Summer Training Project On ACC Cements

[ Training & Development ]
2009
LAKHERI CEMENT WORKS
Submitted by
Miss. Alka Singh Chauhan

MBA
2008-2010
Annamalai University
1
2009
AKNOWLEDGEMENT
I am deeply indebted to my esteemed HOD Dr. N. Panchanathan

Annamalai.University, Chennai (TN) for his kind and constant
encouragement.
My gratitude is also due to Mr. M. K. Mishra, Mr. Rajendra

Khinwasara, Mr.J.P.Mandaviva and Mr.Wilson David, Mr. Yogesh
Mishra Deputy Manager CSR for coordinating and providing all
assistance of guidance through out my work.
I also express my thanks to my teachers Mrs. Sujatha for boosting me

to complete the project.
I would like to extend my thanks to all the respondents who patiently

answered to all my queries and cooperated with us and provided me
with all the valuable information that, I needed for my project study.
Alka Singh
Chauhan
MBA – 2008-
2010
Annamalai
University
Tamil Nadu
2
2009
DECLARATION
This is to certify that dissertation entitled ‘Training and

Development’ at LAKHERI CEMENT WORKS ,
Lakheri has been prepared by Miss. Alka Singh Chauhan in the
partial fulfillment of the requirement of Masters degree in Human
Resources at Annamalai University Chennai (T.N.)
I here by declare that all the information and fact produced here are
based on my own findings and studies at LAKHERI CEMENT
WORKS are original in nature. The contents of report are a true
expression of my efforts on the said topic.
Any resemblance to earlier project or research is purely co-incidental.
Alka Singh
Chauhan
3
MBA – 2008- 2009

2010
Annamalai
University
CONTENTS
CHAPTER-:1 INTRODUCTION ABOUT COMPANY
• INTRODUCTION OF COMPANY
• HISTORY OF ACC LIMITED
• OLD VISION OF ACC
• NEW VISION OF ACC
• MISSION
• MILESTONE & ACHIEVEMENT & AWARDS
• OVERVIEW OF LAKHERI CEMENT WORKS &
PLANT HISTORY
• INTRODUCTION OF HUMAN RESOURCE
MANAGEMENT
• OCCUPATIONAL HEALTH AND SAFETY
CHAPTER-:2 INRODUCTION OF TOPIC

(TRAINING&DEVELOPMENT)
• DEFINITION OF TRAINING
• NEED AND IMPORTANCE
• METHODS AND TECHNIQES OF TRAINING
• STEPS IN TRAININGS
• TRAINING NEED ASSESSMENT
• TRAINING & DEVELOPMENT
• EVALUATION
CHAPTER-:3 RESEARCH METHODOLOGY
4
• UNIVERSE
• SAMPLE SIZE&SAMPLE TECHNIQE 2009
• SOURCE OF DATA COLLECTION
• PARAMETERS
• SCALING TECHNIQES USES
CHAPTER-:4 ANALYSIS OF DATA
CHAPTER-:5 CONCLUSION
CHAPTER-:6 SUGGESTIONS AND RECOMMENDATION
CHAPTER-:7 ANNEXURE (QUESTIONNAIRE)
Introduction of the Company

ACC (ACC Limited) is India's foremost manufacturer of cement and
concrete. ACC's operations are spread throughout the country with 14
modern cement factories, 19 Ready mix concrete plants, 19 sales
offices, and several zonal offices. It has a workforce of about 9000
persons and a countrywide distribution network of over 9,000 dealers.
ACC's research and development facility has a unique track record of
innovative research, product development and specialized consultancy
services. Since its inception in 1936, the company has been a
trendsetter and important benchmark for the cement industry in
respect of its production, marketing and personnel management
processes. Its commitment to environment-friendliness, its high
ethical standards in business dealings and its on-going efforts in
community welfare programs have won it acclaim as a responsible
corporate citizen. ACC has made significant contributions to the
nation building process by way of quality products, services and
sharing its expertise.
In the 70 years of its existence, ACC has been a pioneer in the

manufacture of cement and concrete and a trendsetter in many areas
of cement and concrete technology including improvements in raw
material utilization, process improvement, energy conservation and
development of high performance concretes.
5
ACC’s brand name is synonymous with cement and enjoys a high

level of equity in the Indian market. It is the only cement company
2009
that figures in the list of Consumer Super Brands of India.
The company's various businesses are supported by a powerful, in-

house research and technology backup facility - the only one of its
kind in the Indian cement industry. This ensures not just consistency
in product quality but also continuous improvements in products,
processes, and application areas.
ACC has rich experience in mining, being the largest user of

limestone, and it is also one of the principal users of coal. As the
largest cement producer in India, it is one of the biggest customers of
the Indian Railways, and the foremost user of the road transport
network services for inward and outward movement of materials and
products.
ACC has also extended its services overseas to the Middle East,
Africa, and South America, where it has provided technical and
managerial consultancy to a variety of consumers, and also helps in
the operation and maintenance of cement plants abroad.
ACC is among the first companies in India to include commitment to

environmental protection as one of its corporate objectives, long
before pollution control laws came into existence. The company
installed pollution control equipment and high efficiency sophisticated
electrostatic precipitators for cement kilns, raw mills, coal mills,
power plants and coolers as far back as 1966. Every factory has state-
of-the art pollution control equipment and devices.
ACC demonstrates the practices of being a good corporate citizen

undertaking a wide range of activities to improve the living conditions
of the under-privileged classes living near its factories.
6
2009
History & Profile of ACC Cement Works

ACC was formed in 1936 when ten existing cement companies came
together under one umbrella in a historic merger – the country’s first
notable merger at a time when the term mergers and acquisitions was
not even coined. The history of ACC spans a wide canvas beginning
with the lonely struggle of its pioneer F E Din Shaw and other Indian
entrepreneurs like him who founded the Indian cement industry. Their
efforts to face competition for survival in a small but aggressive
market mingled with the stirring of a country’s nationalist pride that
touched all walks of life – including trade, commerce and business.
The first success came in a move towards cooperation in the country’s

young cement industry and culminated in the historic merger of ten
companies to form a cement giant. These companies belonged to four
prominent business groups – Tatas, Khataus, Killick Nixon and F E
Din Shaw groups. ACC was formally established on August 1, 1936.
Sadly, F E Din Shaw, the man recognized as the founder of ACC, died
in January 1936. Just months before his dream could be realized.
ACC stands out as the most unique and successful merger in Indian
business history, in which the distinct identities of the constituent
companies were melded into a new cohesive organization – one that
has survived and retained its position of leadership in industry. In a
sense, the formation of ACC represents a quest for the synergy of
good business practices, values and shared objectives. The use of the
plural in ACC’s full name, The Associated Cement Companies
Limited, itself indicates the company’s origins from a merger. Many
7
years later, some stockbrokers in the country’s leading stock

exchanges still refer to this company simply as ‘The Merger’
2009
The ACC Board comprises of 13 persons. These include executive,

non-executive, and nominee directors. This group is responsible for
determining the objectives and broad policies of the Company -
consistent with the primary objective of enhancing long-term
shareholder value.
The Board meets once a month. Two other small groups of directors -
comprising Shareholders'/Investors' Grievance Committee and Audit
Committee of the Board of Directors - also meet once a month on
matters pertaining to the finance and share disciplines. During the last
decade, there has been a streamlining of the senior management
structure that is more responsive to the needs of the Company's prime
business. A Managing Committee - comprising, in addition to the
Managing Director and the two executive directors, the presidents
representing multifarious disciplines: finance, production, marketing,
research and consultancy, engineering and human resources – meets
once a week. Besides these bodies, there are senior executives and
other regional managers - based at the Company's corporate office and
at its marketing offices and manufacturing units -who contribute to the
development and operation of the various functions. While these
groups form the core management team that frames and guides
corporate policy, ACC is proud of its manpower strength of about
9,000 people, who comprise experts in various disciplines assisted by
a dedicated workforce of skilled persons. Quite a number of them
have logged many years of service with the organization. They come
from all parts of the country and belong to a variety of ethnic, cultural
and religious backgrounds. Because of such a cosmopolitan make-up,
ACC can rightly be said to embrace within its fold a family that forms
a 'mini-India'.
A Strategic Alliance:
The house of Tata was intimately associated with the heritage and
history of ACC, right from its formation in 1936 up to 2000. The Tata
8
group sold all 14.45% of its shareholdings in ACC in three stages to

