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Transcript of Final Project Ambuja Print
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1.1 INTRODUCTION
The main strength of any organization is its human capital. It is highly necessary that the
employees of an organization feel good about their work. Hence the study would focus
on determining the identification of training needs for employees of GUJRAT AMBUJA
EXPORTS LTD. and providing the company the suitable suggestion to improve the
performance of employees. Training and development is a very crucial topic in today’s
competitive environment. It is very wide in its scope. I have chosen this topic to know if
training and development activities are efficiently being provided to employees, are the
employees satisfied with the content of training being provided. It was to be seen that are
the employees of Ambuja were satisfied with the Training Procedures and are there
suggestions and opinions are being asked about the trainings they attended. It is to be
seen that is training programmes has any impact on there work, nature or not. Along with
these many other aspects were analysed of the impact of training on the employees.
Improving business performance is journey, not a destination. Business performance rises
and falls with the ebb and flow of human performances. HR professionals lead the search
for ways to enhance the effectiveness of the employees in their jobs today and prepare
them for tomorrow. Over the years training programmes have grown into corporate with
these goals into mind. Training programmes should enhance the performance and enrich
the contributions of the workforce. The ultimate goal of the training is to develop
appropriate talent in the workforce internally.
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The benefits of this research to the organization will be that it will come to know the
expectations of its employees, their satisfaction level with the training programmes
and what improvements are to be necessitated in the training procedure. As it is said
that, “staying competitive is the key to sustainability”. Training the staff, keeping
them motivated and up-to-date with industry trends and new technologies is essential
to achieving the goal. Staff benefit too, learning new skills and becoming a valued
asset in any organization. Training brings direct benefits to business and can be
calculated as a return on investment. Hence awareness of relevancy of these
programmes to the organization is very crucial aspect.
Training is neither a panacea for all ills nor it’s a waste of time. What is required is an
inside vision into what training can or can’t do and skills in designing and carrying out
training effectively and economically. Search light of enquire may make the task and
challenges stand out too starkly and too simply. Using experience with training in India
and other developing countries has this advantage at the similar risk.
The contribution, that training can make development, is needed accurately and
obviously. At the same time limit resources available in these countries make this
contribution hard to come by. These lines are sharply drawn on the one hand, no promise
can be ignored, and on the other hand no waste is permissible.
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1.2 Chapter Arrangement
Chapter-1
This chapter of the project report includes the introduction, chapter arrangements,
objectives of study, period of study, methodology and sample size, scope of the study and
limitation of the study.
Chapter-2
This part of project report states the industry profile and profile of the company.
Chapter-3
This part of project report contains data analysis and interpretation on the basis of
questionnaire and Findings.
Chapter –4
In this part of the project report I finally conclude the project with some findings,
suggestions and recommendation.
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1.3 Objectives of study
“Training and Development system and Its Effectiveness in AMBUJA ”
• To understand and evaluate the “Training System” in an organizational context.
• To gather information on training needs and identification.
• To find the problem if any in the system.
• To take the feedback from the employees on the training programme.
• To suggest the method if any improvement is needed.
1.4 Period of study
The research work was concluded from 15 June, 20 11 to 31 July, 2011.
1.5 Research Methodology
1.5.1 Research design
First, an exploratory research was conducted to generate basic statistics. It was a basic
study of the research topic. Secondaly, I conducted a descriptive study so as to make the
research more analytical. Descriptive study lead to more in-depth understanding of the
topic on the basis of pie-charts and data related to it.
1.5.2 DATA USED IN THE STUDY
The data collected for the purpose of the study was primary data and secondary data:-
Secondary data
The secondary data has been collected through –
• Organizational reports.
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Primary data
The primary data will be collected through a Questionnaire and personal interaction. The
data will be collected through questionnaire method because exact and first-hand
information can be gained. This is more helpful rather than adopting any other method .
Primary data is collected from the following sources:-
1) Personal interaction
2) Discussion with personnel concerned with HR department
3) Questionnaire
1.5.3 SAMPLING DESIGN
Sampling design is a procedure or plan drawn up before any data are collected to
obtain a sample from a given population. Also known as sampling plan survey
design.
• Population unit- The individuals/employees that were coming to the the
shift from 3 p.m to 6:30 p.m.
• Population Size – The population size was 450 employees that were
coming in that shift in the particular department (Production Department).
• Sampling size- I took the population size of 100 employees because large
the population size probability of more representative respondents of
being selected increases.
• Sampling method- I used non-probability sampling technique i.e.,
convenience sampling. Probability sampling was not used due to the
unavailability of sampling frame.
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• 1.5.4 Tools of analysis
For the analysis the pie-charts and different types of graphs have been used.
1.6 Scope of the study
1) Existing training needs and identification system.
2) Latest trend of training methods.
3) What is training needs and identification of its advantage, disadvantage and
characteristics?
4) Identification of the training system in Gujrat Ambuja.
5) Move to manage resource like man, material, money& machinery is gathering
information and submitting desired result within time to management.
1.7 Limitations of the study
1. Managerial and non-managerial levels was not differentiated in the study.
2) Due to the time available the important aspect are only high-lighted in the present
respect.
3) Some sampling errors may occur such as some important respondents may escaped
from the sample.
