. The geographical location is 24◦ 10’ N to 24◦ 12’N and 82 46’ E to 82 48’ E. the site is located at an average elevation of the north and west side. Township area is about 176 hectares and the plant has an area of about 58 hectares. Renusagar power division is well known in the power sectors of India. It has the reputation of consistently achieving around 90 % Plant Load Factor (PLF) and around 90% Plant Availability Factor (PAF) of its installed capacity of 575 MW, in spite of odds like low- grade coal and disturbance in the northern grid. Right from inception, Renusagar power division has laid emphasis on high degree of technical skill and quality control in workmanship and training. Renusagar has developed the concept of need – based rolling maintenance plan through intensive condition monitoring as against the time – bound maintenance plan hitherto being followed by other power station.

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PLANT DETAILS OF RENUSAGAR POWER DIVISION

RenuSagar Power Division is a division of Hindalco Industries Ltd. for generating and supplying uninterrupted Power exclusively to the interated Alumina Complex at Renukoot, UP. RenuPower is located at RenuSagar, almost at the pithead of Singrauli Coal Mines of Northern Coal Fields Ltd. in the vicinity of Govind Vallabh Pant Sagar (Popularly known as Rihand Lake)in the district of Sonebhadra of the State Uttar Pradesh, India. The total installed capacity of plant is about 742 MW and comprises of 10 T.G. set 11 Boilers. RenuSagar Power Plant is one of the most efficiently operating at a plant Factor of around 90%.

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Fig. xv

Unique Features:

First Captive Power Plant for an Aluminum Industry in India.

Commissioned way back in 1967 with 2 Units, each of 67.5 MW.

Present Installed Capacity of 742 MW with 10 Turbo Generating Sets.

1st Power Plant in India to have additional Spare Boiler (1981) to avoid Generation

Loss in case of outage of Unit Boilers.

Consistently operating at Plant Load Factor (PLF) above 90% and is comparable to the

best world-wide.

Fig. xvi

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Renusagar Power Division (RPD) is a Captive Power Plant of Hindalco Industries Ltd, country’s leading aluminum producer and a flagship company of The Aditya Birla Group. It has the distinction of being the first Captive Power Plant for Aluminum Company in India. The great visionary Late Syt G.D. Birla conceptualized the Power Plant at Renusagar way back in 1964. Renusagar Power Division is located at the pithead of Singrauli Coal Seam of Northern Coal Fields Limited (NCL) and on the banks of Rihand Lake. It is situated in Sonebhadra District of Uttar Pradesh (U.P.) on the border of U.P. and M.P. It is 200 KM from Varanasi and 40 KM from Renukoot.This region is known as Power Capital of the country and contributes approximately 10000 MW to the national economy.

Fig. xvii

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Fig. xviii

Corporate Social Responsibility (CSR)

Winning smiles…touching heartsLong before corporate social responsibility found a place in the corporate lexicon, it was already textured into the Group's value system. As early as the 1940s, the late Mr. G.D. Birla espoused the trusteeship concept of management — investing a portion of the company's profits for the larger good of society. The late Mr. Aditya Birla went beyond chequebook philanthropy when he brought in the concept of 'sustainable livelihood'.

For over 50 years, Hindalco has worked in the hinterlands of India to better the quality of life of the underprivileged sections of society. Today, they reach out to millions of people in the villages, of whom more than 60 per cent live below the poverty line. Their needs include: access to water, agriculture and sustainable livelihood, healthcare, and education. These four areas form the focus of our efforts. The company also works to bring about social reform through widow re-marriage and dowerless marriages.

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They work in partnership with government agencies and the beneficiaries to provide these necessities and encourage social reform.

FOCUS AREAS

A. ECONOMIC SELF RELIANCE & WATERSHED DEVELOPMENT

B. EDUCATION & CAPACITY BUILDING

C. HEALTH AND FAMILY WELFARE

D. INFRASTRUCTURE DEVELOPMENT

E. SOCIAL WELFARE

A. ECONOMIC SELF RELIANCE & WATERSHED DEVELOPMENT

Self employment programme Farmers resource center (frc) Land & watershed management Vegetable growing programme Animal vaccination & first aid Formation of SHGS

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B. EDUCATION & CAPACITY BUILDING

Aid to meritorious students Training for villagers & village volunteers Balwadi center Mass awareness programme Computer education

C. HEALTH AND FAMILY WELFARE

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Check Dam Construction at Amahawa Village SHG Training at Sonvani Village

Agriculture field at Labhari Skill Development Programme at Parasi

PERFORMANCE

As the aluminum smelters need continuous and steady power supply, high plant availability and operation at rated capacity is of paramount importance for RENUSAGAR POWER PLANT. Renusagar has achieved high plant availability factor (PAF) and plant load factor (PLF) of around 95% and more consistently for over two decades (against the national average of 55%) right from its inception. It has dispelled the misconception that such a high PAF and PLF can’t be achieved by the thermal power plant, using low grade coals.

CONTRIBUTION IN THE FIELD OF POWER SECTOR

It is to the credit of RENUSAGAR POWER that despite the fact it uses high ash (35%) and abrasive natural coal, high PAF and high PLF have been achieved by it consistently. Modification in the ID fans, Dust Collectors and indigenous methodology of prolonging the life of pressure part tubes, was a trend setter. Its result oriented approach to bring down tube leakage to less than one per boiler per annum, has worldwide acclaim. RENUSAGAR POWER DIVISION is an acknowledged leader of thermal power plant. It adopted modern management techniques for initial stages itself and was able to limit its planned overhaul duration by resorting to PERT.

ENERGY CONSERVATION

Renupower is conscious of energy conservation and has made concentrated efforts to reduce and limit its auxiliary power and oil consumption. It is remarkable that the average oil consumption per unit generated has been maintained at less than 0.8 ml per KWH (against the national average of about 11 KWH for its size of units).

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67.6

135

209

283

350

425

500

575

742

0

100

200

300

400

500

600

700

800

1966-67 1967-68 1980-81 1982-83 1988-89 1996-97 1997-98 1998-99 1992-03Year

MW

ENVIRONMENT AND POLLUTION CONTROL

At Renusagar, all the boilers have electro-static precipitators (ESP). the stack emission are closely monitored and controlled well below the permissible limits. Renusagar Power is known for its environment friendly plans. The vast greenery in the complex simply conveys its culture. There is an Environment Cell, which is properly functioning under the guidance of P & IR department for proper monitoring.

Sr. No. Unit Capacity(MW)Make

Turbo GeneratorBoiler

1. TG# 1 67.5 GE(USA) CE(USA)

2. TG# 2 67.5 GE(USA) CE(USA)

3. TG# 3 77 SIEMENS/ BHEL(Consortium)

CE(USA)

4. TG# 4 77 SIEMENS/ BHEL(Consortium) CE(USA)

5. TG# 5 68 BERGMANN BORSIG BHEL

6. TG# 6 74 ABB (GERMANY) BHEL

7. TG# 7 74 ABB (GERMANY) BHEL

8. TG# 8 77 GE (USA) BHEL

9. TG# 9 80 SIEMENS (GERMANY) BHEL

10. TG# 10

80 SIEMENS (GERMANY) BHEL

Table-2

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Fig. xix

“HINDALCO”

They are guided by their

Vision, Mission & Values

that provide direction to all their efforts.