subsidiary companies of Gujarat Ambuja Cements Ltd. (GACL), who
2009
are now the largest single shareholder in ACC.
This enabled ACC to enter into a strategic alliance with GACL; a
company reputed for its brand image and cost leadership in the
cement industry.
Holcim – A New Partnership:
A new association was forged between ACC and The Holcim group of
Switzerland in 2005. In January 2005, Holcim announced its plans to
enter into long – term alliances with Ambuja Group by acquiring a
majority stake in Ambuja Cements India Ltd. (ACIL),which at the
time held 13.8% of total equity shares in ACC. Holcim simultaneously
announced its bid to make an open offer to ACC shareholders,
through Holdcem Cement Pvt. Ltd. and ACIL, to acquire a majority
shareholding in ACC. An open offer was made by Holdcem Cement
Pvt. Ltd. along with ACIL, following which the shareholding of ACIL
increased to 34.69% of Equity share capital of ACC. Consequently ,
ACIL has filed declarations indicating their shareholding and
declaring itself as a promoter of ACC.
Holcim is the world leader in cement as well as being large supplier of

concrete, aggregates and certain construction related services. Holcim
is also a respected name in information technology and research and
development. The group has its headquarters in Switzerland with
worldwide operations spread across more than 70 countries.
Considering the formidable global presence of Holcim and its
excellent reputation, the broad of ACC has welcomed this new
associati
Plants & Their Capacity:

S.
Units State Capacity (MTPA)
No.
9
Bargarh Cement Works

1 Bargarh 0.96 2009
Chaibasa Cement Works

2 Chaibasa 0.87
Chanda Cement Works
3 Chanda 1.00
Damodar Cement Works
4 Damodhar 0.53
Gagal Cement Works 4.40
5 Gagal
(Gagal I and II)
Jamul Cement Works
6 Jamul 1.58
Kymore Cement Works
7 Kymore 2.20
Lakheri Cement Works
8 Lakheri 1.50
Madukkarai Cement Works
9 Madukkarai 0.96
Sindri Cement Works
10 Sindri 0.91
Wadi Cement Works
11 Wadi 2.59
Wadi Cement Works
12 New Wadi Plant 2.60
Tikaria Cement Grinding and
13 Tikaria Packing Plant 2.31
10
2009
Old Vision of ACC:
11
2009
New Vision:
12
2009
Mission of ACC
13
Maintain our leadership of the Indian cement industry through

2009
Leadership the continuous modernization and expansion of our
manufacturing facilities and activities, and through the
establishment of a wide and efficient marketing network.
Achieve a fair and reasonable return on capital by promoting
Profitability productivity throughout the company.
Ensure a steady growth of business by strengthening our
Growth position in the cement sector.
Maintain the high quality of our products and services and
Quality ensure their supply at fair prices.
Promote and maintain fair industrial relations and an
Equity environment for the effective involvement, welfare and
development of staff at all levels.
Promote research and development efforts in the areas of
Pioneering product development and energy, and fuel conservation, and to
innovate and optimize productivity.
Fulfill our obligations to society, specifically in the areas of
Responsibility integrated rural development and in safeguarding the
environment and natural ecological balance.
Milestones of ACC Limited
14
2009
15
Achievement of ACC Limited: 2009
YEAR
1936 The Associated Cement Companies Limited incorporated on August 1
1947 India's first entirely indigenous cement plant installed at Chaibasa.

ACC Sindri uses waste material - calcium carbonate sludge -from fertilizer
1955
factory at Sindri to make cement
1956 Bulk Cement Depot established at Okhla, Delhi
Blast furnace slag, (a waste by-product from steel) from TISCO used at ACC
1961
Chaibasa to manufacture Portland Slag Cement.
Oilwell Cement manufactured at ACC Shahabad for cementation of oil wells up
1961
to adepth of 6,000 feet.
1961 Manufacture of Hydrophobic (waterproof) cement at ACC Khalari.
Manufacture of Portland Pozzolana Cement using naturally available materials.
1965
An Eco-friendly cements using an eco-friendly process.
ACC inducts use of pollution control equipment and high efficiency
1966 sophisticated electrostatic precipitators for its cement plants and captive power
plants decades before it becomes mandatory to do so.
Introduction of the energy efficient pre-calcination technology for the first time
1978
in India.
Commissioning of the first 1 MTPA (million tonne per annum) plant in the
1982
country at Wadi, Karnataka.
ACC achieves a breakthrough in import substitution by developing and
1984
supplying a special G type of oil well cement to ONGC.
ACC develops a new binder, working at sub-zero temperature, which is
1987
successfully used in the Indian expedition to Antarctica.
Incorporation of Bulk Cement Corporation of India, a JV with the Government
1992
of India.
1993 Commercial manufacture of ready-mixed concrete at Mumbai.
16
Commissioning of the new Wadi plant of 2.6 MTPA capacity in Karnataka, the
2001 2009
largest in India, and among the largest sized kilns in the World.
17
Awards & Accolades 2009
• IMC Ramkrishna Bajaj National Quality Award - – Gagal wins Commendation

Certificate and New Wadi Plant wins Special Award for Performance Excellence in
the Manufacturing Sector, 2007.
• National Award for outstanding performance in promoting rural and agricultural

development – by ASSOCHAM
• Sword of Honour - by British Safety Council, United Kingdom for excellence in

safety performance.
• Indira Priyadarshini Vrikshamitra Award --- by The Ministry of Environment and

Forests for "extraordinary work" carried out in the area of afforestation.
• FICCI Award --- for innovative measures for control of pollution, waste
management & conservation of mineral resources in mines and plant.
• Subh Karan Sarawagi Environment Award - by The Federation of Indian Mineral

Industries for environment protection measures.
• Drona Trophy - By Indian Bureau Of Mines for extra ordinary efforts in protection
of Environment and mineral conservation in the large mechanized mines sector.
• Indo German Greentech Environment Excellence Award
• Golden Peacock Environment Management Special Award - for outstanding

efforts in Environment Management in the large manufacturing sector.
• Indira Gandhi Memorial National Award - for excellent performance in prevention

of pollution and ecological development
• Excellence in Management of Health, Safety and Environment : Certificate of

Merit by Indian Chemical Manufacturers Association
• Vishwakarma Rashtriya Puraskar trophy for outstanding performance in safety

and mine working
• Good Corporate Citizen Award - by PHD Chamber of Commerce and Industry
• Jamnalal Bajaj Uchit Vyavahar Puraskar - Certificate of Merit by Council for Fair
18
ACC was the first recipient of ASSOCHAM’s first ever National

Award for outstanding performance in promoting rural and
2009
agricultural development activities in 1976.
Decades later, PHD Chamber of Commerce and Industry selected

ACC as winner of its Good Corporate Citizen Award for the year
2002.
Over the years, there have been many awards and felicitations for
achievements in Rural and community development, Safety, Health,
Tree plantation, A forestation, Clean Mining, Environment Awareness
and Protection.
Map of ACC Network
Corporate office:
Overseeing the company’s rang of business, the Corporate Office is

the central head quarters of all business and human resource function
located in Mumbai.
ACC Subsidiaries:
1. Bulk Cement Corporation India Ltd (BCCI)

2. ACC Machinery Company Ltd (AMCL)
3. ACC Nihon Casting Ltd (ANCL)
Cement Plant:
1. Bargarh Cement Works

2. Chaibasa Cement Works
3. Chanda Cement Works
4. Damodar Cement Works
5. Jmul Cement Works
6. Gagal Cement Works
19
7. Kymore Cement Works