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2.1 CONCEPT OF TRAINING AND DEVELPOMENT
Improving business performance is journey, not a destination. Business performance rises
and falls with the ebb and flow of human performances. HR professionals lead the search
for ways to enhance the effectiveness of the employees in their jobs today and prepare
them for tomorrow. Over the years training programmes have grown into corporate with
these goals into mind. Training programmes should enhance the performance and enrich
the contributions of the workforce. The ultimate goal of the training is to develop
appropriate talent in the workforce internally.
In India training, as an activity, has been going on as a distinct field with its own roles,
structures and budgets, but it is still young, this field is however expanding fast but
controversy seems to envelop any attempt to find benefits commensurate with the
escalating costs of the training.
Training has made significant contributions to development of all kinds. Training is
essential; doubts arise over its contribution in practice. Complaints are growing over its
ineffectiveness and waste.
The training cost and apparatus have multiplied but not benefits. Dissatisfaction persists
and growing at the working level where the benefits of the training should show up most
clearly.
This disillusionment shows in many ways-reluctance to send the most promising people
for training, inadequate use of personnel after training etc. With this disillusionment
mounting in the mid of expansion training has entered a dangerous face of its
development.
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Training is neither a panacea for all ills nor it’s a waste of time. What is required is an
inside vision into what training can or can’t do and skills in designing and carrying out
training effectively and economically.
Search light of enquire may make the task and challenges stand out too starkly and too
simply. Using experience with training in India and other developing countries has this
advantage at the similar risk.
The contribution, that training can make development, is needed accurately and
obviously. At the same time limit resources available in these countries make this
contribution hard to come by. These lines are sharply drawn on the one hand, no promise
can be ignored, and on the other hand no waste is permissible.
2.1.1 Conceptual Framework
Training refers to the acquisition of knowledge, skills, and attitudes as a result of the
teaching of vocational or practical skills and knowledge that relates to specific useful
skills. It forms the core of apprenticeship and provides the backbone of content at
technical colleges and poly techniques. Today it is often referred to as professional
development. Physical training is more mechanistic: planned suites of regimes develop
specific skills or muscles with a view to peaking at a particular time. A specialized field
of training often used in sports is autogenic training. Another type of training is fartek
training which is a flexible training type which can be adapted to suit almost any athlete.
Training & Development is the field concerned with workplace learning to improve
performance. Such training can be generally categorized as on-the-job or off the job. On-
the-job describes training that is given in a normal working situation, using the actual
tools, equipment, documents or materials that they will use when fully trained. On-the-
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job training is usually most effective for vocational work. Off-the-job training takes place
away from normal work situation, which means that the employee is not regarded as
productive worker when training is taking place. An advantage of off-the-job training is
that it allows people to get away from work and totally concentrate on the training being
given. This is most effective for training attitudes, concepts, and ideas. Once the desired
abilities have been learned, on-going training means to drill and keep in shape in case of
deployment orders.
2.1.2 Types of training
• There are many approaches of training.
• Skill training: The need for training in basic skills (such as reading, writing,
computing, speaking, listening, problem solving, managing oneself, knowing how to
learn, working as part of a team, leading others)
• Refresher training: Rapid changes in technology may force companies to go in
for this kind of training. It is conducted at regular intervals by taking the help of
outside consultants who specialize in a particular descriptive.
• Cross-functional training: This training involves training employees to perform
operations in areas other than their assigned job. It has following benefit:
• Workers gain rich experience in handling diverse jobs.
• They can better engineer their own carrier paths.
• Team training: The training basically throws light on :
• How members should communicate to each other.
• How they have to cooperate and get ahead.
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• How they should deal with conflict situations.
• Creativity training: Here we describe through flow chart how training make
more creative.
How training be creative?
Postpone judgment: don’t reject any idea
Create alternative frames of reference
Break the boundary of thinking
Examine a different aspect of the problem
Specify the resources and environment
Make a wish-list of solution
Borrow ideas from other fields
Look for process to change or eliminate
Think up alternative methods
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• Diversity training: This training aims to create better cross-cultural sensitivity
with the aim of fostering more harmonious and fruitful working relationships
among a firm’s employees.
2.1.3 TRAINING METHODS
Training methods are usually classified by the location of instruction. Some of the widely
Used training methods are listed below:
• Job instruction training (JIT): It is developed during II world war. It’s
including preparation, presentation & performance. The four steps followed in the
JIT methods are:
• The trainee receives an overview of the job, purpose and also clear focus on the
relevance of training.
• The trainer demonstrates the job to handle it properly.
• Employee does the job independently without supervision.
• Trainee learns fast through practice and observation.
• It is economical does not require any special setting
• It is most suitable for unskilled and semi-skilled jobs.
• Coaching: coaching is a kind of daily training and feedback given to employees
by immediate supervisors. Coaching can be implemented when:
• An employee demonstrates a new competency.
• An employee expresses interest in a different job.
• An employee seeks feedback.
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• An employee is a expressing low morale, violating company policies or
practices or having performance problems.
• Mentoring: Mentoring is a process whereby senior employees of the
organization, acting as mentors, take under their wings new recruits or other
junior organizational members and imparts them their experience, knowledge,
wisdom, values etc.
Importance of mentoring:
• There is an excellent opportunity to learn.
• Constant guidance helps the mentee to be on track, using facilities to good
advantage.