The Vision, Mission and values of their Power Unit are as follows:

VISION

“To be one of the best operated and maintained Captive Power Plant, with enviable Plant

Load Factor, to supply uninterrupted power

MISSION

“To pursue creation of value at all levels of plant Operations for our customers, shareholders,

employees and society at large”

“HINDALCO” – Powered By People

“My objective has been to build a meritocracy…an organization is about people who make it and it would continue to be my focus.”

Kumar Mangalam Birla

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At the heart of Hindalco’s processes, products, growth and success lies the endeavour and dedication of the RPD team. A multilingual, multicultural cross functional team of people bound by the strong organizational values and pursuing a common mission to create superior value, realize full potential and steer the company towards a position of a global metal major.

An achievement focused and development-oriented work culture embedded in high standards of business ethics supported by sound management practices and good HR policy is the defining characteristics of the RPD work ethos.RPD has made its HR policy keeping all the things in the mind and in the favour of its human capital.

Overview of Human capital: (as on 1 st Jan 2009)

Category of employee Total Employee Strength

Staff 1032

Work men 1839

Total strength 2871

Table-3

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HR VISION

“To provide an enabling environment where employee’s competencies are nurtured and harnessed towards sustainable business growth & leadership.”

HR MISSION

“To proactively assess and provide services for the HR needs of the business & customers for the attainment of organizational goals.”

HR OBJECTIVES

To collaborate with and support internal customers of HR in achieving business objectives through services viz. effective manpower planing ensuring harmonious industrial relations etc.

To review and redesign the structure of the organization with clarity of roles, responsibility and accountability for overal organizational effectiveness and speedy response to the emerging business challenges.

To develop knowledge and skills of the employees and groom leaders with functional and business competencies to meet future demands of the organization ( viz. Flexibility & change management)

To benchmark best HR practices in order to enhance human resource efectiveness.

To promote employee involvement in decision-making, team working, creatively and empowerment.

To institutionalise transparency by farming, updating & communicating systems and processes.

To maintain good liaison with government/ external agencies in order to better serve the organizational cause.

To provide a safe and healthy work environment and continuously benchmark and upgrade the standerds of safety and hygiene.

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OBJECTIVE OF THE STUDY

OBJECTIVE OF THE STUDY

Training is one of most important and effective means of bringing about change in an organization. Implementation of Training & Development in the Organization helps the employees to become people oriented and inculcates in them respect and regard for general public.This study shows that how Training & Development enhances the efficiency of the employees and develop their capacities.

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The main objectives of this project are –

To find out the process of training and development undertaken by Renusagar Power Division.

To develop training effectiveness form for behavioural programs. To study about the various innovative training practices.

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REASERCH METHODOLOG

Y

RESEARCH METHODOLOGY

Descriptive and Conclusive types of research are conducted. On the basis of the emphasis laid on the analysis of the information and the data the type of research used in descriptive research. This kind of research is needed to provide a theoretical framework and background on which, total knowledge and operational practices can be used and judged. The major purpose of descriptive research is description of the state of affairs, as it exits at present.

RESEARCH DESIGNThe study is carried out on the basis of information and data collected from Renusagar Power Division, Hindalco Ind. Ltd (RPD).The following procedure is followed:

I. The research includes interpretation of Training & Development process at Renusagar Power Division, Hindalco.

II. Understanding the Training Policies and Procedures of Renusagar Power Division, Hindalco.

III. Determining the Training Methodology involved in Renusagar Power Division, Hindalco.

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IV. Evaluation and conclusion.

DATA COLLECTION METHODThe data is collected through both Primary and Secondary methods.

PRIMARY METHODInformation gathered from Discussions with the employees of various Departments and my Project Guide.

SECONDARY METHODS

Secondary data is being collected through following methods;

I. Learning planner.II. Other training documents and valuable books available at the library of training centre.

III. Company Website.

DATA ANALYSIS

Data is analysed on the basis of available information.

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THEORITICAL PRESPECTIVE

OF TRAINING & DEVELOPMENT

INTRODUCTION

Every organisation needs to have well-trained and very experienced people to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, then also training is important for any oranzation.

Empoyee’s traning is the pricess where learn the skill’s , knowledge, attitude and behaviour necessary to perform the job effectively. A newly employed person is introduced to his department, its relation to other departent, its place in the whole organization, the organization’s objective, philosophy and practices. Training is required at every assignment to an other one of different nature. As the job has become more and more complex, the importance of employees training has increased. When jobs were easy to learn, simple and influenced to only a small degree by technological changes, there was little need for the employee’s to upgrade or alter their skills.

The management development on the other hand is designed to over all effectiveness of manager to their present position and them to preapair for greater responsibility when they are promoted. Management development has become more prevalent in recent year because of increasingly complex demand, being made on manager and training the manager only through experience is a time consuming and unreliable process . Training is linked with performance appraisal career development. Employees are trained on jobs are through house training programs. For some employees including manager outside training may be utilized to enhance, upgrade or develop specific skills. Thus it can be concluded that training and devopment is an essential tool in human resource development. A society is facing a rapid rate of technological social changes, so management need to be developed as they have to tackle problem arising out of automation intense market competition growth of new market, enlarge

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labour participation in management and greatest interest taken by the public government in various activities of business.

The participants also have opportunity to improve their knowledge base by learning the theme related to concept and building their skills and attitudes through various practical exercise. Besides above the small group exercises, Role-play, interface/ panel dicussion also promote participant culture and break the psychological barriers.

Some programs have a common methodology like knowledge sharing, group discussion and presentation etc., however a judicious mix of Lecture/ Discussion/ Case studies/ Role play/ Business game etc. is used to make absorption learning spontaneous and instant.

CONCEPT OF TRAINING AND DEVELOPMENT

Definition:

Training is the process of learning a sequence of programmed behaviour. It is an application of knowledge. It’s an attempt to improve the performance on the current job and prepare them. Training should be an integral component of the business activity which makes good business sense to train the whole staff.

Training is essentially a process of developing skills, knowledge, attitude or behaviour of the people through instruction, practice domestic demonstration or other techniques, either on the job or in the class room. It aims at ensuring the effective use of people at all levels and in all types of employment and creating such individually or collectively, enable people to make the best contribution to the success of helping employees to be more effective in present or future work. Well-trained employees will not only do the job efficiently but also get more satisfaction from work.

OBJECTIVES OF TRAINING AND DEVELOPMENT

Training helps the trainees to accquire the subject matter. Training helps to bring a change of attitude and behaviour towards a particular

problem. Training aims at enhanching the capabilities of the trainees so as to enable them to

increase their probem solving capacity. Training aims at bridging the gap between the expected levels of performance and

actual performance.