8. Lakheri Cement Works
2009
9. Madhukkarai Cement Works
10.Mancherial CEMENT Works
11.Sindri Cement Works
12.Wadi Cement Works
13.Tikaria Cement Works
Regional Marketing Office:
• BANGALORE
• BHOPAL
• CHNDIGARH
• COIMBATORE
• KANPUR
• KOLKATA
• MUMBAI
• NEW DEHPATNA
• PUNE
• SECUNDERABAD
Area Office:
• ALLAHABAD ASANSOL
• AURANGABAD
• BELLARY COCHIN
• CHENNAI
• FAZABAD
• GULBARGA
• GUWAHATI
20
• JAMMU
•
2009
BHUBANESHWAR
• JALANDHAR KOCHI
• KOZHIKODE
• KOLHAPUR
• LUCKNOW
• MANGALORE
• NAGPUR
• PATIALA
• RAIPUR
• SHIMLA
• VELLORE
RMX Office:
• Mumbai- Kalamboli
• Mumbai- Sion
• Mumbai- JVLR Project
• Chennai
• Delhi- Faridabad
• Greater Noida
• Bangalore- Whitefield
• Bangalore- Peenya
• Bangalore- Hosur Road
• Bangalore- betta Halsoor
• Kolkata- Sonapur
• Goa- Panaji
• Gurgaon- Haryana
21
2009
Overview of Lakheri Cement Works
Unit Profile: Lakheri
Lakheri is a city and a municipality in Bundi district in the Indian

state of Rajasthan. Mostly surrounded by agricultural lands & villages
the most distinct feature of Lakheri is a cement manufacturing unit of
ACC [Associated Cement Companies] Ltd. This plant is the oldest
running cement plant in Asia. But with the passage of time the plant
has undergone expansions to incorporate the latest technology in
cement producing. The latest expansion project is being completed in
April 2007.
ACC Limited is India’s foremost manufacturer of cement and ready
mix concrete with a countrywide network of factories and marketing
offices.
Established in 1936, ACC has been a pioneer and trend-setter in
cement and concrete technology. ACC’s brand name is synonymous
with cement and enjoys a high level of equity in the Indian market.
22
Among the first companies in India to include commitment to

environment protection as a corporate objective, ACC has won several
2009
prizes and accolades for environment friendly measures taken at its
plants and mines. The company has also been felicitated for its acts of
good corporate citizenship. Presently ACC is a part of the “Holcim
Group”, one of the largest multinational Cement manufacturers. ACC
Lakheri Cement Works is located between Kota & Sawai Madhopur
of Western-Central Railway. Place known for ACC Cement. The
oldest cement plant in India which has still preserved its 1905 lime
kilns. Plant has already been modernized and the capacity being
further increased to 1.5 M.T.P.A.together with 25MW Coal based
Power Plant during the year 2006-2007.
Location of Lakheri Cement Works
23
Founder Of Lakheri……The Great Lakha 2009
• In the folklore of Rajasthan, a Gujjar named Lakha, is credited

with establishing the town of Lakheri several hundred years
ago.
• It was an ideal grazing spot. Well protected from storms, and
nestling in the hills of the north-eastern span of the Aravalli
range in Bundi District.
• This patch of green, covered thick with babool trees attracted
Lakha who raised two temples as a prelude to building the
town.
• The temples have endured – silent spectators to the changing

destiny of the town.
• Deserted by the nomadic Gujjars after Lakha’s death, the town
was resettled centuries latest by His Highness of Bundi, who
gifted 12 bighas (eight acres) of land to the new settlers, for
every source of water built by them.
• Today, the bavadis, kunds, and wells of that era are found
dotted all over the area.
A journey from 1905………till date
Lakheri with Old lime kilns in 1905
24
2009
Lakheri 2007
• Since the beginning of this century, other structures have

come up to challenge Lakheri’s traditional skyline of rugged
hills and embattled walls.
• A cluster of four cylindrical, pillbox-shaped vertical Kilns
of a plant set up in 1905 to produce hydraulic lime, stand
like grizzled sentinels on a Cliffside.
• It was this primitive plant, which was converted in to a
cement factory in 1917 owned by Killick – Nixon , that
makes Lakheri Cement Works the oldest running cement
factory in India.
• Lakheri Works is also credited with manufacturing popular
cement of the times and knows as “BBB Cement” or Bundi
Bagh Brand Cement.
• Commencing operations with two 100 TPD wet process
Kilns, there after Lakheri Works has three Kilns with an
aggregate capacity 3.2 Lakh tonne per annum
• During The year 1997 and 2007 Lakheri was upgraded to
1200 and 3200 tpd respectively with dry process kiln with
preheater, Calciner.
25
Plant History:
2009
• 1905 : Foundation of Lakheri started with four cylindrical,

pillbox-shaped vertical Kilns to produce hydraulic lime
• 1917 : Installation of India’s first cement plant at barren foot
hills of Arawali mountain installed capacity of 0.32 mtpa using
wet process of manufacturing from 3 nos. of kilns.
• 1997 : Modernization and Expansion by replacing wet process
kilns with a single dry process kiln of capacity 1200 TPD and
raising its cement manufacturing capacity to 0.60 MTPA.
• 2000 : By adopting Kaizens as a way of life, Total productive
maintenance (TPM) philosophy, employees innovations and
dedications, The plant could achieve production to a level of 0.7
mtpa from the same establishment.
• 2007 : The capacity of the plant is raised by more than two
folds to a level of 1.5 mtpa by adding second string of pre-
heater with calciner to the existing kiln with replacement of
grate cooler and addition of new close circuit cement grinding
system.
• 2007 : Installation of 25 MW capacity Thermal power plant.
The manufacturing process is supported by an economical and
reliable captive thermal power source.
Product (Cement):Quality
Product development has always been an important activity at ACC,

arising out of a focus on quality and process improvement. It has been
a constant partner, driving research, innovation and evaluation. In
1964, a centralized research facility – the Central Research Station
(CRS) was established in Thane. The research complex now renamed
as ACC Thane Complex, spread over an area of 8000 sq m has
modern labs with the latest equipment and manned by highly qualified
scientists and technologists who carry out product development work
in cement and allied fields.
26
ACC has effectively pledged its reputation as the market leader in

quality of cement. Maintaining this lead calls for harnessing the
2009
resources and expertise of the company – from applied research and
production to marketing. Accordingly, all ACC factories are equipped
with state- of- the- art process control instrumentation and associated
quality control and testing laboratories. Trained engineers, chemists
and technicians staff these. The Central Laboratory at ACC Thane
Complex is used as a reference laboratory for diagnosis and resolving
specific trouble – shooting cases.
As a result of this focus on quality, ACC cement specification exceeds
those set by BIS by wide margin. Today, all ACC cements plants have
the ISO 9001 Quality Systems Certification. This demonstrates our
tradition of providing reliable and consistent quality through the
application of modern technology, and justifies the preferences of a
nationwide customer base.
ACC manufactures the following types of cement, in addition to

which, it provides Bulk Cement and Ready Mix Concrete.
Ordinary Portland Cements
• OPC 43 Grade
Blended Cements
• Fly-ash based Portland Pozzolana Cement
27
Ordinary Portland Cement 43 Grade Cement (OPC 43

Grade):
2009
ACC Cement is the most commonly used cement in all constructions

including plain and reinforced cement concrete, brick and stone
masonry, floors and plastering. It is also used in the finishing of all
types of buildings, bridges, culverts, roads, water retaining structures,
etc.
What is more, it surpasses BIS Specifications (IS 8112-1989 for 43

grade OPC) on compressive strength levels.
ACC Cement is marketed in specially designed 50 kg bags.
ACC in other plants also manufactured 53 Grade Cement This is

an Ordinary Portland Cement which surpasses the requirements of IS:
12269-53 Grade. It is produced from high quality clinker ground with
high purity gypsum.
ACC 53 Grade OPC provides high strength and durability to

structures because of its optimum particle size distribution, superior
crystalline structure and balanced phase composition.
It is available in specially designed 50-kg bags.
Blended Cement:
Fly-ash based Portland Pozzolana Cement
This is special blended cement, produced by inter-grinding higher

strength Ordinary Portland Cement clinker with high quality
processed fly ash - based on norms set by the company's R&D
division. This unique, value-added product has hydraulic binding
properties not found in ordinary cements. It is available in specially
designed 50-kg bags.
28
Pioneer & Trendsetter: 2009
ACC has a unique track record of innovative research, product

development and specialized consultancy services. It is a important
benchmark for the cement industry in respect of its production,
marketing and personal management process.
ACC is proud of its many innovation over the years and realizes that
innovativeness is an essential characteristic of leadership.
ACC Cement:
ACC’s brand name is synonymous with cement . its marketing, sales

and distribution processes are industry standards. The brand building
approach to marketing cement which was first adopted by ACC has
proved to be exceptionally successful in respect of blended cements in
terms of providing more effective communication with customers and
has been emulated by other companies in the industry.
Ready- Mix Concrete:

