Summer Business Project .

TOPIC: TRAINING AND DEVELOPMENT IN PAKISTAN TOBACCO COMPANY

SUBMITTED TO:
MR. ARIF KHATTAK

SUBMITTED BY:
MUHAMMAD MUZAMMIL SIDDIQUI & QAISER HAMEED

Date: 24/09/2009
Table of contents

Section-1 Structure of the report.05 Background of study.. 06 Purpose of study.........07 Limitation of work.08 Methodology. ...09 Section-2 Introduction to BAT..10 Vision statement14 Introduction to PTC...15 Section-3 Training and development in general....18 Types of training .. 22 Employee training in PTC.24 Employee development in general29 Employee development in PTC31 Management development programs....33 Business awareness programs...36 Technical/Professional training....38 Benefits of training and development...39 Section-4 SWOT analysis....40 Recommendations 45 Conclusion 47

DEDICATION
We dedicate this report to our parents, our friends who encouraged us a lot in who really helped us. We love them more than we love ourselves. Then we dedicate this report to highly respectable teacher Mr. Arif Khattak, from whom we personally learned that how actually the life is.

INTRODUCTION TO BAT & PTC

BRITISH AMERICAN TOBACCO
British American Tobacco has been in business for more than 100 years, trading through the turbulence of wars, revolutions and nationalizations as well as all the controversy surrounding smoking. The business was formed in 1902, as a joint venture between the UKs Imperial Tobacco Company and the American Tobacco Company founded by James Buck Duke. Despite its name, derived from the home bases of its two founding companies, British American Tobacco was established to trade outside both the UK and the USA, and grew from its roots in dozens of countries across Africa, Asia, Latin America and continental Europe.

Early years: 1902 1932

In its first quarter century, British American Tobacco expands rapidly. From Canada to China, the company has from the start a single objective: to seek market leadership in all countries where a market exists. With operations around the world, the company finally reaches the US in the 1920s with the acquisition of a small North Carolina company, Brown & Williamson. As trading conditions deteriorate after the Wall Street Crash in 1929, the 1930s sees consolidation across the company, with several distribution networks becoming fully fledged subsidiaries.

Middle years: 1933 - 1968

First war, then decolonization, creates turbulent times for British American Tobacco from the 1930s to the 1960s.After the upheaval of the Second World War and the loss of its Chinese operations, the company goes on to lose several end markets. But worldwide sales continue to grow. The impact of the Second World War on British American Tobacco is no less profound than that of the First World War. European operations are severely disrupted. In the Far East, the company loses contact with companies occupied by the Japanese. In China, where the companys cigarette sales exceed 55 billion in 1937, the Japanese invasion brings British
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American Tobacco sales to a halt for more than four years. By 1942, profits that had remained static at 5.5 million right through the depression were down to 3 million. They stayed at that level until the war ended.

Recent past: 1969 now

By 1970, British American Tobacco has operations in 50 countries. Diversification with the creation of BAT Industries in the late 1970s and the expansion into financial services in the 1980s gives way by 1989 to a re-focus on the tobacco business. Acquisition By 1970, under new Chairman Richard Dobson, British American Tobacco companies are manufacturing in 140 factories across 50 countries. Two years later, with the revocation of its 1902 agreement with Imperial, it gains exclusive ownership of its original brands, including State Express, in the UK and Western Europe. In the companys quest for another significant business, British American Tobacco finally settles on retailing where acquisition in the seventies includes Argos in the UK and Saks Fifth Avenue in the United States. In 1976, the Group undergoes radical reorganization. With a new Chairman, Peter Macadam, operations are coordinated under a new holding company, B.A.T Industries. Within two years, Industries is the UKs third largest company and the largest tobacco manufacturer in the free world with annual sales of 500 billion cigarettes. As the company celebrates its 75th anniversary in 1977, Macadam comments: We have survived two world wars, the loss of our China business, [and] dispossession in numerous places elsewhereand we have come through stronger and, I believe, better poised today than we have ever been. BAT is now performing two major functions all over the world, i.e. Financial & Insurance Services and Cigarette Manufacturing.
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a) Financial Services Farmers Group: USAs fifth largest group of property insurers. Eagle Star Allied Dunbar : UKs life insurer, working in about 30 countries. : UKs largest life Insurance Company

b) Tobacco
BAT is the second largest quoted tobacco group with annual shipment of more than 800 billion cigarettes. The BAT divides world into five regions that are;

America-Pacific: Includes USA and Japan. Asia-Pacific: Includes China, South East Asia and Australia. Latin-America: Brazil, South America and Caribbean. Europe: Incorporated into 50 markets including Russia. AMESCA: Includes Africa, Middle East, Southern & Central
Asia.

