Jubilant organosys
description
Transcript of Jubilant organosys
Presentation on Industrial Training
Study on perception of employees regarding the training and development programmesConducted at
JUBILANT ORGANOSYS Ltd. Gajraula.
Presented By Kavita Rani
MBA-2C
Jubilant Group Profile
E2
Jubilant Organosys
Jubilant Food Works• Dominos
Jubilant Retail• TOTAL
Jubilant Energy
Jubilant ENPRO
JUBILANT
Pharmaceuticals Life Sciences &
Healthcare
Oil & Gas
Exploratory drilling in 4 blocks
Food & Retail • Dominos –the largest
Pizza Chain with 274 stores in India covering 54cities
• Total Hypermarkets: Largest retailer in Bangalore with 4 hypermarket cum malls
Services • Aerospace – Bell
Helicopters• Automobile –
Audi
Our Vision
2008
Acquires DRAXIS
Specialty Pharmaceutical Inc. Canada
2007
Acquires Hollister
Stier Laboratories in USA
2005
Enters Clinsys Clinical
Research business by setting up Jubilant Clinsys
2004
Enters the medicinal chemistry arena by
setting up Jubilant Chemsys
2001
New corporate identity: Jubilant
Organosys Ltd
2000
Enters the Bio /
chemo informatics arena by setting up Jubilant
Biosys
Journey So Far ….
1978
Incorporated as Vam
Organic Chemicals
Ltd.
Our Values
By sharing our knowledge and learning from each other and and from the markets we serve, we will continue to surprise our customers with innovative solutions.
With utmost care for the environment and safety, we will always strive to excel in the quality of our processes, our products and our services.
We will carefully select, train and develop our people to be creative, empower them to take decisions, so that they respond to all customers with agility, confidence and teamwork.
We stretch ourselves to be cost effective and efficient in all aspects of our operations and focus on flawless delivery to create and provide the best value to our customers.
Global Manufacturing
Gajraula, Uttar Pradesh, IndiaNanjangud, Karnataka, IndiaRoorkee, Uttarakhand, IndiaSamlaya, Gujarat, IndiaNira, Maharashtra, IndiaAmbarnath, Maharashtra,
IndiaChittorgarh, Rajasthan, IndiaBharuch, Gujarat – SEZ
Kirkland, Quebec, Canada Salisbury, Maryland, USA Spokane, Washington, USA
India(8 Locations)
North America (3 Locations)
11 MANUFACTURING
LOCATIONS
Global Footprint
Europe
North America
China
India
USA
Canada
Global Headquarters: Noida, India
R&D Centre – Noida
World class Discovery Centre Bangalore
8 World class Manufacturing LocationsGeneric Formulations- Salisbury
CMO---Sterile Injectables and non sterile-Ointments, creams, liquids
Jubilant Organosys (USA)
Clinsys Clinical Research
CMO---Sterile Injectables and non sterile products
Specialty Pharma: Radiopharma
BelgiumDosage form developmentSupply of medical products
ShanghaiMarketing officeIntermediates for life sciences IndustrySourcing hub for Raw materials
Largest integrated pyridine & its derivatives facility in the world
Zero discharge,ISO 18001, ISO 9001 certified facility & cGMP compliant
Facility -
Gajraula,
(near Delhi), India
Proprietary Products & Exclusive Synthesis : Assets at Work
SWOT analysis of JOL Gajraula
Strength• Globally No. 1 in Pyridine and
its derivatives.
Strength • Strong customer relationships.
Strength• Presence across the value
chain.
Weakness• Safety of Production plant
against accidents.
Weakness • Source of Air pollution
Opportunity
• Expansion of Business to unexplored areas of U.S.A, Europe, China & other locations worldwide.
Opportunity• Outsourcing drug discovery
services to Life Sciences Industry.
Threat • Competitors.
Threat • Government policies.