4. Job Rotation: This kind of training involves the movement of trainee from one
job to another. This helps to have a general understanding of how the
organizational functions. The purpose of the job rotation is to provide trainees
with a larger organizational perspective and a greater understanding of different
functional areas as well as better sense of their own carrier objective and interest.
Importance of job rotation:
• Improves participant’s job skills, job satisfaction.
• Provides valuable opportunities to network within the organization.
• Offers faster promotion and higher salaries to quick learners.
• Lateral transfer may be beneficial in rekindling enthusiasm and developing
new talents.
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5. Apprenticeship Training: Most craft workers such as plumbers and
carpenters and trained through formal apprenticeship programmers. Apprentices
are trainees who spend a prescribed amount of time working with an experienced
guide, coach of trainee.
6. Committee Assignment: In this method, trainees are asked to solve an actual
organization problem. The trainees have to work together and offer solution to the
problem. It is a cost effective method.
2.1.4 Typical Topics of Employee Training
• Communications: The increasing diversity of today's workforce
brings a wide variety of languages and customs.
• Computer skills: Computer skills are becoming a necessity for
conducting administrative and office tasks.
•
Customer service: Increased competition in today's global
marketplace makes it critical that employees understand and meet the needs of
customers.
• Diversity: Diversity training usually includes explanation about how
people have different perspectives and views, and includes techniques to value
diversity
• Ethics: Today's society has increasing expectations about corporate
social responsibility. Also, today's diverse workforce brings a wide variety of
values and morals to the workplace.
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• Human relations: The increased stresses of today's workplace can
include misunderstandings and conflict. Training can people to get along in the
workplace.
• Quality initiatives: Initiatives such as Total Quality Management,
Quality Circles, benchmarking, etc., require basic training about quality concepts,
guidelines and standards for quality, etc.
• Safety: Safety training is critical where working with heavy equipment,
hazardous chemicals, repetitive activities, etc., but can also be useful with
practical advice for avoiding assaults, etc.
• Sexual harassment: Sexual harassment training usually includes
careful description of the organization's policies about sexual harassment,
especially about what are inappropriate behaviors.
2.1.5 General Benefits from Training and Development
There are numerous sources of online information about training and development.
Several of these sites (they're listed later on in this library) suggest reasons for
supervisors to conduct training among employees. These reasons include:
• Increased job satisfaction and morale among employees
•
Increased employee motivation
• Increased efficiencies in processes, resulting in financial gain
• Increased capacity to adopt new technologies and methods
2.2 INDUSTRY PROFILE
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2.2.1 Industry structure and performance
The metal products, food product and machinery and equipment sectors are the largest
sectors in the Manufacturing industry. The most significant change in the composition of
the Manufacturing industry over the past 20 years has been the decline of the Textile,
clothing, footwear and leather manufacturing subdivision. In this sector, productivity
levels in developing countries often match those of Australia, while their wage rates are
lower. There are considerable differences in the structure of firms in the low-paid sectors
of Manufacturing compared with Manufacturing as a whole. For Manufacturing as a
whole, small businesses (businesses with fewer than 20 people employed) comprise a
smaller percentage of activity than they do in other industries. However, this is not the
case for many of the low-paid sectors of the industry. Also, the low-paid sectors are more
labour intensive than the other sectors in Manufacturing, with labour costs making up a
higher percentage of total expenses.
Manufacturing is one of the industries that is most exposed to competition from overseas
firms. In general, given international wage relativities, Manufacturing firms in Australia
will have the most difficulty competing in non-differentiated traded goods that rely on
low-skilled, labour-intensive processes, and have less difficulty competing in processesm
that draw on high-skilled workers. The high degree of trade exposure in Manufacturing
means that it is less able than other industries to adjust its prices, which in turn means that
it is one of the industries whose output is more sensitive to changes in minimum wages.
Over the past three decades, economic activity in all of the other non-farm industry
divisions grew at a faster pace than Manufacturing. As a result, the contribution of
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Manufacturing has been steadily decreasing over the past three decades, which is likely to
reflect a shift in consumer preferences across the developed world for services over
goods. Growth in Manufacturing is relatively closely correlated with the economic cycle,
as the industry produces a large proportion of intermediate goods. The current downturn
in the economy suggests a pessimistic outlook for the industry in the near-term, a forecast
that is supported by recent data and business surveys. Manufacturing is the use
of machines, tools and labor to produce goods for use or sale. The term may refer to a
range of human activity, from handicraft to high tech, but is most commonly applied
to industrial production, in which raw materials are transformed into finished goods on a
large scale. Such finished goods may be used for manufacturing other, more complex
products, such as aircraft, household appliances or automobiles, or sold to wholesalers,
who in turn sell them to retailers, who then sell them to end users – the "consumers".
2.2.2 History and Development
In its earliest form, manufacturing was usually carried out by a single skilled artisan with
assistants. Training was by apprenticeship. In much of the pre-industrial world
the guild system protected the privileges and trade secrets of urban artisans.
Before the Industrial Revolution, most manufacturing occurred in rural areas, where
household-based manufacturing served as a supplemental subsistence strategy
to agriculture (and continues to do so in places). Entrepreneurs organized a number of
manufacturing households into a single enterprise through the putting-out system.
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Toll manufacturing is an arrangement whereby a first firm with specialized equipment
processes raw materials or semi-finished goods for a second firm.