ACC established the country’s first commercial ready-mix concrete
(RMX) in Mumbai. ACC’s pioneering efforts in this respect along
with the introduction of bulk cement handling facilities have been
responsible for redefining the pace and quality of construction activity
in metropolitan cities and in mega infrastructure projects. The JJ
flyover in Mumbai was the first mega construction project in India to
use High Performance Concrete of M-75 grad.
Research & Development:
ACC is the only cement producer in India with its own in-house
Research and Development facility. The sprawling Research and
Consultancy Directorate
(RCD) complex at Thane near Mumbai has a unique track record of
innovative research and specialized technological services.
29
RCD has helped introduce some unique special projects of immense

value to the concrete and construction sectors. These include repair
2009
products and grouts and Ancones, a non explosive demolition agent.
RCD has developed Accmarg, a revolutionary new product and
grouting composition for the construction and repair of new roads and
highways.
The services of concrete group at RCD have been utilized in the

striation of several heritage buildings across the country, such as the
CST terminus at Mumbai, churches and royal palaces in Goa, Mysore
and Hyderabad.
Sharing Knowledge:
Following the massive earthquake in Gujarat, ACC’s civil engineers

trained over 1500 unemployed youth from remote villages in the
fundamentals of building stronger, more earthquake resistant
structures. This was the first formal training effort of its kind for
masons. Many of these youth are now gainfully employed.
Environmental Protection:
ACC is among the first companies in India to include commitment to

environmental protection as one of its corporate,long before pollution
control norms and regulatory act came in to existence. The company
inducted the use of pollution control equipment and hig efficiency
sophisticated electrostatic precipitators for cement kilns, raw mills,
coal mills, power plants and coolers as for as 1966.
Today each ACC factory has high efficiency state-of-the art pollution
control equipment and devices. Each of our manufacturing units has a
separate environment section manned by a qualified environmental
engineer and supporting staff. Our plants, mines and township
demonstrate the company’s successful endeavors in greening activities
such as Afforestation, tree planting, horticulture, vegetable and
cultivation apart from basic landscaping designed to enrich and
beautify the environment.
30
Cleaner mining techniques have helped safeguard and conserve

mineral resources. In addition, we have taken other positive measures
2009
such as top – soil conservation, efficient water management systems
and the treatment of the wastage, sewage and effluents. Some of our
plants have become near self – reliant in their water requirements.
ACC has achieved spectacular results in the utilization of two

hazardous and pollutant industrial wastes – namely slag from steel
plants and fly ash from thermal power stations – to make blended
cements that help conserve limestone resources. Over the years, ACC
has won several prizes and certificates of merit for environmental
measures undertaken at its various plants and mines.
In particular, for programs involving greening, Afforestation,

rehabilitation of mines, noise abatement and other visible measures
like tree plantation and water management.
A forestation and Greening the Environment.
Tree plantation is a regular and committed activity at ACC. Vacant
land in plant, mines and colony at each factory is used to develop
greenery of various species. Some ACC plants (viz. Gagal, Jamul,
Kymore and Chaibasa) have developed as much as 40% area for green
belts as compared to statutory requirement of 30 %. Every cement
plant has its own success story of tree plantation, greening activities,
horticulture, flower and fruit cultivation and water conservation. Tree
plantation and green belt development programs have been extended
to cover areas in vicinity of our plants for the benefit of local
community.
Rocky areas in mines have been rendered suitable for plantation by

overspreading topsoil obtained from mining activity. A forestation
programs have helped transform the once barren and dry ambience
into lush greenery.Each One – Plant One has been an inspiring
message practiced by many of our employees. The total plantation
undertaken across ACC is more than 3.3 million numbers of trees,
with an average survival rate of 85% and spread over an area of 1000
acres in mines, factories and residential townships.
31
Water Conservation: 2009
Water conservation is a noteworthy contribution in a water scarce

country like ours. ACC cement units maintain a norm of Zero Water
Discharge. All the water used in plants for industrial cooling is
recycled through cooling towers, water ponds and tanks. ACC cement
plants have converted old abandoned mines into huge reservoirs by
collecting rainwater from catchments around mines.
Water from these reservoirs is treated to make it potable. As a result of

these initiatives, we have several examples of outstanding
achievements in water harvesting and in the creation of reservoirs in
abandoned mines and quarries. Some of our Works have become near
self – reliant in respect of their water requirement for industrial and
domestic consumption.
Transforming and Managing Waste:

ACC has achieved spectacular results in the utilization of two
hazardous and pollutant industrial wastes – namely slag from steel
plants and fly ash from thermal power stations – to make blended
cements that offer unique advantages to concrete. ACC also pioneered
the use of waste sludge from the fertilizer industry to make cement.
The company is actively engaged in the promotion of alternate fuels
and raw materials and in co – processing waste materials through the
effective use of cement kilns as co – processing units. These include
agro – wastes like rice – husk and other husks, bagasse, used tyres,
domestic and hospital waste. ACC takes pride in extending its waste
management services to help minimize the discharge of wastes.
Human Resource Management at ACC Limited:
Human Resource Management may be defined as that specialized

branch of management which is concerned with solving the human
problem of an organization intelligently and equitably in a manner
that not only the employees, potentials are developed but maximum
satisfaction is also achieved by the individual
32
Role of Personal Manager/HR Manager: 2009
• Recruitment
• Performance Management System
• Training & Development
• Employee welfare & perquisites
• Employee Satisfaction
ACC has a large workforce of about 9,000 people, comprising experts

in various disciplines assisted by a dedicated workforce of skilled
persons. ACC employees, referred to as the ACC Parivar, come from
all parts of the country and belonging to a variety of ethnic, cultural
and religious backgrounds. ACC employees display a strong sense of
loyalty to the Company and their special stellar qualities as ‘value-
adding’ human capital are well known in the industry.
ACC has clearly stated guidelines concerning recruitment,

termination, career advancement, performance appraisal, professional
and employee ethics and code of conduct. The Company’s personnel
policies and processes enshrine equal opportunities to all and non-
discrimination with regard to gender, caste, creed, ideology or other
opinion, whether social, political or religious. Also ensured is a due
process for employee consultation and participation in organizational
development and policy formulation.
Recruitment:
Recruitment in ACC is a very fair and transparent process with

adequate opportunities to look for suitable candidates internally as
well as from outside. Applicants are generally invited on the basis of
specific advertisements in newspapers and websites.
33
A Committee of officers called the Central Recruitment Committee

handles the entire recruitment process comprising screening of
2009
applications, preliminary short-listing, interviews and final selection.
Every attempt is made to make the selection process as objective as
possible by incorporating tests of competence. In some cases, outside
consultants are retained. All decisions of the recruitment committee
are recorded in respect of each candidate. Candidates are informed of
their short-listing and selection immediately after the interview or at
the earliest thereafter.
Perfomance Management System:

The Company’s performance management system is in itself a
benchmark that provides ample opportunities and motivational
incentives to employees so as to reward and retain good talent within
the Company.
These incentives include Performance Linked Incentives, Good Work

Awards, Letters of Appreciation, Special Increments, Promotions,
Nomination to external training programs in India and abroad, public
felicitation and appreciation. Some plants have Best Employee and
Employee of the Month Awards and recognition. Competent
employees and those who display aptitude are invited to become
Trainers themselves and receive Train the Trainer facilitation.
Occupational Health & Safety:

Occupational Health & Safety (OHS) is a vital part of ACC’s journey
towards Sustainable development. Safety Audits are being carried out in
ACC since 1995 by National Safety Council based on the 5 Star Auditing
System of British Safety Council. There is a continuous effort to measure and
improve Safety Management Systems to avoid accidents.
We have an Apex OH & S Committee headed by the Managing Director.