Ratio Analysis
• Current Ratio = Current assets
Current Liabilities
Particulars 2007 2008 2009Total current
assets875.49 1094.99 1508.62
Total current liabilities
388.90 396.22 597.55
Current ratios2.25 2.76 2.52
• Quick Ratio= Quick assets
Current Liabilities
Particulars 2007 2008 2009
Quick assets564.02 773.43 1175.19
Total current liabilities
388.90 396.22 597.55
Quick ratio1.45 1.95 1.96
• A.L.R= Absolute Liquid Assets
Current Liabilities
Particulars 2007 2008 2009
Absolute liquid
assets13.04 7.67 9.56
Total current liabilities
388.90 396.22 597.55
Absolute liquid
ratio
0.033 0.019 0.016
• Debt-Equity Ratio = Long term debt
Shareholders fund
Type of Ratio 2007 2008 2009
Debt Equity Ratio
1.66 1.21 1.89
• Inventory turnover ratio = Cost of goods sold
Average Inventory
Type of Ratio 2007 2008 2009
Inventory Turnover Ratio
5.87 6.68 7.79
Inventory
holding period
62.18 54.64 46.85
Debtors Turnover Ratio= Net credit Annual sales
Average Trade debtors Type of Ratio 2007 2008 2009
Debtors Turnover Ratio
6.50 6.52 7.14
Debtors
collection
period
56.15 55.98 51.12
Creditors turnover ratio = Net credit annual purchase
Average trade creditors
Type of Ratio 2007 2008 2009
Creditors Turnover Ratio
7.26 6.78 6.02
Creditors
collection
period
50.27 53.83 60.63
• Gross Profit Ratio = G.P *100
Net Sales
Type of Ratio 2007 2008 2009
Gross profit
ratio(%)
17.98 19.09 18.95
• Net Profit Ratio = N.P *100
Net sales
Type of Ratio 2007 2008 2009
Net profit ratio
(%)
14.11 19.69 10.60
Trend Analysis
• Trend analysis of Revenue
Trend of Net Profit
Trend of Earning per Share
Introduction to the Project
Introduction to the Project
FOCUS AREAS EXECUTIVES & WORKERS
EXECUTIVES WORKERS
Presentation Skills Productivity & Personality Development
Communication Skills Positive Thinking & Culture Building
Supply Chain Management Work Ethics & New Culture in Industry
Time ManagementEmployees Role in Current Business Scenario
Creating a Motivational Climate in the Organization
World Class Manufacturing
% Breakup of Training Programmes
Quality52%
Behavior19%
Safety14%
Induction8%
Core Function7%
Quality
Behavior
Safety
Induction
Core Function
Need of Study
• According to the training schedule
Target of 4000 “Mandays” per year.
1 Manday = 8 hrs of training
4000 Mandays = 32000 hrs of training per year
= 333 Mandays per month
Mandays achieved in last three months at JOL Gajraula.
Title
• Study on perception of employees regarding the training and development programmes conducted at JUBILANT ORGANOSYS Ltd. Gajraula.
Objectives
• To study the awareness and satisfaction level of employees regarding different training & development programmes.
• To study the participation level of employees in the
training & development programmes.
• To identify the different problems faced by employees regarding the training & development programmes.
Research Methodology
Research Design • Descriptive
Datacollection
• Primary• Secondary
Universe
• All employees currently working in Jubilant Organosys Ltd worldwide.
Population •Detailed list of all employees of JOL Gajraula(only from six departments namely Q.C, Q.A, R&D, Administration, Accounts, Purchase).
Sampling Unit• Every single employee currently
working at JOL Gajraula.
Sampling Frame •All employees currently working in Jubilant Organosys Ltd. Gajraula.
Sample Size • 50
Sampling Technique• Convenience of time,
availability of employees.
Limitations of study
• Company’s restrictive policies.
• Quality of information is highly dependent on the knowledge and mindset of the respondents.
• Research is based on only internal information available.