2.2.3 Manufacturing and Investment
Surveys and analyses of trends and issues in manufacturing and investment around the
world focus on such things as:
• the nature and sources of the considerable variations that occur cross-nationally in
levels of manufacturing and wider industrial-economic growth;
• competitiveness; and
• attractiveness to foreign direct investors.
In addition to general overviews, researchers have examined the features and factors
affecting particular key aspects of manufacturing development. They have compared
production and investment in a range of Western and non-Western countries and
presented case studies of growth and performance in important individual industries and
market-economic sectors.
2.2.4 Manufacturing Categories
Chemical industry
Pharmaceutical
Construction
Electronics
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Semiconductor
Engineering
Manufacturing engineering
Production engineering
Process Engineering
Industrial Engineering
Biotechnology
Emerging technologies
Nanotechnology
Synthetic biology, Bioengineering
Energy industry
Food and Beverage
Agribusiness
Brewing industry
Food processing
Industrial design
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Interchangeable parts
Metalworking
Smith
Machinist
Machine tools
Cutting tools (metalworking)
Free machining
Tool and die maker
Global steel industry trends
Steel production
Metal casting
Plastics
Telecommunications
Textile manufacturing
Clothing industry
Sail maker
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Pulp and paper industry
Transportation
Aerospace manufacturing
Automotive industry
Bus manufacturing
Tire manufacturing
Shipbuilding
2.2.5 The Manufacturing labour market
As of February 2009, there were over 1 million people employed in Manufacturing.
Of these people, around 70 per cent were males working full-time, compared with less
than 50 per cent for the workforce as a whole. As they are relatively labour-intensive,
many of the low-paid sectors tend to have a greater share of employment than they do of
output. The workforce in Textile, clothing, footwear and leather manufacturing is clearly
different from that of the other sectors in Manufacturing in terms of its composition —
around two-thirds of the workforce in this sector is female, and around one-quarter works
part-time. Total employment in Manufacturing has been stagnant since the recession in
the early 1990s. The slight decline in full-time employment over this period has been
offset by a rise in part-time employment.
The most significant trend in employment in Manufacturing over the past couple of
decades has been the large fall in employment in Textile, clothing, footwear and leather
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manufacturing. For other low-paid sectors in Manufacturing, employment has generally
either been stagnant or declining in recent years. In July 2008, the Department of
Education, Employment and Workplace Relations predicted that, in the five years to
2012–13, employment would decline in Manufacturing by an average of 0.5 per cent per
annum. Given the downturn in the economy since these employment projections were
released, it might now be expected that employment will fall in all subdivisions over the
medium term.
2.2.6 Industry structure and performance
Industry structure
Under the ANZSIC 1993 classification system, the largest subdivisions of Manufacturing
are Metal product manufacturing, Machinery and equipment manufacturing, and Food,
beverage and tobacco manufacturing. In 2007–08, these three subdivisions accounted for
$61.0 billion, or 58.3 per cent of the value added by the Manufacturing industry.
More detailed data on value added by industry class are available from the ABS 2006–07
Manufacturing Industry release. This release uses the ANZSIC 2006 classification
system.
These data also indicate that the metal products, food product and machinery and
equipment sectors are the largest sectors in the Manufacturing industry.
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Of the low-paid sectors:
• Fabricated metal product manufacturing accounted for 9.2 per cent of the value
added in the industry in 2006–07;
• Meat and meat product manufacturing, Fruit and vegetable processing, and
Bakery product manufacturing collectively accounted for 7.5 per cent;
• Polymer and rubber product manufacturing accounted for 5.1 per cent;
• Wood product manufacturing accounted for 4.0 per cent;
•
Printing accounted for 3.9 per cent;5
• Textile, leather, clothing and footwear accounted for 2.8 per cent;
• Furniture and other manufacturing accounted for 2.4 per cent; and
• Computer and electronic equipment manufacturing accounted for 1.8 per cent.
Collectively, then, these sectors accounted for around 35 per cent of the value added in
the Manufacturing industry.
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2.3 COMPANY PROFILE
Gujarat Ambuja Exports Limited (GAEL) is principally involved in agro-processing &
trading and has focused on exports, competing in the global market.
With a humble beginning in 1983 and with just a textile processing unit, the company
has grown with the addition of numerous state-of-the-art- plants in the agro-processing
sector, After establishing its first edible oil refinery in 1986, the company set up its wheat
flour mill and cattle feed mill in 1987.
2.3.1 THE MISSION
Our competence is in exports & international business. We are committed to be largest
exporter of quality agro products. We are aware of India's locational & resource
advantages & would endeavor to turn them into opportunities to fuel the company's
growth.
2.3.2 THE VISION
We foresee Gujarat Ambuja Exports Limited to be a leading Indian Company providing
good quality products and world class services at affordable prices. We therefore focus
our efforts on offering our customers the best value for their money.