This committee oversees implementation of our OH & S policy Each of our
plants and manufacturing units have Professional Doctors and medical
facilities for continuous monitoring and observation of workplace hygiene
34
and occupational health. 2009
The following are some OH & S initiatives at our plants:
• OH & S brochures, signages, posters and mailers used extensively

• Monthly Safety Gate Meetings held at all our plants.
• Safety Audit and TPM Audits carried out annually
• Safety Professionals meets twice a year to discuss and share
knowledge on Safety Statistics and implementation of safety measures
at each unit.
• Safety Observation Tours (SOT) conducted weekly by all line
managers
• Behavioural Safety Training programmes for workers at all plants
•Incident investigations for all incidents including near misses (with

potential for injuries). The findings and recommendation are shared
across the company.
OUR OH & S VISION
“NO HARM ANYWHERE TO ANYONE ASSOCIATED WITH

ACC”
“NO HARM” means:

No fatalities
No disabling Injuries
No Lost Time Injuries
No Medical treatment Injuries
No First Aid Injuries
No Occupational Illness
“ANYONE” means:
Employees
Contractors personnel on site
Ready-mix drivers on job
Third party contractors on site
Visitors to ACC site
35
2009
OUR OH & S POLICY
We manage our activities in a responsible manner to avoid causing any

harm to the health and safety of our employees, contract personnel and
visitors.
We apply OH&S standards and guidelines; provide the necessary

resources, training and education and measure performance for
continuous improvement.
FIVE CARDINAL RULES FOR SAFETY
1. Do not override or interfere with any safety provision nor allow

anyone else to override or interfere with them.
2. Personal Protection Equipment (PPE) rules, applicable to a
given task, must be adhered to at all times.
3. Isolation and Lock Out procedures must always be followed.
4. No person may work if under the influence of alcohol or drugs.
5. All the injuries and incidents must be reported.
36
OH & S Organization Chart 2009
Lakheri Plant OH & S Organization Chart
Mr. M. K. MISHRA
(Plant Head)
Chairman
Dr.B.M.Ghule Mr.R.KHINWASRA Mr.S.BHATNAGAR

(Manager-HS) (Manager-HRA) (Dy.Manager-Safety)
Occupational Health & OH & S Training Co- Plant OH & S MANAGER
Hygiene Coordinator ordinator
First Aiders
Mr.D.D.Rathore (AM-Safety) OH & S INSPECTION
OH & S TRAINING
Safety Patrollers
37
Introduction of Topic 2009
Training is an organized procedure which brings about a semi-

permanent change in behavior, for a definite purpose. The three main
areas involved are skill, knowledge and attitudes but always with
definite purpose in mind. Every organization needs to have well-
trained and experienced people to perform the activities that have to
be done. If current or potential job occupants can meet this
requirement, training is not important. When this is not the case, it is
necessary to raise the skill levels and increase the versatility and
adaptability of employees. Training makes the employees versatile in
operations. All rounders can be transferred to any job. Training
programme is important as it lends stability and flexibility to an
organization, besides contributing to its capacity to grow. Accidents
scrape, and damage to machinery and equipment can be avoided or
minimized through training. Furthermore, future needs of employees
will be taken care by training.
As jobs have become more complex, the importance of employee

training has increased. When jobs were simple, easy to learn, and
influenced to only small degree by technological changes, there was
little need for employees to upgrade or alter their skills. But the rapid
changes taking place during the last quarter-century in our highly
sophisticated and complex society have created increased pressures
for organizations to readapt the products and services produced, the
manner in which products and services are produced and offered, the
types of jobs required, and the types of skills necessary to complete
there jobs. In a rapid changing society, employee training is not only
an activity that is desirable but also an activity that an organization
must commit resources to if it is to maintain a viable and
knowledgeable work force.
38
Definition of Training: 2009
Training is a learning experience in that it seeks a relatively

permanent change in an individual that will improve his or her ability
to perform on the job. We typically say training can involve the
changing of skills, knowledge, attitudes, or social behavior. It may
mean changing what employees know, how they work, their attitudes
towards their work, or their interactions with their co-workers or their
supervisor.
Need and Importance:
Effective training enables employees to learn to do their jobs better

and perform more proficiently with increasingly advanced technology,
continuous training of personnel has become essential to the success
of the organization. Companies increasingly need to provide
opportunities for the continuous development of employees not only
in their present job, but also to develop their capabilities for jobs with
which they may be entrusted in the future.
Training is the systematic process of enhancing the job-related skills,

attitudes and knowledge of personnel for the purpose of improving
individual and organizational performance. It is fundamentally
important for the continued growth and development of both the
individual employee and the organization. From the point of view of
the individual, learning and absorption go on continuously throughout
life. Training provides the direction and guidance for this perpetual
learning process. Security and confidence are additional attributes that
a well-trained employee acquires. Training contributes to employee’s
stability in at least two ways. Employees become efficient after
undergoing training. Efficient employees contribute to the growth of
the organization.
From the organizational view point, training shortens the time

required for employees to reach peak efficiency levels.
39
The cost of training is considerably less than the cost of gaining

experience particularly in the context of advanced technology and
2009
expensive equipment. Essentially, training contributes significantly in
increasing the quality and quantity of work processed, and reducing
waste and idle time. It is now widely acknowledged that the collective
influence of a group of well-trained employees can largely determine
the success of the firm. An effectively planned and well managed
training program is the key to higher productivity, cost control, lower
employee turnover and better human relations with the firm.
Training objectives:
• The primary purpose of training is to establish a sound

relationship between the worker and his job – the optimum man
– task relationship;
• To upgrade skills and prevent obsolescence. The jobs that
employees do are not static; they change, sometimes without
necessary awareness since technology advances are getting
increasingly more rapid. To keep pace with changing
technology, mechanization, automation, electronic data
processing etc., training becomes mandatory for employees in
order to update them, teach them newer skills and increase their
efficiency.
• To offer firm competitive advantage by removing performance
deficiencies; making employees stay long; minimizing
accidents, scrap and damage; and meeting future employees
needs.
40
Methods and Techniques of Training:

2009
Training methods are categorized into two groups:-
• On-the-job
• Off-the-job
(1) On-the-job – On-the-job methods refer to methods that are

applied in the workplace, while the employee is actually working.
Often, it is informal, as when an experienced worker shows a
trainee how to perform the job tasks. It is the most effective
method as the trainee learns by experience, making him or her
highly competent. Further the method is least expensive since no
formal training is organized. The trainee is highly motivated to
learn since he or she is aware of the fact that his or her success on
the job depends on the training received. Finally the training is free
from an artificial situation of classroom. This contributes to the
effectiveness of the program. Following are the On-the-job training
methods:
• Orientation training – Used for orienting New

Employees, introducing innovations in products and
services.
• Job-instruction training – Special Skills Training.
• Apprentice training - Orienting New Employees,

introducing innovations in products and services, Special
Skills Training.
• Internships and assistantship – Used for creative,

technical and professional education and also used for
41
sales, administrative supervisory and managerial

education.
2009
• Job rotation - Used for sales, administrative supervisory and

managerial education and orienting New Employees,
introducing innovations in products and services.
• Coaching – Safety education, Special Skills Training, Creative,

technical and professional education and also used for sales,
administrative supervisory and managerial education.
(2) Off-the-job – Off-the-job methods are used away from the

workplaces. Following are the off-the-job methods:
• Vestibule - Used for orienting New Employees, Introducing

Innovations in Products and Services and Special Skills
Training.
• Lecture - Used for Orienting New Employees, Introducing

Innovations in Products and Services, Special Skills Training,
Safety Education, Creative, Technical and Professional
Education and also used for Sales, Administrative Supervisory
and Managerial Education.
• Special study – Orienting New Employees, Introducing

Innovations in Products and Services, Special Skills Training,
Safety Education, Creative, Technical and Professional
Education and also used for Sales, Administrative Supervisory
and Managerial Education.
• Films - Orienting New Employees, Introducing Innovations in

Products and Services, Special Skills Training, Safety
Education, Creative, Technical and Professional Education and
also used for Sales, Administrative Supervisory and Managerial
Education.
42
• Television - Orienting New Employees, Introducing

2009
Innovations in Products and Services, Special Skills
Training, Safety Education, Creative, Technical and
Professional Education and also used for Sales,
Administrative Supervisory and Managerial Education.
• Conference or Discussion - Orienting New Employees,

Introducing Innovations in Products and Services, Safety
Education, Creative, Technical and Professional
Education and also used for Sales, Administrative
Supervisory and Managerial Education.
• Case study - Sales, Administrative Supervisory and

Managerial Education.
• Role Playing - Creative, Technical and Professional

Education.
• Simulation - Orienting New Employees, Introducing

Innovations in Products and Services, Special Skills
Training, Safety Education, Creative, Technical and
Professional Education.
• Programmed instruction - Orienting New Employees,

Introducing Innovations in Products and Services,
Special Skills Training, Safety Education, Creative,
Technical and Professional Education
• Laboratory training – Safety Education and Creative

Technical and Professional Education.
43
2009
Techniques of training:
Training techniques represent the medium of imparting skills and

knowledge to employees. Training techniques are the means
employed in the training methods. Following are the most commonly
used techniques:
• Lectures
• Films
• Audio cassettes
• Case studies, Role playing, Video-tapes, Simulations
Steps in Training:
Identifying your training need is the first step in a large training

process that takes you from your initial inquires all the way to deliver
and evaluation of the final training package. This training process is
called High Impact Training model.
It has six phases process that focuses on providing effective targeted

training. If it followed, will have positive impact on the origination.
44
Identifying Training Need 2009
Track ongoing follow through Map the approach
Calculate Measurable Result Produce Learning Tools
Appling Training Technique
The following table will illustrate the activities in each phase and
the product that will be produced.
Phase Action Product