MAJOR BRANDS OF BRITISH AMERICAN TOBACCO

The British American Company has in access of 320 tobacco brands. These are managed across three levels. 6

International brands are those, which cross a number of regions. These brands are handled globally in order to present one consistent message to consumers worldwide. Examples include States Express 555, Dunhill, Rothmans, Benson & Hedges, Lucky Strike, John Player Gold Leaf and Winfield.

Regional brands feature strongly with one geographic area. Advertising, promotions and product is coordinated by the regional or area team. Such brands are: Belmont Embassy, Gold Flak and Wills Navy Cut.

Local brands are strongly at a national level and are of significance to an operating company. They are managed entirely at the country level. Examples are: Embassy Filter, Gold flak Soft Cup and Three Castles

Vision Statement
We have outstanding people and a great place to work to deliver excellent business performance.

PAKISTAN TOBACCO COMPANY LIMITED

From being the first multinational to set up its business in Pakistan in 1947 and beginning operations out of a warehouse near Karachi Port, we have come a long way. From being just a single factory operation to a company which is involved in every aspect of cigarette production,
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from tobacco cultivation to packaging we have evolved and grown with Pakistan. However, what is significant about these fifty-seven years is the effort that PTC has demonstrated in the development of the country. By being instrumental in the campaign for modern agricultural and industrial practices, we have helped in the development and progress of the agricultural & industrial sector in the country. We have been supporting & contributing to various causes of national interest. Educating growers in the latest techniques and technology in agriculture, afforestation and free health care in designated areas are but a few examples. Through these fifty-seven years, our continuous investment in people, brands, technology, innovation an the communities in which we operate has borne fruit in many ways and to mention just a few; we are deemed as a partner of choice by many, our Environmental, Health & Safety standards are a source of inspiration for local companies, our Industrial Relations practices have led and influenced local practices, and as a result of all these, our managers are highly valued and sought after people in the Pakistani corporate world based on the training and exposure we give them from very early on in their careers. PTC is the largest excise tax generator in the private sector in the country. In 2008 alone, PTC paid the government close to Rs.16 Billion in excise and sales taxes. This amounts to over Rs. 50 million per working day. Over one million people are economically dependent on the industry in Pakistan.

P T C- AKORA KHATTAK FACTORY

At the time of birth of Pakistan in 1947, all tobacco was imported into the country. In 1952, a development project for tobacco leaf was initiated in N.W.F.P. that progressed rapidly. A redrying plant was also set up at Akora Khattak and development of Virginia tobacco
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commenced. In 1975 a new cigarette factory was established in Akora Khattak to meet the increasing demand of public. Now Akora Khattak Factory is one of the largest factories of NWFP.
AKF recently executed a large number of mega projects, these include Modernization of Green Leaf Thrashing Plant. Upgrading of Primary and Secondary manufacturing departments. Installation of modern high technology, LOGA max machines. Learning Resource Centers for the community.

MAJOR BRANDS OF PAKISTAN TOBACCO COMPANY

We recognize that our business starts with our consumers and our brands. Its not about encouraging people to start smoking or to smoke more, but about meeting the preferences of adults who have chosen to consume tobacco, and differentiating our brands from their competitors.
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Capstan Wills Embassy Gold Flake Gold Leaf Benson & hedges

Training and development in general

In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development. Harrison observes that the name
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was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still widely known by the other names. Training and development encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities 1. Training
This activity is both focussed upon, and evaluated against, the job that an individual currently holds.