2.3.3 ABOUT THE COMPANY
Date of Establishment 1991
Revenue 440.141 ( USD in Millions )
Market Cap 3265.10425 ( Rs. in Millions )
Corporate Address Ambuja Tower,Opp. Memnagar Fire Station,,Navrangpura P. O
NavjivanAhmedabad-380014,
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www.ambujagroup.com
Management Details Chairperson - Vijay Kumar Gupta
MD - Manish V Gu
Directors - Ashok C Gandhi, Chaitan M Maniar, Jagdish Sharan Varshne
Jagdish Sharan Varsnneya, Manan C Bhavsar, Manan C Bhavsar, Manish
Gupta, Mohit V Gupta, N Giridhar, Prakash G Ramrakhiani, Rohil J Patel, Ro
J Patel, Sandeep N Agrawal, Sanjay S Maniar, Sulochana V Gupta, Vijay Kum
Gupta
Business Operation Consumer Food
Background Established in 1991, Gujarat Ambuja Exports is principally involved in ag
processing and trading and has focused on exports, competing in the global
market.
The company has put in place a strong infrastructure that constitu
technologically advanced plants with captive power generation at each pla
most modern quality control, improvement setup and human resource.
Financials Total Income - Rs. 19615.6 Million ( year ending Mar 2011
Net Profit – Rs. 941 Million ( year ending Mar 2011)
Company Secretary Manan C Bhavsar
Bankers
Auditors Kantilal Patel & Co
2.3.4 Company History
Established in 1991, Gujarat Ambuja Exports is principally involved in agro-processing
and trading and has focused on exports, competing in the global market.
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The company has put in place a strong infrastructure that constitutes technologically
advanced plants with captive power generation at each plant, most modern quality
control, improvement setup and human resource. GAEL is poised to scale newer heights
and is fully geared to achieve the magical Rs 1,200 crore operational turnover.
Gujarat Ambuja Exports foresee itself as a leading Indian company providing good
quality products and world class services at affordable prices. They therefore focus their
efforts on offering customers the best value for their money. The company’s soya
processing plants at Kadi in Gujarat and Akola in Maharastra are ISO 9001:9002 and
Non-GMO Standard certified.
It came out with a public issue aggregating Rs 3.78 crore in April 1992 to meet the
working capital requirements, part-finance a project for crushing castor seed and for
setting up a refinery. The businesses of Gujarat Ambuja Proteins, Gujarat Ambuja Cots in
and Jupiter Biotech were amalgamated with Gujarat Ambuja Exports in 1997 and 2003
respectively.
The promoters of the company also have interests in Ambuja Agro, Gujarat Ambuja Soya
Products and Ambuja Flour Mills. The shares of the company are listed on the
Ahmedabad Stock Exchange, Bombay Stock Exchange and National Stock Exchange.
2.3.5 Products:
The company is one of the India’s major manufacturers and exporters of the below:
• Edible Oil – Refined Soya Bean Oil, Refined Palm Oil, Refined RBD Palmoline
and Refined Cotton Seed
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• Starch and Derivatives - Malto Dextrin, Malto Dextrin, Dextrin, Dextrose
Monohydrate, Sorbital, Maize Starch and Liquid Glucose
• Defatted Soya Flour - Toasted and Un-Toasted
• Full Fat Soya Flour – Active, Inactive and Feed Grade
• Soya Flakes - Toasted and Un-Toasted
• Cotton Yarn
• Deoiled Cakes
• Vanaspati Ghee
• Bakery Shortening
• Wheat Flour
• Cattle Feed
•Soya Lecithin
• Indian Soyabean Meal
• Indian Soyabean Hulls
• Rapeseed Meal Deoiled Extractions
• Rapeseed Lecithin
2.3.6 Business Divisions:
• Solvent Extraction
• Wheat Milling
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• Cotton Yarn
• Bio Chemical
•Cattle Feed
• Vanaspati
• Vegetable Oil Refinery
• Oil Mill
2.3.7 Subsidiary:
Gujarat Ambuja International – The wholly owned subsidiary was set up in Singapore to
focus on the international trade
3.2.8 Awards /Achievements:
The company has bagged various prestigious awards from Solvent Extractions
Association of India, S.O.P.A and Glob Oil India. They are as below:
From Solvent Extractions Association of India -
• 2005 - 2nd Highest Exporter of Rapeseed Extraction and Castor Seed Extraction
• 2004 - 2nd Highest Exporter of Rapeseed Extraction and Castor Seed Extraction
• 2004 - Highest Exporter of Groundnut Oil
• 2003 - 2nd Highest Exporter of Rapeseed Extraction
• 2003 - Certification in Appreciation of its support on Castor Seed, Cotton Oil and
its value added product
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• 2002 - 2nd Highest Exporter of Rapeseed Extraction, 2nd Highest Exporter as
Manufacturer Exporter of Soyabean Extraction.
• 2001 - 2nd Highest Exporter of Castor Seed Extraction
• 1997 - 2nd Highest Exporter of Seed Extraction
• 1997 - 2nd Highest Exporter of Rapeseed Extraction
• 1996 - 2nd Highest Exporter Soyabean Extraction and Sunflower Seed Extraction
From S.O.P.A -
• 2004 - Highest Exporter as Manufacturer -Exporter of Soyabean Extraction and
2nd Highest processor of Soyabean extraction
• 2003 - 2nd Highest Exporter of Rapeseed Extraction, Manufacturer Exporter of
Soyabean extraction and 3rd highest processor of Soyabean Extraction
• 2003 - Certificate recognizing the contribution to bringing prosperity to the India
Soybean Seed Industry
• 2002 - 2nd Highest Exporter Award as Manufacturer Exporter of Soyabean
Extraction
• 2000 - 2nd Highest Exporter Award as Manufacturer Exporter (private sector) of
Soyabean Extraction
• 1999 - 3rd Highest Exporter of Soyabean Extraction
From Glob Oil India -
• 2005 - Exporter of oil Meals ( GlobeOil Silver)
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• 2003 - GlobeOil Bronze -Highest Exporter of Oil Meals
• 2002 - GlobOil Silver-Outstanding Performance in the Category of Export of Oil
Meal
• 2001 - GlobOil Silver - for Highest Exporter of Oil Meals.