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To assure the organization the availability of required number of manager with requisite skills to meet the present and anticipated future needs of business.

To encourage manager to grow as efficient person and increased their capacities and handling more responsibility.

To improve the performance of managers at all levels of job they hold. To sustain good performance of manager through out their career. To prepare managers with forward-looking approach.

PRINCIPLES OF TRAINING

A sound program of operative training is based on the following principle: Every human being is capable of being trained. An adequate interest and motive for training is essential. People achieve more of their training when they are informed of their achievements. Training is an active process. Training is related to attention concentration process. Trainees learn better when they learn at their own place . Training technique and process should be directly related to the needs of the

organization. Training should be conducted in the actual job environment to the maximum

possible extent. There is always some gap beetween actual performance and the capacity to perform, which provide opportunities for improvement.

Feedback from subordinate to superiors & group to individual is necessary for recognition of shortcomings and for keeping oneself in touch with the progress.

IMPORTANCE OF TRAINING

Training makes employees more effective and productive. Training helps to keep the human factor upgraded and keeping pace with the

competitors. Training helps to upgrade their skills. Training helps in rescaling and multi-scaling. Training is important to develop the potential leaders in futures and to take care of key

positions and managerial effectiveness. To develop identified executives and have sufficient number of year, good track record

and adequate qualification. Training imparted is beneficial in term of organization performance as well as the

individual growth in performance and training.

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BENEFITS OF TRAINING

It will create healthy competition among different organizations. It helps in reducing wastages because of good technologies. It makes people of the organization updated. It helps in individual development in all fields. It helps in motivating the employees. Employees can gain recognition for skills and knowledge through achievement of

vocationally relevant qualifications.

TRAINING&

DEVELOPMENTIN

RENUSAGAR38

TRAINING AND DEVELOPMENT IN RENUSAGAR POWER DIVISION (RPD)

Introduction:

Hindalco seeks to create an environmet where each employee can give his best, through the acquisition of the needed competencies and skills.

The Training and Development Centre of Renusagar has taken up a comprehensive, innovative, real world approach to employee education, training and development that mirror the multi disciplinary nature of today’s business and opportunity. This approach expands the scope and reach of training programs to clarify challenges, identify opportunities, develop relevant competencies and deliver effective training solution. T & D Centre offers the training services to the individual, departments/ functions. The Training Programs are designed to support employees at various levels from High Potential, Young Achiever, to Middle level to Supervisor including workers.

Fig. xxAll the training/ development related activities for employees at RPD is managed by the State of the Art Technical Training & Management Development Centre (TTMDC) recognized by Central Electricity Authority, Ministry of Power, Govt. of India. To cater to the Functional/ Technical training requirement of its employees TTMDC strives to create multiple learning opportunities for development.

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TECHNICAL TRAINING AND MANAGEMENT DEVELOPMENT CENTRE

A motivated workforce equipped with latest knowledge and skill is underlying philosophy for all HR related strategies of Renusagar Power Division. For overall development of our employees, we have a well-established Technical Training and Development Centre (TTMDC), which is equipped with all the facilities and well-trained faculties. The training centre is recognized as GRADE-A institute in Category-I by Central Electricity Authority - Ministry of Power – Government of India, for imparting training to power plant personnel.

OVERVIEW OF TTMDC

Fig. xxiTTMDC is the only private sector training institute recognized as Grade ‘A’ training centre in the country.

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Front View of Technical Training & Management Development Centre

TTMDC represents Renupower commitment to identify and build capabilities of its people. In doing so, it strives to create multiple learning opportunities for its people and create a culture

of learning and development.

Fig. xxii

TTMDC is conceived, as a one-stop solution provider to the capability needs of the business and promoting a culture of self-learning.

Training and retraining of our employees is one of the motivating factors responsible for outstanding plant performance (PLF, specific oil & water consumption, Aux. power consumption etc.), best maintenance practices and productive work culture.

Training and Development activities of the centre are comprehensive covering all aspects of power plant operation & maintenance and management development; and methodology adopted to ensure that these training experiences are effective.

Professor TV Rao (IIM-Ahmadabad and presently director of HRD – Hyderabad) visited training centre in 1995 and gave his comments for the training centre which is as follows:

“Very impressive Training centre”. Well equipped, arranged and explained. This could be a model for all educational and training institutions in the country. I would strongly recommend this centre to become a National Resource Centre in technical training.”

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Training and Development activities at Renusagar are grouped into three categories:

Functional/Technical Programmes Managerial/Behavioural Programmes Supporting Programmers

Catering to the need of organizational initiatives like ISO Certification (ISO 9001, ISO 14001, and OHSAS 18001), QC, WCM Implementation, ERP etc.

While Induction & Orientation Level Training (IOLT), Technical Skill Development Programmes, Management and Supervisory Development Programmers, Mock Drills and Supportive Programmers on ISO-14001 and ISO-9001 and OHSAS 18001 are aimed at knowledge and skill development. A number of initiatives like departmental Learning System and Coaching (LSC), Mentoring, Quality Circle, Inter Unit Visits, One Point Lessons, KAIZENS contributes to creating an open atmosphere and spread the implicit & explicit knowledge concentrated in different pockets of the organization.

TRAINING & DEVELOPMENT PROCCESS IN RENUSAGAR

42

Framework:

TRAINING NEED IDENTIFICATION PROCESS

Hr Meet Departmental Brain Storming

Performance Appraisal

Talent Management

Competency Mapping & Skills Chart

Recruitment Planning(IOLT)

Hr Priorities Department Priorities

Individual Training

Needs

IDP &Training

NeedCompetency Gaps(Staff)

Skill Gaps Workmen

Fig. xxiii

TRAINING POLICY

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TRAINING NEED IDENTIFICATION (TNI)

SETTING TRAINING OBJECTIVES

TRAINING MODULE PREPARATION

IMPARTING TRAINING

PREPARATION OF DEVELOPMENT PLAN

EVALUATION AND FEEDBACK

Analysis of Workmen Training Need

Analysis of Staff Training Need

Learning planner

At Hindalco, we are commited to develop and maintain the training culture through the grass root to apex level. The training shall equip the employees with modern technological innovation for manufacturing facilities along with the development on social and behavioral aspects.Training shall also be to maintain a positive work culture with a skilled and motivated workforce with a sense of pride.

Continuous development of human resources at all levels will be the guiding principle to realize our vision “To be one of the best operated & maitained Captive Power Plant, with enviable Plant Load Factor, to suply uninterrepted power ti hindalcp-renusagar at the lower cost”.