2. Education
This activity focusses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

3. Development
This activity focusses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate

The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and
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performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others. The conflicts are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoove points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity.Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements.

Identifying Training Needs

Training needs can be assessed by analyzing three major human resource areas: the organization as a whole, the job characteristics and the needs of the individuals. This analysis will provide answers to the following questions:

Where is training needed?

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What specifically must an employee learn in order to be more productive? Who needs to be trained?

Begin by assessing the current status of the company how it does what it does best and the abilities of your employees to do these tasks. This analysis will provide some benchmarks against which the effectiveness of a training program can be evaluated. Your firm should know where it wants to be in five years from its long-range strategic plan. What you need is a training program to take your firm from here to there.Second, consider whether the organization is financially committed to supporting the training efforts. If not, any attempt to develop a solid training program will fail. Next, determine exactly where training is needed. It is foolish to implement a companywide training effort without concentrating resources where they are needed most. An internal audit will help point out areas that may benefit from training. Also, a skills inventory can help determine the skills possessed by the employees in general. This inventory will help the organization determine what skills are available now and what skills are needed for future development. Also, in today's market-driven economy, you would be remiss not to ask your customers what they like about your business and what areas they think should be improved. In summary, the analysis should focus on the total organization and should tell you (1) where training is needed and (2) where it will work within the organization.

Once you have determined where training is needed, concentrate on the content of the program. Analyze the characteristics of the job based on its description, the written narrative of what the employee actually does. Training based on job descriptions should go into detail about how the job is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for what is done.

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Individual employees can be evaluated by comparing their current skill levels or performance to the organization's performance standards or anticipated needs. Any discrepancy between actual and anticipated skill levels identifies a training need.

TYPES OF TRAINING
There are two broad types of training available to small businesses: on-the-job and off-the-job techniques. Individual circumstances and the "who," "what" and "why" of your training program determine which method to use.

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On-the-job training is delivered to employees while they perform their regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques include orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching. . On the job training (OJT) is job training that occurs in the work place. The new employee learns the job while doing the job and while earning his or her pay check. On the job training is also called hands on training. On the job training has many advantages, but it can also have a few disadvantages if the OJT is not properly planned and executed. One major drawback of on the job training can be finding the right time for it. The person responsible for giving and evaluating the training has to be sure that his or her other job responsibilities are being met. Another disadvantage of OJT is that it can be difficult to find the right person to conduct it. The person doing the training must have the knowledge and skills with the same equipment that the learner will be working with. Care must also be given not to pass on sloppy work habits or unintentionally teach irrelevant or inefficient work methods to the new worker/learner. If these disadvantages are eliminated, however, on the job training can be beneficial for both the company and the new employee. OJT can be cost-effective for the business since a separate training program isn't required and the training is part of the actual work shifts. No extra equipment is needed as the new worker learns on the equipment needed for the job anyway. On the job training often works out really well for the new employee since traditional training periods tend to have a training allowance that may be lower than the regular pay scale for the job. Also, there is no need for the new worker to have to travel to one place for the training and another for the job. Many times the person who will be doing the training and evaluation is the new worker's supervisor or manager so this also establishes job expectations right at the start. The feedback during on the job training is also immediate, so the new employee may experience faster growth in the job than he or she would in other types of training situations.

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Off-the-job techniques: off the job training involve employees taking training courses away from their place of work. This is often also referred to as "formal training. Off the job training courses might be run by the business' training department or by external providers. It include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Most of these techniques can be used by small businesses although, some may be too costly Advantages of off-the-job training: 1. Use of specialist trainers and accommodation 2. Employee can focus on the training - and not be distracted by work 3. Opportunity to mix with employees from other businesses Disadvantages of off-the-job training: 1. Employee needs to be motivated to learn 2. May not be directly relevant to the employee's job
3. Costs (transport, course fees, examination fees, materials, accommodation)

EMPLOYEES TRAINING IN PTC

In PTC (AKF) there are 37 grades division wise. There are total 593 workers present working in the prosperity of PTC.In which 08 are working in LEAF area, 40 are working in GLT side and 545 in Cigarette Factory. And their Grading are from1 to 10, they all include general workers to
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senior supervisors and clerks. 131 BSOs are presently working in PTC Akora Khattak.And their grading are starts from 29 to 33. And 59 MOMs (Members of Management) are there. And their Grading starts from 34 to onwards. The worker of grade 10 after getting promotion is directly promoted to grade 29 and becomes a Business Support Officer. The HRD at Akora, as a policy, is must to recruit people from grad 1 to 10. The minimum qualification is metric plus physical suitability.