2.3.9 Key Executives
Name DesignationAshok C Gandhi Director Chaitan M Maniar Director Jagdish Sharan Varshneya Director Manan C Bhavsar Co. Secretary & Compl. Officer Manan C Bhavsar SecretaryManish V Gupta CEOManish V Gupta Managing Director Mohit V Gupta Joint Managing Director N Giridhar V P - Finance & AccountsPrakash G Ramrakhiani Director Rohit J Patel Director Sandeep N Agrawal Whole Time Director Sulochana V Gupta Director Vijay Kumar Gupta Chairman and Managing director
2.4 Procedure of training and development in GUJRAT AMBUJA:-
In GUJRAT AMBUJA EXPORTS LTD training & development activities assumes a
significant place. The management is deeply interested in developing their people
through this tool in effective manner .All training & development activities are quit
exhaustive in nature and are carefully woven exercises. Utmost care is taken to make this
process effective.
Following are the steps that are taken with respect to training & development in
AMBUJA.
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2.4.1 Procedure-
Sr.No. Acti
vity
Responsible Record
1.1 Training need
identification is done
by the following
means-
• Reviewing
appraisal form
for
employment
based on his
HR
Department
Training need
identification
form
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or her profile
requirement.
• Gap Analysis
of competence
matrix.
• Reviewing
and analyzing
appraisal form
which
includes
recommendati
on from HOD,
self-
assessment.
1.2 Skills necessary for
performing each,
function shall be
assessed by
-SOPs
-SSOPs.
HR Application for
employment
1.3 Induction
training(including
company
practices,5Ss,FSMS
and quality system)
shall be provided for
each new employee.
HR Induction form
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1.4 The HOD / supervisor
shall assess whether
additional training is
required before tasks
are assigned with the
help of PA form/KRA.
HR Suggested
training need
form
1.5 The HOD/supervisor
shall asses the need for
immediate training of
personnel already
assigned to tasks in
relevant situation with
the help of PA
form/KRA.
HR Suggested
training need
form
1.6 Training requirements
for each position are
detailed in the training
calendar.
HR Training calendar
1.7 Records of education,
training skills and
experience shall be
maintained for all staff
whose work can effect
quality.
HR Employee
personnel file,
software
1.8 The records of training
are maintained in the
training attendance
sheets in the training
HR Training
attendance sheets
and software
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file.
1.9 The HOD/ supervisor
shall verify if training
is effective and notify
the manager-
operations
accordingly.
FSTL Training feedback
form
1.10 The training
effectiveness is also
judged by taking
feedback of the
attendees in the
training attendance
form.
FSTL Training feedback
form
1) Identification of training needs:-
At the beginning of calendar year (April to March), the HRD department sends a format
having the list of employees and the list of topics/ subjects to all the HOD’s for
identification of training needs of each & every employee of their department/section.
The topics/ subjects include technical, behavioral, fire & safety and some other general
topics etc.
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The HOD’s in consultation with shop floor in charge and supervisors identify the actual
training needs of their department employees for next year. After mentioning the training
needs in front of the employee, the department sends back it to HRD department, who
prepare final identification list. These final identification list is signed by respective
department head’s and sectional head. One copy of the list remains with the concern
department and one is recorded at the HRD department.
2) Analysis of training needs:-
After receiving the training need identification list from different departments, HRD
department analyses the training needs and find out how many employees needs training
on a particular subject/topic. Thus for each & every topic number of identified employees
are known, so it becomes easier to prepare training programmes for coming year/month.
Sample of analyses of training need is shown as under.
In this way the HRD department analyzes all training needs and prepares yearly plan or
schedule to cover all the topics and identified employees in coming year training
programme.
3) Preparation of Annual Calendar:-
After analyzing the training needs identified by different departments, It becomes clear
that how many participants are identified for each subject. On the basis of this analysis
HRD department makes a planned schedule to conduct the training program in next
coming year. This schedule is called annual training calendar. The calendar depicts the
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topic duration of the training, participants (staff, worker), trainer and the month. The
annual calendar is circulated to all the concerned HOD’s.
4) Monthly Calendar:-
Once the annual calendar is prepared it is further broken into monthly training calendar.
This monthly calendar depicts the day and date of the training program, name of the
trainer, topic, time and category of the participants.
This monthly calendar also circulated to HOD’s on1st & 2nd day of the month, the
objective is to aware the department and the trainer about the time, day of the program.
5) Interoffice memo/circular:-
Though the intimation of scheduled training program has been send to all departments on
1st day of the month but confirmation of organizing schedule program on the fixed day,
time and place is also intimated to all the department/section through a circular/inter
office memo 24 hrs before the start of training program. Confirmation of organizing
training program is the final verdict to conduct the program, otherwise it is understood
that no program will be held on the scheduled day & time.
6) Actual Training:-
In the organisation HRD department maintain a well-equipped big training hall where all
internal as well as external training programs/seminar takes place.