Our Training & development resources will be directed towards –

Optimum utilization of existing resources and enhancing productivity. Bridge the skill gap- Functional & Managerial, arising from career growh and

technological advancements. Develop multiskill workforce for overall business perspective, pocess orientation and

flexibiulity in ther deployment. Nurture talent to develop across all levels of the organization. Provide multiple learning opportunities to employees and help them realize their full

potential. Prepare the organization to anticipate & lead change. Promote the work ethos, which emphasize performance orientation, participation and

innovation.

Management is commited to provide opportunity to all employees, time and resources to develop their full potential.

TRAINING METHODOLOGY

44

Selection of methodology has been done very carefully keeping the sensitivity and objectives of the programs in mind. Fine blend of theoretical & practical approach is used to

make programs more learning oriented.

a) Job Rotation a) Lecture & Case Studiesb) Apprenticeship b) Conference & Seminar

ON THE JOB TRAINING:

a) Job Rotation Job rotation is an organization strategy that has been advocacy to prevent the development of work-related musculoskeletal injuries after engineering controls have failed to reduce musculoskeletal stress. Included in the recommendation of the use of job rotation is usually the qualification that the jobs must be dissimilar. The goal is to "dilute" the exposure of the worker to injurious movements.It is a movement between different jobs. This avoids employee becoming bored with job and help them in learning new skills. It has number of positive impacts as well as negative impacts on employees as well as organisation. Multi skilled employee may be good in one organisation but may not be at all suitable with precision/ speciality based organisation.

b) Apprenticeship

Apprenticeship is a system of training a new generation of practitioners of a skill. Most of the training is done on the job while working for an employer who helps the apprentices learn their trade, in exchange for their continuing labor for an agreed period after they become skilled. Theoretical education may also be involved, informally via the workplace and/or by attending vocational schools while still being paid by the employer.

During the programme it is not allowed to assign the apprentice to a regularly employment and he is well protected from abrupt dismissal until the programme ends. The defined content and skill set of the apprentice profession must be fully provided and taught by the employer. The time taken is also regulated. Each profession takes a different time, usually between 24 and 36 months.

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TRAINING

ON- THE- JOB TRAINING

OFF- THE- JOB TRAINING

OFF-THE JOB TRAINING:

a) Lecture & Case Studies Lectures present training material verbally and are used when the goal is to present a great deal of material to many people. Lecturing is one-way communication and as such may not be the most effective way to train. Also, it is hard to ensure from the trainer’s side that the entire trainees understand a topic on the same level. It is the most cost-effective way of reaching large trainees. The main attraction of lecturing as a training method is its deceptive simplicity and the control over the session it purportedly yields to trainers. The simplicity of lecturing is deceptive, first and foremost, because what lecturers say is not directly related to what listeners learn. This relation, as we have seen, is anything but neat. The very qualities of a good lecture threaten its value as a training method. The more complete and logically consistent the argument, the more erudite its deviation, and more appealing its delivery, more it tends to be “bought” as the final answer. It is effective at that stage of the learning process which seeks to increase intellectual understanding.Case study is a description of a real or imagined situation which contains information that trainees can use to analyze what has occurred and why. The trainees recommend solutions based on the content provided. It can present a real-life situation which lets trainees consider what they would do. It can present a wide variety of skills in which applying knowledge is important. One purpose of case study is to multiply, well beyond what they would meet in their day-to-day work, situations and problems participants can be exposed to during training. Another is to present each sample of real life in slow motion, so that through its detailed study trainees can learn the most from the data offered. The communication should be clear. The third purpose of case method is to help trainees to develop the habit of taking more factors into account than usually done, to analyze them carefully, and to put them together in an integrated picture for guiding understanding and action.

b) Conference & Seminar

Conference is a group composed usually of 2 to 50 persons who represents different organizations, departments, or points of view but who have some common interest or background. They gather information and discuss mutual problem, with a reasonable solution as the desired end. Problem identification and solution is often the basic objective of conference.

Seminar is a group of person gathered together for the purpose of studying a subject under the leadership of an expert or learned person. Often the procedure followed is to identify the problem, explore the problem, discuss or lay out necessary research involved in the solution of the problem, conduct the research, share the findings with others in the group, and reach a conclusion on the basis of the research.

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Workshop is a group of person with a common interest or problem, often professional or vocational, who meet for an extended period of time to improve their individual proficiency, ability, or understanding by means of study, research and discussion. The workshop allows considerable flexibility, and the emphasis is on improving individual proficiency and understanding. Theory and practices are often treated concurrently. The learner is encouraged to work out a program of personal study and receives help with this program from the other participants and resources people.

LEARNING PROCESSES FOR ALL

In Addition to these, some other Learning Processes are –

1) Induction Orientation Level Training (IOLT)2) Talent Management (TM)3) Mentoring4) E- Learning5) Quality Circles (QC)6) Learning System & Coaching (LSC)7) Mock Drill8) Benchmarking Visit9) Talent Retention (TR)

1) Induction Orientation Level Training

Induction Orientation Training is a type of training given as an initial preparation upon taking up a post. Its goal is to help new employees reach the level of performance expected from an experienced worker. It often contains information dealing with the layout of the firm's operating facility, health and safety measures and security systems.

In Hindalco, Induction Orientation Level Training is conducted to new Graduated Engineering Trainees(GETs), Diploma Engineering Trainees (DETs), MBAs and MCAs to acquaint them with plant, equipment, organization structure and more importantly to make them aware about organization culture & values. 1 year schedule is for GETs and 1and1/2 year for DETs. The training schedule includes 3 months classroom training include plant visit, group discussion, assignment & video based session on all topics related to Technical, Mechanical & Supportive areas. After completing 3 months classroom training the trainees are placed on the job training & assigned with a Mentor, who guides and monitor the progress of trainees. The Training centre monitors the development of trainee through the mentor by getting information’s getting from him.

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The main objective of this program is to learn best practices from other units and implement it in their respective areas.

The methodology for this IOLT Program is -

First of all Needs Survey for Inter-unit visit is done.

After receiving the need, projects are finalized alongwith the list of persons who will be sent for Inter-unit visit to learn the best practices.

Data is collected by the team on existing level of performance and System being followed at Renusagar.

The team visits the partner unit and compare the performance level and studies their processes to find out the practices responsible for superior performance.

The team prepares on action plan to implement the best practices and improve our performance to reach the benchmark level.

The Action Plan is monitored.

2) Talent Management

Talent management refers to the process of developing and nurturing leadership pipeline of the organization.

Talent Management is an approach to attract, develop and retain people with the: Aptitude and abilities to meet current and future organizational needs. It involves individual and organizational development in response to a changing and

complex operating environment.We have a structured methodology to identify talent and groom them. Based on performance and supervisor’s assessment of individual’s potential, executives are selected to undergo comprehensive assessment and development centre, which is conducted by Eicher Consultants and Hewitt. Detailed profile of the executive is prepared, feedback on his strengths and weaknesses are given. Based on individual’s profile and matching with competency required at different levels of respective career Stages, the executive are placed in either of the leadership/ managerial/support talent pool.