1. Identify Gather and analyze A description of the
Training need appropriate information specific training
needed to improve
job performance.
2.Map the Define what needs to be Detail objective of
approach learned to improve job the program.
performance.
A design plan for the
Choose the appropriate training program.
training approach.
45
3. Produce Create the actual training Training manuals,

learning tools. materials. facilitators guide ,
2009
audio visual aid job
aids etc.
4. Apply training Deliver the training as Instructor – led
technique designed to ensure training computer
successful results. based training one –
on-one coaching,
etc.
5. Calculate Assess whether your An evaluation
Measurable training/coaching report.
Result. accomplished actual
performance
improvement; A redesign course, if
Communicate the results needed.
and redesign(if needed)
6. Track Ongoing Ensure that the impact of Ongoing suggestions
Follow-Through. training does not and ideas that
diminish. support the training.
Training Need Assessment:
Need assessment diagnoses present problems and future challenges to

be meet through training. Organizations spent vast sum of money
(usually as a percentage on turnover) on training. Before committing
such huge resources, organizations would do well to asses the training
needs of their employees. Organizations that implement training
programmes without conducting needs assessment may be making
errors. For example, a needs assessment exercise might reveal that
less costly interventions (e.g. selection, compensation package, job
redesign) could be used in lieu of training.
Needs assessment occurs at two levels- group and individual. An

individual obviously needs training when his or her performance falls
short of standards, that is, when there is performance deficiency.
46
Inadequate in performance may be due to lack of skill or knowledge

or any other problem. The problem of performance deficiency caused
2009
by absence of skills or knowledge can be remedied by training. Faulty
selection, poor job design, uninspiring supervisor or some personal
problem may also result in poor performance. Transfer, job redesign,
improving quality of supervision, or discharge will solve the problem.
Assessment of training needs must also focus on anticipated skills of

an employee. Technology changes fast and new technology demands
new skills. It is necessary that the employee be trained to acquire new
skills. This will help him/her to career path. Training is essential to
prepare the employee to handle more challenging tasks.
Individual may also require new skills because of possible job
transfer. Although job transfers are common as organizational
personnel demands vary, they do not necessarily require elaborate
training efforts. Employees commonly require only an orientation to
new facilities and jobs.
Assessment of training needs occurs at the group level too. Any

change in the organizations strategy necessitates training of groups of
employees. For example, when the organization decides to introduce a
new line of products, sales personnel and production workers have to
be trained to produce, sell and service the new products. Training can
also be used when high scrap or accident rates, low morale and
motivation, or other problems are diagnosed.
47
Need Assessment Methods: 2009
Following methods are useful for organizational-level needs

assessment and individual needs assessment.
Methods Used in Training Needs Assessment

Group or Organizational Individual Analysis
Analysis
Organizational goals and Performance appraisal
objectives
Work sampling
Personnel/skills inventories
Organizational climate indices Interviews
Efficiency indices Questionnaires
Exit interviews Attitude survey

MBO or work planning systems Training progress
Quality circles Rating scales

Customer survey/satisfaction data
Consideration of current and

projected changes
48
Training Effectiveness: 2009
Any training implemented in an organization effort must be cost

effective. That is, the benefits gained must outweigh the costs of the
learning experience. Only analyzing such programs determines
effectiveness. It is not merely assume that any training an organization
offers is effective; substantive data must be developed to determine
whether our training effort is achieving its goals – that is, if its
correcting the deficiencies in skills, knowledge, or attitudes we
accessed as needing attention. It is easy to generate a new training
program, but if the training effort is not evaluated, any employee
training efforts can be rationalized. Trainees’ reactions to the training
may, in fact, provide feedback on how worthwhile the participants
viewed the training. Beyond general reactions, however, training must
also be evaluated in terms of how much the participants learned, how
well they use their new skills on the job (did their behavior change?)
and whether the training program achieved its desired results (reduced
turnover, increased customer service, etc.).
Effective training should provide the trainee with a given model to

follow, specific goals to achieve, an opportunity to perfect the skill,
feedback on how well the trainee is progressing, and praise for
transferring the acquired skills to the job. Training should focus on
ways of orienting new employees, giving recognition, motivating a
poor performer, correcting poor work habits, discussing potential
disciplinary action, reducing absenteeism, handling a complaining
employee, reducing turnover, and overcoming resistance to change.
Evaluation:
Evaluation literally means the assessment of value or worth. It would

simply mean the act of judging whether or not the activity to be
evaluated is worthwhile in terms of set Criteria.
According to Hamblin (1970) defined evaluation of training as: “Any
attempt to obtain information (feedback) on the effects of training
program and to assess the value of training in the light of that
information for improving further training”.
49
Evaluation is of crucial importance in ascertaining whether or not the

2009
training program is proving to be effective and its objectives are being
achieved. This is a most critical phase that assesses not only the
quality of training imparted but also the training plan in order to see
whether future changes can make it more result-oriented. As with any
activity, evaluation is important since in evaluating, one tries to judge
the value or worth of the activity, using the available information. An
attempt is made to obtain information and feedback on the effects of a
training program and to assess the value of the training in the light of
that information. Evaluation also enables the effectiveness of an
investment in training to be appraised. Given the quantum of time and
money that is put into training programmes, managements require
knowing about the methods of instruction being employed, whether
training inputs are having an impact on improved productivity and
how efficiently and usefully training courses are being conducted.
Evaluation helps management to weigh up and take a view on the

following questions:
a) How relevant are the programmes to the organizations needs

and objectives?
b) What changes are necessary in the existing programmes in

order to realign
them to the organizational goals?
c) Which are the areas where training is of real and lasting

value?
d) What are the opportunity costs? Could money have been

better spent on any other activity that would have yielded
better results in terms of organizational effectiveness?
e) Is the investment in terms of time and money inadequate or

too much? How can an optimum standard be evolved?
50
Principles of Evaluation:
2009
Training evaluation is the process of establishing a worth of

something. The worth (the value) merit or excellence of the things.
Evaluation is a state of mind, rather that a set of techniques.
To achieve the desired results, evaluation has to based on sound

principles such as:
1. Evaluation specialist must be clear about the goals and

purposes of evaluation.
2. Evaluation must be continuous.
3. Evaluation must be specific.
4. Evaluation must provide the means and focus for trainers to

be able to appraise themselves, their practices, and their
products.
5. Evaluation must be based on objective methods and

standards.
6. Realistic target dates must be set for each phase of the

evaluation process. A sense of urgency must be developed, but
deadlines that are unreasonably high will result in poor
evaluation.
Methods of Evaluation:
Five distinct approaches leading to a comprehensive evaluation of

training program.
1. Observation - Here the trainees are closely observed during

the programme in order to assess their behavioral strength and
51
weaknesses in different situations. The observation must,

however, be specific, systematic, quantitative and recorded. It
2009
must be conducted by trained experts who know what they are
looking for. This method, the manner of assessing the quality
of training and identifying improvements and deficiencies is
the most direct.
2. Ratings – The training programme or system is broken into its

various components parts such as presentation, educational
matter or content, audio-visual aids, trainee interaction etc.
These individual elements are then rated according to a
predetermined scale by experienced and qualified raters who
assess each aspect independently. Based on their rated
assessments, management can take decisions on future
changes/ modifications.
3. Trainee surveys – This refers to the reactions of the

participants as to how they have found or reacted to a particular
training programme. This is usually done at the end of the last
session where participants are asked to fill up a form. The form
contains information on the objectives of the programme and
how well they have been achieved during the course of the
training. It also seeks information on contents, reading
material, presentation, trainer’s ability and relationship with
other participants. Additionally, participants are required to
indicate their experience with classroom facilities, boarding,
lodging etc. and provide suggestions for improvement. Since
trainees may feel apprehensive or embarrassed to reveal their
true perceptions, they are usually given the option of not
disclosing their identities.
The feedback received from the participants is of immense

value in obtaining ideas, pinpointing weaknesses and
shortcomings and improving upon the problem areas. The
use of the form facilitates work of caution. Too much reliance
must not be placed on their opinions since they cannot always
be relied upon to be objective.
52
4. Trainee interview – This method is some what similar to the