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All required facilities like mike, electronic media, OHP, LCD, TV, laptop are available in
Ac HRD hall. Comfortable sitting arrangement of more than 100 participants is also
available there.
Participants from all concerned department are informed well in time to present in HRD
hall for attending different training programs scheduled as per monthly training calendar.
Before startup of training program following activities takes place.
a) Attendance:-
The participants mark their attendance on attendance sheet provided by HRD department.
The sample of attendance sheet is as shown below:
Si.No Token no. Name Designation Department Signature
b) Trainer conducts the program with introduction of the subject & provides required
training on the topic, sharing the knowledge. Normally the training programme remains
interactive all the time & at last there is a question answer session.
c) Feedback from participants:-
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The trainer distributes the feedback form to participants which is designed by the HRD
department. The participants fill it up and mark the points through which they express
how they will utilize the knowledge gained from the training programme.
Participants are also encouraged to give suggestions regarding the improvement of
training programme, subject matter wise or method wise to provide better understanding.
d) Feedback from trainer:-
The HRD department gets feedback from trainer also on a prescribed format. The
feedback regarding requirement of any infrastructure, other facilities, participant
intellectual level & suggestion for making the programme more beneficial & effective.
7) Evaluation & Effectiveness of training:-
With the concept to develop every employee as a master in his job or subject the concern
department identify the employees for training till they get the skill level ‘4’. All the
training procedures, the company has decided five level of skill. Every new entrant (fresh
employee), mostly comes in ‘0’ level. He learned practically about his job, systems,
targets & act to achieve the targets then gradually his skill increased from 0 to 1,2,3,4.
This skill level mention on feedback form is useful to judge or evaluate the participants
present skill. HRD department send the feedback form to the concern department and
collect them back. Thereafter the HRD department analyzes the data and keeps the
records of effectiveness of training programme.
Gujrat Ambuja Pvt. Ltd.
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Summer training-2011
Questionnaire on T&D
(For academic purpose only)
DATA ANALYSIS AND INTERPRETATION
Q.1 How many number of training you had attended from 1st April to 31st July?
1. 1-5 352. 6-10 15
3. Above 10 50
Interpretation: According to the chart which is shown above 50% people are in the
favor of HRD departments always provide training on all the topics identified by HOD in
a year, 35% attended 1-5 trainings and 15% have attended 6-10 trainings. By analyzing it
properly we find that HRD department can fulfill the training needs of the people
effectively.
Q.2 What type of training you are provided ?
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1. Motivational 25
2. Personality Development 10
3. Health Related 5
4. Technical 10
5. All 50
Interpretation-According to chart motivational training is given to 25% persons,10% are
provided with personality training ,health related training is given to 5%,technical is
given to 10% and 50% are provided all of these. Thus we can say that half of the
employees are provided all training.
Q.3 The training which had been provided was beneficial for you or not?
1. Yes 95
2. No 5
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Interpretation-According to the chart 95% of employees are benefitted by trainings
being provided, remaining 5% says that they are not benefitted by training. Thus we can
analysis that majority are in favor but the views of remaining must be taken and sort out
so that it results in 100% beneficial.
Q.4 Was the trainer provided to you was external or internal ?
`1. Internal 15
2. External 10
3. Both 75
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Interpretation-15% of employees are only given training by internal trainer whereas
10% are given training by external trainer. And remaining 75% are given both external
and internal trainer.
Q.5 Is the training given to you was according to your needs?
1. Yes 852. No 53. Often 10
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Interpretation-According to the chart 85% of employees are given training according to
their need, 5% are not given training according to their needs whereas 10% are often
given training according to their needs. Thus we can say that performance appraisal
should be done in more detailed way.
Q.6 Is the training being provided to you effectively?
1. Yes 952. No 5
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Interpretation-95% are in the favor of that training was provided effectively and
remaining 5% disagree with the way training is being provided. Thus, company need to
be bit focused on the way of providing training.
Q.7 Do you feel that the contents of the training programmes are sufficient for the
thorough understand of the topic?
1. Yes 802. No 53. Often 15
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Interpretation-According to the chart 80% of the employees feel contents of the training
are sufficient for thorough understanding of the topic , 5% do not feel so and remaining
15% often feel satisfied with the contents of the training
Q.8 Are the training programme refreshed if required by the participants?
1. Always 502. Often 40
3. Never 10
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Interpretation-According to the chart 50% of employees says that they are always given
refreshed training programme if required,40% say they often given refreshed training
programmes when required and only 10% says never thus this 10% should be brought
down to 0%.
Q.9 Are you satisfied with the duration of training?
1. Yes 902. No 10
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Interpretation-According to the chart 90% of employees are satisfied with the duration
of the training and remaining 10% are not satisfied with the duration of the training. Thus
there should be little changes made in the duration of the training.
Q.10 How often do you give your opinions/suggestions about the training
programmes you have attended?
1. Always 952. Often 53. Never 0
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Interpretation-According to the chart, 95% employees agree with that they have given
opinion/suggestions about training programmes, and only 5% says often they have given
suggestion and 0% says. Thus this represents employees generally given their
suggestions.
Q.11 After getting training do you feel there is change in your work, nature or not?
1. Yes 802. No 5
3. Often 15
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Interpretation-According to the chart 80% employees agree that there is change in their
in their work, 5%saays that there is no change in their work or nature and 15% say often
there is change in work or their nature.