Data Analysis & Interpretation
• Awareness regarding training & development programmes. (N= 50, n=50)
Figure 4.1Awareness regarding Traning Programs
YES100%
NO0%
YES
NO
Source of information regarding details of training & development programmes (N= 50, n=67)
Figure 4.2
37.31%34.30%
1.49%
26.80%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
Sources Of information
Percentage
Percentage 37.31% 34.30% 1.49% 26.80%
E-mail NoticesPersonal
callsAll of the
above
Frequency of conducting training and development programmes. (N=50, n= 50)
Figure 4.3
Frequency of attending training and development programmes
( N=50, n=50) Figure 4.4
Interaction of trainees with trainer during training sessions (N=50, n=50)
Figure 4.5
24%
66%
4% 6%0%
0%
10%
20%
30%
40%
50%
60%
70%
Trainees freely interact with trainer
Percentage
Percentage 24% 66% 4% 6% 0%
Strongly agree(+2)
Agree(+1) Neutral(0)Disagree(-
1)Strongly
disagree(-
Mean Value(1.08)
Interaction Of Trainees
1.08
0
0.2
0.4
0.6
0.8
1
1.2
1
Series1
Reasons for not attending the training & development programmes. (N=41, n= 47)
Figure 4.6
Reasons for not attending T & D Programmes
44.68%
2.12%
12.76%
21.27%
6.38%
12.76%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
Inappro
priate
tim
ing
Outd
ate
d t
rain
ing
meth
ods
Irre
levant
topic
s
Recom
mendations
Dis
satisfa
ction
from
pre
vio
us
sessio
ns
Lack o
fin
frastr
uctu
re
Percentage
Reasons which create a negative impact during training sessions.( N=45, n= 51)
Figure 4.7
Reasons creating a negative impact
19.60%
49%
5.88%
25.49%
0%0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
CommunicationGap
No Practicalexposure
LanguagaProblem
Trainers attitude Training Venue
Percentage
Satisfaction level of employees. (N=50, n=50)
Figure 4.8
8%
78%
8% 6%0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Satisfaction level of Employees
Percentage
Percentage 8% 78% 8% 6% 0%
Highly satisfied
Satisfied neutral DissatisfiedHighly
dissatisfied
Mean Value (0.88)
Satisfaction level
0.88
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
1
Series1
Importance of location in deciding the effectiveness of training programmes. (N= 50, n=50)
Figure 4.9.1
8%
12%
34%
20%
26%
0%
5%
10%
15%
20%
25%
30%
35%
Importance of location
Percentage
Percentage 8% 12% 34% 20% 26%
1(Least Imp) 2(Less Imp) 3(Neutral) 4 (Imp) 5(Most Imp)
Importance of training techniques in deciding effectiveness of training
programmes. (N=50, n=50)
Figure 4.9.2
0%4%
16%
34%
46%
0%
10%
20%
30%
40%
50%
Importance of Training techniques
Percentage
Percentage 0% 4% 16% 34% 46%
1(Least Imp)
2(Less Imp)
3(Neutral) 4 (Imp)5(Most
Imp)
Importance of practical exposure. (N=50, n=50)
Figure 4.9.3
2% 2%
14%
32%
50%
0%
10%
20%
30%
40%
50%
Importance of Practical exposure
Percentage
Percentage 2% 2% 14% 32% 50%
1(Least Imp)
2(Less Imp)
3(Neutral) 4 (Imp)5(Most
Imp)
Importance of Areas covered. (N=50, n=50)
Figure 4.9.4
2%0%
24%
42%
32%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Importance of areas covered
Percentage
Percentage 2% 0% 24% 42% 32%
1(Least Imp)
2(Less Imp)
3(Neutral) 4 (Imp)5(Most
Imp)
Importance of Trainer’s skills. (N=50, n=50)
Figure 4.9.5
0%
10%
20%
30%
40%
50%
60%
70%
80%
Importance of Trainers Skills
Percentage
Percentage 0% 0% 2% 24% 74%
1(Least Imp)
2(Less Imp)
3(Neutral) 4 (Imp)5(Most
Imp)
Relative Importance of factors in deciding the effectiveness of Training programmes.
Factors deciding effectiveness of training
programmes
Mean Value Rank
Location(Inhouse/Outhouse)
3.44 1(least Imp)
Training techniques 4.22 3
Practical exposure 4.26 4
Areas covered 4.02 2
Trainer’s Skills 4.72 5(Most Imp)
Relative Importance of factors in deciding the effectiveness of Training programmes.
Result & Findings
• Most of the employees receive information regarding T& D programmes through E-mails & notices but very less of them receive personal calls.
• The frequency of conducting T&D programmes is quite variable but for majority of employees it is once in 90 days.
• Four employees( Purchase department) responded that the frequency of conducting T & D programmes is once in 6 months.
Contd….
• Inappropriate timings and recommendations by colleagues were the two main reasons for not attending T&D programmes.
• Lack of practical exposure during training sessions has created a negative impact on employees.
Contd….
• Most of the employees are satisfied with T&D programmes being conducted at JOL.
• Many times the HOD’s didn’t allowed the employees to attend training programmes as there was no staff present in reserve to continue with the operations in the plant.
Suggestions
• To cover all the employees in training programmes as some of the employees complained that , they are very rarely called for training sessions.
• There should be manpower available in reserve to
handle the plant if any employees goes for a training programme.
• The training programmes must be more practically oriented.
Contd….
• More training programmes must be conducted annually.
• Trainees must be informed well in advance so that they can make arrangements for their appointments or work in the plant or office.
• Planned training schedule must be made, and the same must be forwarded to all the employees.
Conclusion
• The employees are quite satisfied with the training & development programmes conducted at JOL.
• More training programmes must be conducted, and efforts must be made to have maximum participation.
• There should be training programmes for all without any preference for anybody on any grounds.
QuestionsAny Questions ??
Thank You