2009
previous one with one major difference – the views and
opinions of the participants are determined individually or in
groups by skillful questioning instead of in writing. Here the
expert is usually able to obtain more precise information and
gauge the strengths and weaknesses of the programme.
Interpretational ambiguities can thus be removed and objective
and useful recommendations can be formulated.
5. Instructor interviews – Finally the observations and

recommendations of instructors can be collected and tabulated.
This may be done both in writing as well as orally; i.e. by the
method of filling up forms or by speaking to them. Their views
on various components provide a valuable source of feedback
in ensuring that the system is consistent with the needs of both
trainees and the organization.
53
Points to be remembered during evaluation process: 2009
a) Care must be taken to see that the data collected is

pertinent, objective and error free.
b) Tabulation and summarization must be accurate,
c) It is advisable to use as many strategies as can possibly

and conveniently be employed,
d) Where tests are used, there must be valid and reliable,
e) In order to save costs, only that information must be

collected which is vital for production evaluation.
Analytical skills development programs (ASDP):
After the initial common induction programmes the

management trainees are given intensive training in
expanding thought process & analyticl ability in order to
uncover & examine problems and there be able to take
decisions in the best interestof the company.
Following topics are covered in the programmes;
• Industry Engineering & Analytical techniques in

productivity management
• Materials management
• Process engineering
• Environment engineering & management
Managerial skills development programmes (MSDP):
• Managerial skills development programmes are to be

held for deputy manager.
54
Management competency development programmes

2009
(MCDP):
These are to be held functions wise for-

• Manufacturing
• Finance
• Marketing
• Corporate human resources
• Projects
• Materials
• Information’s technology & system
Cross functional skills development programmes (CFSD):
CFSD Programmes like finance for non-finance

programmes & HR for Non- HR Progrrammes are held to
provide the partcipants with an overall perspective of the
company’s business for achieving competitive advantage in
the global information age.
General management course (GENMANCO) :
• General management course will be held for senior

managers.
• Strategic leadership development programs (SLDP).
• The strategic leadership development programmes are
to be held for vice-presidents, Sr. Presidents.
RESEARCH METHODOLOGY
Study Area:
55
The study area is confined to the various departments of ACC

Lakheri. The organization which is covered for the purpose of the
2009
study pertains to cement industry.
Universe:
The universe of the study comprise of all the Managers of ACC

Lakheri.
Sample Size:
For the purpose of the study, the selection of the Managers is done
with the help of department. The samples are selected randomly. The
following table summarized the sample size in terms of units in nature
of job.
NATURE OF JOB ACC LAKHERI CEMENT

WORKS
Manager 30
Total 30
Sources of data collection:
The data was collected using both primary sources and the secondary
sources.
1. Primary sources: The researcher collected the primary data by

means of structured questionnaire along with personal
interviews, since a few open ended questions require
clarification.
Questionnaire and Interview:
56
The data is collected from managers, supervisors with the help of

questionnaire generated for this purpose. The questionnaire consists of
2009
single parts.
The questionnaires have been thoroughly discussed with the
respondent to clarify doubts, if any, regarding what has been asked. It
had taken the researcher nearly six weeks to complete the survey
work. The respondents have been required to give their answer by
putting tick mark across the multiple choice questions and in open
ended questions the respondents were asked to express their views in
their own words. Almost all the respondents have been contracted and
interviewed personally at the time of filling up the questionnaire.
Then their replies have been received and further clarification and
supplementary information considered to be necessary have been
secured.
Overall, I have completed 30 questionnaires from managers group
respectively. All managers are supplied with a copy of the set of
questionnaire for filing up.
2. Secondary Data:
The researcher has also collected the secondary data by means of the
documentary sources such as:
• Company records
• Registers files booklets
• Magazine
• Journals
• Booklets
57
2009
Analysis of Data
MANAGERS ANALYSIS & FINDINGS
TABLE - 1
Q .1 Do you agree that the training and development programmes

are effective in ACC?
Parameter No of Respondent %
STRONGLY AGREE 03 10
AGREE 21 70
UNDECIDED 01 3.3
DISAGREE 00 00
STRONGLY DISAGREE 05 16.66
80
70
60
50
40
30
20
10
0
Strongly
Agree
Undecided
Dis Agree
Dis Agree
Strongly
Agree
Through the survey we found that 21 managers agree that the training
program in ACC delivered as an effective way to learn the matters.
58
Where as, 5 managers strongly disagree while 3 managers strongly

agree and 1 managers didn’t give any response.
2009
TABLE - 2
Q.2 Do you agree that enough time was provided to learn about the
subject covered in the training program ?
STRONGLY AGREE 03 13.33

AGREE 20 66.66
UNDECIDED 02 6.66
DISAGREE 03 10
70
60
50
40
30
20
10
0
Strongly
Agree
Undecided
Disagree
Disagree
Strongly
Agree
Through the survey 20 managers agree that the enough time is

provided to learn the subject matters covered in training programme
59
but 3 managers disagree with the statement .4 managers strongly

agree while 1 managers strongly disagree and 2 managers didn’t give
2009
any response.
TABLE - 3
Q.3 Do you think that the training leads to enhancement of your

skill?

AGREE 16 53.33
UNDECIDED 00 00
DISAGREE 01 3.33
60
50
40
30
20
10
0
SA Agree Undecided Dis Agree SD
16 managers agree that the training leads to enhancement of skills and

11 managers strongly disagree but 1 of them disagree and 2 of them
strongly disagree.
60
2009
TABLE - 4
Q.4 Do you think that the knowledge and skills gained from the
training programme directly apply to your work?

AGREE 16 53.33
UNDECIDED 03 10.00
DISAGREE 00 0.00
60
50
40
30
20
10
0
16 managers agree that the knowledge and skills gained from the
training programme directly apply to work. Whereas 9 managers
61
strongly disagree while 2 managers strongly disagree and 3 managers

didn’t respondent.
2009
TABLE - 5
Q. 5 To what extend change in moral attitude and behavior was

noticeable as a result of the training function?

AGREE 15 50.00
UNDECIDED 03 03.33
DISAGREE 02 06.66
60
50
40
30
20
10
0
SA Agree Undecided dis Agree SD
15 managers agree that the change in moral attitude and behavior was
noticeable as result of training function 7 managers strongly agree
with the statement .2 managers disagree, while 3 managers strongly
disagree and 3managers didn’t give any response.
62
TABLE - 6
2009
Q. 6 To what extend training program contribute to the company

goal and employees individual goals?

AGREE 18 60.00
UNDECIDED 05 16.66
DISAGREE 00 0.00
70
60
50
40
30
20
10
0
18 managers agree that the training programme contribute to the

company goal and employees goals.4 managers strongly agree ,3
managers are strongly disagree with the statement and 5 managers
didn’t give any response.
63
TABLE – 7
2009
Q. 7 Do you think that freedom is given to you to show your skills
and knowledge during training program?

AGREE 15 50.00
UNDECIDED 06 20.00
DISAGREE 01 3.33
60
50
40
30
20
10
0
15 managers agree that freedom is given to you to show your skills

and knowledge but 8 managers strongly agree with the statement.1
manager disagree and 6 managers didn’t give any response.
64
TABLE – 8
2009
Q. 8 Do you have a good cooperation / support from your superiors
during training program?

AGREE 12 40.00
UNDECIDED 06 20.00
DISAGREE 01 03.33
45
40
35
30
25
20
15
10
5
0
12 managers agree that a good cooperation from your superiors during

training programme but 10 managers strongly agree with the
statement, 1 manager disagree while 1 manager strongly disagree and
6 managers didn’t
give any response.
TABLE – 9
65
Q. 9 Do you think that ACC develop employee through need based

2009
training program?