To develop Leadership in Pipeline, there are two criteria-1. Employee Performance Rating2. Employee Potential Rating

48

For making a rating scale of an employee’s performance, there is a 9 Box Matrix Performance Rating.

A- HIGH POTENTIAL- In this type of performance rating an employee can move up to 4 job bands for next 7 to 8 years.

B- MEDIUM POTENTIAL- In this type of performance rating an employee can move up to 2 job bands for next 5 to 6 years.

C- LOW POTENTIAL- In this type of performance rating an employee will retain on their same job.

1. LOW PERFORMANCE- If an individual rating Below Expectation (BE) or Far Below Expectation (FBE).

2. MEDIUM PERFORMANCE- If an individual rating Meet Expectation (ME) or Exceed Expectation (EE).

3. HIGH PERFORMANCE- If an individual rating Exceed Expectation (EE) or Far Exceed Expectation (FEE).

For understanding the concept of Employee’s Performance Rating, here is a nine box matrix-

49

Fig. xxiv

PROCESS OF TALENT MANAGEMENT

50

1AHIGH POTENTIAL

LOW PERFORMANCE

2AHIGH POTENTIAL

MEDIUM PERFORMANCE

3AHIGH POTENTIAL

HIGH PERFORMANCE

1BMEDIUM

POTENTIALLOW

PERFORMANCE

2BMEDIUM

POTENTIALMEDIUM

PERFORMANCE

3BMEDIUM

POTENTIALHIGH

PERFORMANCE

1CLOW POTENTIAL

LOW PERFORMANCE

2CLOW POTENTIAL

MEDIUM PERFORMANCE

3CLOW POTENTIAL

HIGH PERFORMANCE

LO

W C

ME

DIU

M B

HIG

H A

P O

T E N

T I

A L

LOW 1 MEDIUM 2 HIGH 3P E R F O R M A N C E

Nine Box Matrixes

Career Stage Classification

Talent Segmentation

Potential Validation

Consensus Discussion

Individual Development Plan

Talent Review Discussion

Fig. xxv

The individual development plan (IDP) is prepared, which details training courses as well assignment to be given to the Individual for developing identified competencies. It also encompasses rotation, major cross functional team projects and role amalgamations. Progress on IDPs is monitored by Functional Head, HR head and Unit Head. In summary there are many benefits of taking on the complicated multi-layered project of creating an integrated talent management and workforce planning structure.

Predictability of performance Higher customer satisfaction rates Lower employee turn-over Increased profits as a result of right people/right time Increased revenue as a result of efficiencies Increased employee engagement

3) Mentoring

Mentorship is an informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development; mentoring entails informal communication, usually face-to-face and during a sustained period

51

of time, between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less.

In Hindalco, Mentoring is practicing for smooth induction of new employees into the organization and their overall development.After completion of 3-month induction and orientation level training, new employees are put for on-the-job-training. During on-the-job training and after completing it they are assigned to a Mentor, who guides them in their day-to-day clarifications and facilitate their learning. Mentors monthly sends the progress report of mentees to be reviewed by the training centre. Presently we have 22 experienced Mentors, who support this exercise-The main objective is to discover and develop the Mentee’s latent abilities and thereby empower the Mentees. The process also aims at helping the Mentee to fit into organization culture.

Who is a Mentoree: New EmployeeWho is a Mentor: An experienced and successful professional/manager with a mindset to help someone who is willing to invest in others.

Selection of Mentor: Jt. President (Power) appoints Mentors with -

Good Soft skills Great Values Willingness to help young protégés.

In the earlier system Mentors used to be senior executives from the same department. In the revised system Mentor will be Cross-Functional.

Period of Mentoring: Two years from date of joining.

Role of a Mentor: Role of the Mentor is primarily: To infuse Group’s Values in the protégé. To help the Mentee gel smoothly in the organizational culture. To develop protégé by making use of his knowledge and experience. To develop a pragmatic approach. To help the protégé develop good communication & inter personal skills. To help the protégé overcome emotional lows. To keep track of Mentee’s professional development.

The Mentor will send a Quarterly Mentor’s Report regarding development of the Mentee to TTMDC.Role of a Mentee: Mentee will meet his Mentor (at least twice in a month) and Guide regularly to discuss issues and seek clarifications. The Mentee will send a monthly Mentee’s Report to TTMDC. (Annexure III)

Role of Mentoring Coordinator: The mentoring coordinator will compile/analyze the reports, monitor progress of the Mentee and give feedback to the concerned HOD and HR

52

Head, if required. His role is to create opportunity for informal interaction among Mentors and Mentees. He will be in close touch with Mentors to monitor the progress & development of Mentees.

Mentoring Process

1. A minimum of two monthly meeting of the Mentor & the Mentee.2. Mentor, Guide & Mentee shall submit progress reports to TTMDC.3. Quarterly informal get together.4. Monthly progress report to be submitted to Unit Head & HR Head.

MENTOR’S REPORT

Name of the Mentee: ______________________________

Quarter: __________________

How would you describe the progress (professional development) of the Mentee?

Your opinion on how the Mentee is adapting to working environment and culture of the organization? Is he facing any problem (give description)?

Did you recommend any assignment, project for him and how is he doing on it?

Date: ____________________ (Signature of the Mentor)

Monthly Progress Report of the Mentees(To be filled & signed by Guide)

Name of the Mentee: Month:

Designation: Deptt:

1. Sections/Subjects covered during the month.

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2. Performance of the trainee – in terms of learning the subject matter. Grading as per BMC.

3. Was there any variation from the training schedule and reason for variation?

4. Is Mentee maintaining work diary regularly? Work dairy was checked and sign on date? (Yes/No)

5. Do you have regular interaction with Mentee? Topic discussed.

6. Duration and date of discussion.

7. How do you perceive the personal attributes of the trainee with regard to his interpersonal relations, communication, learning aptitude and attitude.

8. How do you plan to improve upon the short comings?9. What specific training you recommend for him-

Technical-Behavioural/Managerial.10. Has the Mentee being given on the job in the plant training

schedule for one week/one month/one year.Yes/No Duration

Signature:

Name of the Guide:

Grading as per BMC

Very Good - “A” (81-100%) Good - “B” (71-80%) Average/Fair - “C” (60-70%)

Poor - “D” (Below 60%)

4) E-Learning

E-learning refers to using electronic applications and processes to learn. E-learning applications and processes include Web-based learning, computer-based learning, virtual classrooms and digital collaboration.

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As the letter “e” in e-learning stands for the word “electronic”, e-learning would incorporate all educational activities that are carried out by individuals or groups working online or offline, and synchronously or asynchronously via networked or standalone computers and other electronic devices.In Hindalco, E-learning initiative started in June 2002, has been extremely successful in imparting quality training at the learner's convenience, on his/her computer, and at his/her pace. A chat-based virtual class gives the learner an opportunity to interact with experts and share experiences with colleagues, while online databases allow access to a host of learning materials such as presentations, articles and training guides. To increase the learner comfort we have e-facilitators. It consist of a team of 2 people, one from HR and one from IT .In the year 2008-09 we achieved the target of 6 courses per user. Today we have more than 350 Courses Online and a Course Completion rate 107.8% which is a benchmark.