Q.12 Are you provided training in company or outside the company also?
1. In the company 152. Outside the company 103. Both 75
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Interpretation-According to the chart 15% employees says that they are given training
in the company 10% says that they are given training outside the company and 75% are
given training both in the company and outside the company.
Q.13Do you feel the training programmes help you to understand better your job?
1. Yes 902. Often 53. Never 5
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Interpretation-According to the chart 90% employees says that the training programme
helps them to understand their job ,5% says they do not understand their job better from
the training programmes,5% says they are often able to understand their job better.
Q.14 Is there adequate emphasis on developing managerial capabilities of the
managerial staff through training?
1. Very little 10
2. Moderately 253. A lot 65
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Interpretation-According to the chart 10% feel very little regarding developing
managerial capabilities of the managerial staff through training,25% moderatelz
feels that adequate on developing managerial capabilities and 65% feels that training
emphasis on developing managerial capabilities.
Q.15 Training helps employees to achieve a greater appreciation of how to become
better organized and carry out work more effectively-
1. Very little 52. Moderately 15
3. A lot 80
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Interpretation-80% of employees feels that training helps them to achieve
greater appreciation of how to become better organized and carry out work
more effectively,15% feels they are moderately helped by training in better
organizing and carrying out work and 5% says very little thus this should be
looked upon.
Q.16 The quality of company programmes in your organization is excellent-
1. Very little 10
2. Moderately 103. A lot 80
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Interpretation-According to the chart 10% employees says that the quality of the
company programmes is very little.10% says that the quality is moderate and 80%
persons says the quality of the company programme is a lot.
Q.17 Management is eager to help their employees to develop through training-
1. Very little 102. Moderately 10
3. A lot 80
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Interpretation-80% of the employees says that they are helped by management to
develop through training,10% says they are moderately helped by management and 10%
says that management is very little eager to help their employees to develop through
training.
Q.18 How much satisfied you are with the training provided to you?
1. Very little 52. Moderately 253. A lot 70
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Interpretation-According to the chart, 5% of employees are very little satisfied with the
training, 25% employees are moderately satisfied and 70% employees are satisfied a
lot.thus there is requirement of more improvement to be made in the training
programmes.
Q.19 The employees after training are given adequate free time to reflect and plan
improvement on the job-
1. Very little 102. Moderately 253. A lot 65
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Interpretation-10% employees feel that they get very little to plan improvement,25%
feel they get moderate time to plan improvement and65% employees feel they get
adequate free time to reflect and plan improvement on the job.
Q.20 Are you able to implement the learning gained through training programmes
in your professional and personal life?
1. Always 652. Often 253. Seldom 54. Never 5
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Interpretation-65% employees are always able to implement learning into their
professional and personal life,25% often able to implement learning gained through
training,5% are seldom able and 5% are never able to implement.
Q.21 Do you share your learning to your colleagues and people down the line?
1. Yes 852. No 53. Often 10
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Interpretation-According to the chart,85% says that they share learning with their
colleagues,5% says they are not satisfied and 10% says often they share learning with the
colleagues.
Q.22 Do you feel comfortable with the way of training of the trainer?
1. Always 502. Often 403. Seldom 54. Never 5
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Interpretation-50% of the employees feel comfortable with the way of training of the
trainer,40% are often comfortable, 5% are seldom comfortable, and 5% are never
comfortable, thus this should be looked upon.
Q.23 Are you informed well in advance about the relevant details of training
programmes by your senior?
1. Always 75
2. Often 153. Seldom 54. Never 5
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Interpretation-75% are always informed well in advance about the relevant details of
the training programmes by the seniors,15% are often informed ,5% are seldom informed
and 5% are never informed well in advance.
FINDINGS
• I found that most of the employees were satisfied with the training programmes.
• Also most of the employees were satisfied with the training programmes contents
and the durations.
• I also found that most of the employees were in favor of on the job training.
• I observed that training programmes are refreshed if it is required.
• And employees were well informed about the training programmes.
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RECOMMENDATIONS & SUGGESTIONS
• Following suggestions can be made to improve the effectiveness of the services:
• Required level of effective service should be given to employees. It must stress
the need for more disciplined work habits and make it clear that even simple
mistakes can create consequences in other areas. But a good service can
encourage the employee for doing hard work.
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• Everyone must become familiar with new roles, revised processes, and new
control mechanisms.
• They should be familiar with the employees and they should not play hard to
reach.
• Feedback of the employees should be addressed properly.
• They should take customer feedback of the employees regularly and act upon
their suggestions. And if there is any complain they should solve it very soon
otherwise the dissatisfaction of the employees can increase.
• Rather conducting these kinds of surveys on yearly basis it has to be conducted
twice in a year for more accurate results and conclusions so that comparison can
be easily done with the employees previous results.
CONCLUSION
A structured Training and development system should be introduced. Some suitable and
reliable person should be given responsibilities for implementing the programs.
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Training and development programmes in Parle are relevant and effective in preparing
the employees for the job they do as well as keeping them appraise with new technology
in this competitive era.
Training facilities were perceived by the respondents to be quite adequate. The training
was relevant and effective in terms of the job performed by the managers.
Training and development programmes undergone by the management staff improve
performance and effectiveness of employees.