AGREE 12 40.00
UNDECIDED 03 10.00
DISAGREE 02 06.66
45
40
35
30
25
20
15
10
5
0
12 managers agree that ACC develop employees through need based

training programme but 11 managers strongly agree with the
statement. 2 managers disagree while 2 managers strongly disagree
and 3 managers didn’t give any response.
TABLE – 10
66
Q. 10 Do you think that ACC is a learning organization for the

employee?
2009

AGREE 10 33.33
UNDECIDED 00 00.00
DISAGREE 01 03.33
70
60
50
40
30
20
10
0
10 managers agree that ACC is a learning organization for the

employee but 18 managers strongly agree with the statement.1
managers disagree while 1 manager strongly disagree.
TABLE – 11
Q. 11 Do your performance has changed after the training program?
67
2009

AGREE 16 53.33
UNDECIDED 02 06.66
DISAGREE 02 06.66
60
50
40
30
20
10
0
16 managers agree that performance has changed after the training

programme but 7 managers strongly agree with the statement.2
managers disagree while 3 managers strongly disagree and 2
managers didn’t give any response.
TABLE – 12
Q. 12 Do you agree that the program would have been more

beneficial if some more material was provided in advance?
68
2009
AGREE 18 60.00
UNDECIDED 03 10.00
DISAGREE 00 00.00
70
60
50
40
30
20
10
0
18 managers agree that the training programme would have been more
beneficial if some more material was provided in advance but 7
managers strongly agree with the statement.2 managers strongly
disagree and 3 managers didn’t give any response.
TABLE – 13
Q. 13 Are you aware of the objectives of the program at the time of

your nomination for this program?
69

2009
AGREE 24 80.00
UNDECIDED 02 06.66
DISAGREE 00 00.00
90
80
70
60
50
40
30
20
10
0
24 managers agree that the objective of the programme at the time of

your nomination for this problem but 3 managers strongly agree with
the statement .1 manager agree while 2 managers didn’t give any
response.
Suggestion & Recommendation

The researcher had used questionnaire method as a tool for collecting
data and information pertaining to the study .The questionnaire
includes the closed ended and open ended questions, basically to get
there views on the techniques adapted to measure training
70
development and the difficulties faced by them during and in relation

to training.
2009
Difficulties faced during training by Employees/Supervisors:
• More theory less practical.

• Miss match of training with work.
• Language problem.
• Less time provided for training.
• Too much instruction by the instructor during training.
• Some times objective of training given has to application at the
work place.
The following suggestions received from the respondent:
• Training should be more practical based.

• Training should be given as per the needs of the employees.
• Training should be given in simple language.
• Training objective should be clear.
• Time to time follow-up of the training program.
• Supporting documents should be provided to the employees.
Recommendation For Making Training Effective:
As already concluded that the training program is effective in

LAKHERI CEMENT WORKS to a great extent however, the
researcher had recommended the following suggestion for making the
training program successful.
They are as a under:
71
• Make learning one of the fundamental values of the company.

Let this philosophy percolate down to all employees in the
2009
organization.
• Create a system to evaluate the development of training.
• There must be a sound communication between trainer and
trainee.
• During the training worker should be totally released from there
work.
• There should be a proper need analysis for training.
• As per the requirement of the job training should be imp.
72
QUESTIONNAIRE OF TRAINING & DEVELOPMENT

IN ACC. KYMORE CEMENT WORKS:
2009
NAME…………………………………………………………
AGE…………………..
DESIGNATION…………………..
UE. NO/T.NO………..
DEPTMENT ………………………
CATEGORY- Management Staff
Q.1 Do you agree that the training program in ACC delivered to

you is an effective way to learn the matters?
(a) STRONGLY AGREE (b) AGREE

(c) UNDECIDED
(d) DISAGREE (e) STRONGLY DISAGREE
Q.2 Do you agree that enough time was provided to learn about the
subject covered in the training program ?

(c) UNDECIDED
Q.3 Do you think that the training leads to enhancement of your

skill?

(c) UNDECIDED
73
Q.4 Do you think that the knowledge and skills gained from the
training program directly apply to your work?
2009

(c) UNDECIDED
Q. 5 To what extend change in moral attitude and behavior was

noticeable as a result of the training function?
(c) UNDECIDED
Q. 6 To what extend training program contribute to the company

goal and employees individual goals?

(c) UNDECIDED
Q. 7 Do you think that freedom is given to you to show your skills

and knowledge during training program?

(c) UNDECIDED
Q. 8 Do you have a good cooperation / support from your superiors

during training program?

(c) UNDECIDED (d) DISAGREE
(e) STRONGLY DISAGREE
74
Q. 9 Do you think that ACC develop employee through need based

training program?
2009

(c) UNDECIDED
Q. 10 Do you think that ACC is a learning organization for the

employee ?

(c) UNDECIDED
Q. 11 Do your performance has changed after the training program?

(c) UNDECIDED
Q. 12 Do you agree that the program would have been more

beneficial if some more material was provided in advance?

(c) UNDECIDED
Q. 13 Are you aware of the objectives of the program at the time of

your nomination for this program?

(c) UNDECIDED
75
2009
Q. 14 What are the problems faced by you during the training

program?
Ans:
________________________________________________________
________________________________________________________
________________________________
Q. 15 What changes you would like to suggest for improvement in the

training program?
Ans:
___________________________________________________
___________________________________________________
______________________________
Date: - …………………
Signature:-……………..
76
2009
Conclusion
It is concluded from the survey on “Training & Development” that

training program conducted in ACC Ltd, Lakheri Cement Works is
very effective in improving the skill and knowledge of the employee
to meet the present and future requirement of the organization. It’s
found that training place a crucial role in not only the development of
employees but also in achieving the overall organizational goals.
Through the research work it was found that employees were very
satisfied by the training provided to them and strongly agreed that
after training their confidence have increased and their skill and
knowledge has also been increased and hence, their was remarkable
improvement in their performance.
77

Summer Training Project On ACC Cements

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[ Training & Development ]

LAKHERI CEMENT WORKS

Miss. Alka Singh Chauhan

I am deeply indebted to my esteemed HOD Dr. N. Panchanathan

My gratitude is also due to Mr. M. K. Mishra, Mr. Rajendra

I also express my thanks to my teachers Mrs. Sujatha for boosting me

I would like to extend my thanks to all the respondents who patiently

This is to certify that dissertation entitled ‘Training and

Any resemblance to earlier project or research is purely co-incidental.

MBA – 2008- 2009

CHAPTER-:2 INRODUCTION OF TOPIC

CHAPTER-:3 RESEARCH METHODOLOGY

CHAPTER-:6 SUGGESTIONS AND RECOMMENDATION

CHAPTER-:7 ANNEXURE (QUESTIONNAIRE)

Introduction of the Company

In the 70 years of its existence, ACC has been a pioneer in the

ACC’s brand name is synonymous with cement and enjoys a high

The company's various businesses are supported by a powerful, in-

ACC has rich experience in mining, being the largest user of

ACC is among the first companies in India to include commitment to

ACC demonstrates the practices of being a good corporate citizen

History & Profile of ACC Cement Works

The first success came in a move towards cooperation in the country’s

years later, some stockbrokers in the country’s leading stock

The ACC Board comprises of 13 persons. These include executive,

group sold all 14.45% of its shareholdings in ACC in three stages to

Holcim – A New Partnership:

Holcim is the world leader in cement as well as being large supplier of

Plants & Their Capacity:

Bargarh Cement Works

Chaibasa Cement Works

Old Vision of ACC:

Maintain our leadership of the Indian cement industry through

Milestones of ACC Limited

Achievement of ACC Limited: 2009

1936 The Associated Cement Companies Limited incorporated on August 1

1947 India's first entirely indigenous cement plant installed at Chaibasa.

Awards & Accolades 2009

• IMC Ramkrishna Bajaj National Quality Award - – Gagal wins Commendation

• National Award for outstanding performance in promoting rural and agricultural

• Sword of Honour - by British Safety Council, United Kingdom for excellence in

• Indira Priyadarshini Vrikshamitra Award --- by The Ministry of Environment and

• Subh Karan Sarawagi Environment Award - by The Federation of Indian Mineral

• Indo German Greentech Environment Excellence Award

• Golden Peacock Environment Management Special Award - for outstanding

• Indira Gandhi Memorial National Award - for excellent performance in prevention

• Excellence in Management of Health, Safety and Environment : Certificate of

• Vishwakarma Rashtriya Puraskar trophy for outstanding performance in safety

• Good Corporate Citizen Award - by PHD Chamber of Commerce and Industry

ACC was the first recipient of ASSOCHAM’s first ever National

Decades later, PHD Chamber of Commerce and Industry selected

Map of ACC Network

Overseeing the company’s rang of business, the Corporate Office is

1. Bulk Cement Corporation India Ltd (BCCI)

1. Bargarh Cement Works

7. Kymore Cement Works

Regional Marketing Office:

Overview of Lakheri Cement Works

Unit Profile: Lakheri

Lakheri is a city and a municipality in Bundi district in the Indian

Among the first companies in India to include commitment to

Location of Lakheri Cement Works