Fig. xxvi Fig. xxvii

E-learning data for the year 2008-09

Total No. of Courses ( 6 courses for each employee) : Target 2616

Total No. of Courses Completed : Actual 2820

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Snapshots of the “Adityadisha” web portal page containing course

Completion Ratio 107.8%

LEARNING THROUGH WEB PORTAL- RENUGYAN SAGAR:

A web portal of Renusagar has been designed with a motive of Information sharing. It has been named as RenuGyanSagar. It consists of various informations relating current plant performance, Policies, experiences of Plant Personnel, Case Studies etc.

Fig. xxviii

5) Quality circles

Quality Control Circle is a small group to perform voluntarily quality control activities within the same workshop. This small group carries on continuously as a part of companywide quality control activities for self development and mutual development and improvement within the workshop, utilizing quality control techniques with all the members participating. It is a volunteer group composed of workers (or even students), usually under the leadership of their supervisor (but they can elect a team leader), who are trained to identify, analyse and solve work-related problems and present their solutions to management in order to improve the performance of the organization, and motivate and enrich the work of employees. It has emerged as a mechanism to develop and utilize the tremendous potential of people for improvement in product quality and productivity.The concept of Quality Circle is primarily based upon recognition of the value of the worker as a human being, as someone who willingly activates on his job, his wisdom, intelligence,

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experience, attitude and feelings. It is based upon the human resource management considered as one of the key factors in the improvement of product quality & productivity. Quality Circle concept has three major attributes:

Quality Circle is a form of participation management. Quality Circle is a human resource development technique. Quality Circle is a problem solving technique.

QC CIRCLE ACTIVITIES AIM TO:

Develop members' capabilities and achieve self-actualization, Make the workplace more pleasant, vital and satisfying, Improve customer satisfaction and contribute to society.

THE BASIC PRINCIPLES OF QUALITY CIRCLE ACTIVITIES: Fully reveal human capabilities and eventually draw out infinite possibilities. Respect humanity and build a pleasant, vital and satisfying workplace. Contribute to the improvement and development of the enterprise.

THE OBJECTIVES OF QUALITY CIRCLES ARE MULTI-FACED:

a) Change in Attitude. From "I don’t care" to "I do care" Continuous improvement in quality of work life through humanisation of work.

b) Self Development Bring out ‘Hidden Potential’ of people People get to learn additional skills.

c) Development of Team Spirit Individual Vs Team – "I could not do but we did it" Eliminate inter departmental conflicts.

d) Improved Organisational Culture Positive working environment. Total involvement of people at all levels. Higher motivational level. Participative Management process.

STRUCTURE OF QUALITY CIRCLE FUNCTIONING

57

Fig. xxix

ROLE AND FUNCTIONS OF FACILITATOR Clarifying and defining the problem. goal setting and planning.

Proper choice and application of problem solving techniques.

Preparation for management presentation.

He should also give proper feedback to circles for improvement.

ROLE AND FUNCTIONS OF LEADERUnlike a regular work leader QC leader plays a much difficult role. QC working

needs self-discipline. A QC leader should be a highly disciplined person. He/She should conduct meetings regularly. He/She should have knowledge of group dynamics and of interactive

behaviours for purposeful group function. He / She are expected to be task oriented and at the same time play a socio-

emotional part too. He/She is the one who should lead his/her team towards goals. He/She should ensure that records of circle activities are maintained properly.

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Steering Commitee

F ac i l it a to r &

M id dl e Ma na g

eme n

t

Leader / Dy. Leader

Member

Potential Member

Corporate coordination

Unit level coordinator

Role of Top Management/ Co-ordinator / Facilitator/ Leader/ Member/ Potential Member

He/She should work to plan and assign roles to members and prepare the team for management presentation and ensure that everyone is involved in one way or other understanding their capability and assigning work accordingly.

He/She is needed to be knowledgeable and should be able to clarify doubts of group members. If he/she does not know the answer he/she should find out from the right person and convey to them.

He/She should not take credit for he/she but give credit to his/her group members when the group wins.

He/she should send a monthly Quality Circle activity report all concerned.

ROLE AND FUNCTIONS OF MEMBERS

Unlike any other concept or form of small group working, the leadership in Quality Circle is rotatable Today's Members could be tomorrow's Leaders Therefore, it is essential that each member involves and develops himself/herself to take up leadership role at a later date As a QC member he or she should:

• Understand why QC group is formed and why one is a member.• Attend QC meetings regularly. • Cooperate with the leader and perform roles assigned to him/her efficiently. • Respect other members and cooperate with them. • Learn to listen, appreciate, accommodate & assimilate others' viewpoints or opinions. • Share QC teams' goals and objectives. • Interact with members freely. • Do the homework before every meeting.• Contribute to the success of the group.

A suggested format is given below:

MONTHLY QUALITY CIRCLE ACTIVITY REPORT

Period from _____________________ to _____________________

Name of the Circle __________________

Area / Dept. ___________

Number of meetings to be held ________ Actual __________

% Attendance of members _____ Number of A = ____ D = _______

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No. of meeting attended by Facilitator: _____________

Dy. Facilitator: _____________

No. of Meeting minutes signed by HOD: ____________

Facilitator: _______________

Dy. Facilitator: _________

Project Taken: ________________

Status of Project: ________________

Remarks: _________________________

Facilitator / Dy. Facilitator_________________________

HOD _________________________

6) Learning System & Coaching

Employees are the most valuable resources of an organization. To improve knowledge, Communication Skill and developing learning culture among employees, we have started a new initiative i.e. LSC at department level to involve Shop floor employees. The employees, who have attended either external or internal programme, share his/her learning's among employees through LSC.The main objective of LSC is to develop the learning culture among employees at Shop floor level through LSC (Learning System & Coaching).

Impact of LSC

Skill Index increases. More no of internal Trainers developed. Communication Skill developed.

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Self Confidence increases. Man Power Productivity increases.

LSC - Reporting format  

Deptt: Date: Time:

Resource person Attended By (S/Shri) Subject/Topic Material Used

M1& above S1-S3 Workmen

Table-4

As a knowledge sharing and integration initiative, this forum has been instrumental in developing a culture of knowledge sharing throughout the organization. Employees are encouraged to share their knowledge at department level through Learning System & Coaching meetings (LSC). Each department prepares a LSC schedule for the year, planning at least one LSC session in each month. These schedules are compiled and a list of LSC meetings to be held during the month is circulated to all departments. The monthly LSC list enables employees to select topics of their interest, even if it is not from their department and attend it. No. of LSCs held against the schedule is reviewed every month.On an average we have 35 - 40 LSCs /Month

Date Time Subject/Topic Department

4/May/09 9.30 AM WCM Dimension AutoShop

4/May/09 3.30 PM TG # 5 Governing System Turbine Mtc.

5/May/09 3.15 PM Sewage Treatment Plant Operation

5/May/09 3.30 PM Heater tube leakage attending work Turbine Mtc.

5/May/09 9.00 AM Traffic Control in various gate and colony Security & TA

5/May/09 2.00 PM Safety Precautions at Construction site Civil Engg.

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5/May/09 3.30 PM Warm Gear & warm shaft alignment procedure Coal Mill Mtc.

8/May/09 3.15 PM Plant Performance Operation

8/May/09 3.15 PM Co Analyzer Instrumentation

Table-5

Sample of LSC Schedule – May 2009

Fig. xxx

7) Mock Drill

MOCK DRILLS ON PLANT UPSET CONDITIONS

In order to improve the reflexes of the plant personnel and develop confidence to handle plant emergencies, we organize Mock Drills.

In this we take past record of plant upset conditions whose frequency is high. Analyze possible reasons of the condition & the actions to be taken by the responsible person against the plant responses.

62

63

Fig. xxviv

64

Analysis of Plant Upset

Numbers of Mock Drills

Fig. xxxi

Fig. xxxii

65

Report Generation at the end of the Mock Drill

2626

24

23

23.5

24

24.5

25

25.5

26

26.5

2006-07 2007-08 2008-09

Year

No

. o

f L

SC

s

8) Benchmarking Visit

Format

RP-TTMDC - Int-Unit -

Inter Unit VisitsObservation Sheet & Report of Inter Unit Visit

Unit Name: Date of Visit: _______________

Objective of the Visit: Team Members:

Sl. No.

Critical Success Factors (which determine effectiveness of workshop)

Value of Critical Success Factors

Enablers (practices, systems responsible for better performance – to be filled during visit)

Present

Value observed in the unit visited (to be filled during visit)

1.2.3.4.5.6.

*Separate sheet may be attached if more Critical Success Factors (CSF) are to be compared.

Action Plan for Implementation of Enablers (to be filled after the visit):

Sl. No. Action Plan Expected Benefits Target Date 1.

2.

3.

4.

5.

6.

7.

Date: ______________________(Signature)

cc: HODcc: TTMDC

66

Fig. xxxiii

9) TALENT RETENTION

Talent Retention is a major challenge in our organization. Hence, we are enriching our all sections of the employees to acquire higher skills and knowledge so that we may enhance the average level of our skill inventory.

I. Corporate Post Graduate Diploma in Business Administration for Executives (C- PGDBA): Opportunity for Executives to become a Management Post Graduate.

C-PGDBA started in collaboration with Symbiosis Pune. This was an 18 Months Program. The classes are held by Symbiosis Faculty on Saturday and Sunday. Students were evaluated on the basis of On – Line assignments and examinations.

The streams for specialization are: HR Finance Operations Information Technology Customer Relationship Marketing

RESULT

90% of employees enrolled in Operation Specialization got A+ 94% of employees enrolled in HR Specialization got A+ 100% of employees enrolled in Finance Specialization got A+

IMPACT

It helps line manager in understanding the business needs and hence they become good decision makers which are reflected in the financial results of the business.

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II. BS-Power Engg. Course For Diploma Engineers: Opportunity For Technical Diploma Holders To Become Graduate Engineers.

Bachelor of Science in “Power Engineering” course started with the collaboration of BITS Pilani. It is a 6 semester part time course. Classroom sessions are held by BITS faculty. Students are evaluated on the basis of assignment & written examination, 61 Diploma Engg. are presently enrolled in the Course and have completed four semesters. At the end of the fourth semester, approx. 90% of the students have attained first division or above.

RESULT

66 Diploma Engineers were enrolled.

5 engineers got Distinction. 55 engineers got I position. 6 engineers got II position.

IMPACT

Getting a chance to upgrade their knowledge. Helps to improve their career growth opportunities.

III. Sarva Shiksha Abhiyan (Workers Continuous Education Program) : Opportunity for 5th-8th pass workmen to acquire degree of matriculate and Intermediate.

The scheme was launched by TTMDC, Renusagar. It is affiliated with National institute of Open Schooling. Evening classes are conducted by the teachers of Intermediate Colleges.

3 batches got cleared.2007-2008, 2008-2009, & 2009-2010.

Till now 24 workmen have passed.

IMPACT:It enhanced the Quality of Life.

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IV. ITI level training programme: Opportunity for unskilled workmen to become skilled.

It is a 3 months duration program. Workmen are developed on different trades like Fitter, Mechanist, Welder, and Electrician. Written examinations are conducted on weekly basis to check their positive growth. After the programme, workmen are assigned skilled jobs under a guide, their progress is monitored on-the-job and employees are promoted subject to

vacancies. Till date 108 workmen have under gone ITI level training.

IMPACT: 46 unskilled workmen got promoted to skilled. Overall average workmen skill index has improved.

9th Batch 11-12-2009 to 10-03-2010Total no. Of workmen – 188th Batch 01-09-2009 to 31-10-2009Total no. Of workmen – 28

V. English Speaking Courses & Computer Literacy Program for mothers : Enhancing Quality of life in our township.

Home literacy practices have a substantial impact on children’s literacy development. Mothers have an enormous influence on their children’s education for several reasons, but most importantly because she is children first teacher. Therefore to make the children to be “fittest of the fittest”, one month duration courses of English speaking & Computer Literacy for mothers was initiated.

IMPACT:

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Helps in translating the learning environment into their homes and to guide their children in better manner. It also benefits them in respect of adding in their qualification record and

inculcating confidence in them.

Fig. xxxiv Fig. Xxxv

VI. Computer Literacy Program for teachers: Help in transferring Computer Knowledge to schools.

It is important that all members of society be aware of the many uses of computers. Persons with no understanding of computers are at a disadvantage in an information-oriented society. Gurus - the builder of this society if kept aloof from computer literacy has great impact on society and then the organization. Looking into this Computer literacy program was organized for the School Teachers. This incorporated buoyancy in them which enabled them to guide the students in effective and efficient manner.49 teachers were made computer literate.

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English Speaking Course for employee’s house wives Computer Literacy Program for teachers

Fig. Xxxvi

ANALYSIS OF DATA

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Teachers in rapt of computer session

INTERPRETATION

Q1: - How do you feel about this training programme?

S.N Response Number of Response percentage 1 Very good 13 76.46

2 Good 4 23.52

3 Average 0 0

very good, 76.46

Good, 23.52

very goodGoodAverage

IMPACT:

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Impact of training is very good according to percentage of survey out of 17 emmployees.76.46% trainees were satisfied with the training program according to this question.

Q2:-What do you think about the quality of this programme?

S.N.

Response No of Response Percentage

1 Very good 11 64.70 2 Good 6 35.293 Average 0 0

65%

35%

Column1

Very Good Good Average

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IMPACT: After the answer of this question it is cleared that impact of training is to good because only 65% employees are satisfied with the training programme .But overall performance of training is measured as good.

Q3:-How was the communication skill of the trainer?

S.N Response No of Response Percentage1 Very good 7 41.182 Good 9 52.943 Average 1 5.88

Communication skill

0

10

20

30

40

50

60

Very goodGoodAverage

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IMPACT: This gives both positive and negative response in the matter of communication.

Q4:-Duration of the training programme is adequate?

S.N. Response No of Response Percentage1 Yes 14 52.942 No 6 47.05

Time duration

44454647484950515253

YesNo

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IMPACT: In more than 50% of trainees are satisfied with timing. But they want more time.

Q5:-Did you already know about the content which is covered in this training programme?

S.N. Response No of Response Percentage1 Yes 1 5.882 No 16 94.12

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Knowledge before training

0102030405060708090

100

YesNo

IMPACT:

Most of the trainees near about 90% says that they have no any knowledge of training programmed before.

Q6:-Do you share the knowledge gained by this training programme?

S.N. Response No of Responses Percentage

1 Yes 15 88.24

2 No 2 11.76

77

88%

12%

Knowledge share with other

YesNo

IMPACT:More then 80% of the employees say that they have shared the knowledge of training program.

Q7:-Has your supervisor provide you the new knowledge after attending the training programme?

S.N. Response No of Response Percentage1 Yes 15 752 No 5 25

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New knowledge after trainnig

010203040506070

58.8235

41.1764YesNo

IMPACT: More than 50% employees are satisfied with supervisor’s behavior.

Q8:-Has your supervisor assigned the new job after attending the training programme?

S.N. Response No of Responses Percentage1 Yes 9 58.822 No 8 41.18

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Assign the new job after training

4445464748495051525354

58.8235

41.1764

YesNo

IMPACT:

Most of the employees accept that after the training program they have assigned new work and new environment

Full satisfaction

80

81

QuestionThe trainer clearified your confusion in this training programme.

QuestionThis training programme should be arrenged for colleaque..

Question Did this training programme improved your kownledge.

Question Do you satiesfy with the contents of this training programme.

Question Was this training programme helpfull for you.

Quality

of pro

gramme

Train

ing for o

ther

Impro

ved th

e knowled

ge

Satiesf

action w

ith ca

ntent

Helpful fo

r trai

nee0

10

20

30

40

50

60

70

80

90

100

YesNo

IMPACT:

Most of employes accept that they 100% satisfy with the programme

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RESULT OF WORKMEN SURVEY

Qu. No. Very Good Good Average

1 85% 15% 0% 2 45% 55% 0%

Qu. No. Yes No 3 100% 0%

4 95% 5% Qu. No. Very Good Good Average

5 45.% 50% 5% Qu. No. Yes No

6 95% 5% 7 70% 30%

8 100% 0%

9 30% 70% 10 95% 5%

11 100% 0%

12 100% 0% 13 75% 25%

14 40% 60%

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CONCLUSION

CONCLUSION

Human Resources play a vital role in shaping a healthy and growing organization. The increasing complexity and problems of managing human resources places heavy demands on ensuring equal emphasis on all the sub-

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systems which play a crucial part in ensuring holistic development of the human resources. People can gain recognition for skills and knowledge through achievement of vocationally relevant qualifications. Today for any organization training should be an integral component of the business activity & good business sense to train the whole staff. For that, it is important to know about the main concepts of training & development.In my project” Training & Development”, I have analyzed the policy, processes and methodologies of training & development which had been conducted since long time in Renusagar Power Division, Hindalco Industries limited. Based on this study at this esteemed organization it can be concluded that human resource is an organization’s most valuable asset and, investment in the learning and development of this precious resource, if they got well equipped training in the best possible way, they shall definitely help in achieving the bottom line for the company. The action plan developed by me is based on my careful study and practical training here at Hindalco, this shall help the organization to overcome its shortcomings in the training and development process and shall definitely support the system to grow and maintain its reputation globally.

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LIMITATIONS

LIMITATIONS OF TRAINING & DEVELOPMENT PROGRAM

86

Although this organization includes relevant and beneficial training processes

and methodologies in their working schedule, but then also they are not able to

check whether the employees are satisfied with their work or they required

personal development also.

After getting a thorough overview of process & methodologies of training &

development, I found some limitation in that which is as follows:

Time Constraints

Since it is a broad topic, therefore, in depth analysis of each & every

aspects of this topic is not possible.

Training effectiveness response obtain from immediate supervisor is

based on perception of concerned supervisor, actual on the job impact in

terms of increased productivity is not measured.

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RECOMMENDATIONS

RECOMMENDATION

Thus to overcome this limitation I created an action plan, with the help of it one can easily evaluate how much the participant/trainee has grasped and what more efforts are required to make him/her equally competent and dexterous so that his learning can be well utilized for the well-being of the organization and the trainee’s personal development also.

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The Action Plan is a document containing two parts. The Former section (Feedback Form) is to be filled by the trainee and the Latter Section is filled by the HOD of the concerned department.

The document incorporates various attributes to be filled by the participant after he has attended the Training Program, So he/ she can mention what he has learned from the program and how he/ she is going to implement the same and in what span. The form is then forwarded to the Departmental Heads who observe the trainees work and behaviour over the Time Period (as mentioned by the trainee in the Feedback Form) and scrutinises him whether he has accomplished what he has mentioned in the feedback form and as per his/her performance he is graded at the prescribed scale by the HOD of his department.

NEW FORMULATED ACTION PLAN

Training Effectiveness Form

(To be circulated to participants at the beginning of the programme)

Participant’s Name : _______________ Code No.: ________ Depart. : ____________ Superior/Appraiser’s Name: Programme Title & Date:Learning Objective:

(To be filled by the participant immediately after the programme)

Learning PointsS.No Learning Points

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(Action Plan to further implement/enhance the knowledge /competency)

S.No Action Plan Target Date

(Participant’s Signature)

(To be filled by the Superior / Appraiser after Action Plan Target date)

S.No. Parameters Excellent Very Good Good Fair Poor

1. Work Performance2. Learning3. Professional Appearance4. Perseverance in Working

Towards Goals5. Self Confidence6. Self Efficacy7. Initiative Capability8. Power to influence

Date Superior/Appraiser’s Signature

Fig. xxxvii

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BIBLIOGRAPHY

BIBLIOGRAPHY

Related Articles from-

Manuals & Reports. Learning Planner of the organization.

Books from Library-

“Training & Development Handbook”, Craig, III Edition, Sponsored by “The American Society for Training & Development.

“Training for Development all you need to know”, Sahu R.K., EB Publication.

“Training for Development”, Lynton & Pareek, II Edition. “Organization Behaviour”, Robbins, IX Edition, Prentice-Hall India.

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Websites-

www.adityabirla.com www.hindalco.com www.google.com www.renugyansagar.com www.humanresourcemanagement.com www.googlescholars.com

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THANK YOU