Human Resource strategy on employees Training and development:

Leader: To develop leaders at all levels Talent: build sustainable talent pipelines Culture: Every one inspired to perform Organization: We create an agile, fit for purpose organization Reward: Drive for high performance

Employees Training:
PTC is providing its employees with the best available institutions for learning/training and as a result in developments towards prosperity. It is spending a huge portion of its economy on learning/training. The employees are provided with on job/off job training, or sent abroad for courses etc. The courses are adhered through different technical systems. The institutions

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delivering training are, KZR associates, ACE development Lahore, PIM Lahore/Karachi, LUMS, Oliver Weight UK, Pakistan Institute of quality control, SENSEI and institute of policy studies.

Figure 1
HR Teem (P.T.C) Training

In case of new hiring the focused on two steps one in orientation are for new employees. The first several days on the job are crucial in the success of new employees. This point is illustrated by the fact that 60 percent of all employees who quit do so in the first ten days. Orientation
Compensation training should emphasize the following topics: O.D Learning

Companys history and mission. The key members in the organization. The key members in the department, and how the department helps fulfill the mission of the company.

Personnel rules and regulationsand

Second one is Annual appraisal, in which P.T.C HR officer evaluate employees core competencies and employees technical knowledge. By this they find out the gaps coming in the employees performance and then put them in the required training.

Figure 2

Categories

Focus

WORKERS

Psychometric Skill Skill

BSOs

Operational Skill
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MANAGERS

Leadership Skill

On the Job and Off the Job Training In PTC

Pakistan Tobacco Company divided its employees in three categories for ON-THE JOB and OFTHE JOB training. 1) WORKERS 2) BUSINESS OFFICIERS (BSOs) 3) MANAGERS ON-THE JOB Training For Workers:
i.

SUPPORT

C.B Tests: The computer base tests program in which they

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train there employ for the new technology like new machines etc. They are supposed to give them training on computer that they can aware of every thing practically. Because they believe on practical training. After giving training they create some problem in machines and then tell their workers to solve out the required problem. Which prove that what employ gain during training.
ii.

Attitudinal Training: In this they try to make there employees social and teach them about organization culture, Rules and Regulation and about there rights in organization. And make them disciplined.

iii.

Week promotion: In order to retain employees and keep them motivated, the employees having good performance can be promoted to the next higher post. There are two bases for promotion in PTC - the suitability and Seniority. Suitability means the suitability of the person in terms of his performance on the job and seniority means the time he has passed in PTC. There are certain jobs to which eligible persons are directly promoted and do not require any further training. But certain jobs require special training for a particular period. So, when a person is to be promoted to these jobs they are provided with specified training. There is an annual assessment form, which is used to grade employees. It depends upon the work performance, quality of work, cooperation, versatility, general knowledge, and punctuality and attendance of a worker. In this programme PTC is suppose to promote their workers to high grade. By this they give them training and offered them different types of courses these courses may include 6 months and 15 month of durations. In promotion programme PTC promoted their unskilled employees having A6 grade to semiskilled and semiskilled to skilled employees having A9 grade.

OF-THE JOB Training for workers:

i.

Technology Exposure: For technology exposure PTC mostly send their employees abroad.
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ii.

Soft Skill: To give them soft skills or the skills of computer related PTC send their Employees to the PAKISTAN INSTITUTE OF MANAGEMENT LAHORE.

On the job training for B.S.O:

i.

Performance Objective:

In this type of training BSOs are train about there

performance, because B.S.O working objective is change every year and they also train to evaluate there job in 360o. The BSOs of Pakistan Tobacco Company is work like Generalist, they can do any type of work and they shift to any department. Management training on the job and of the job is same like that Business Support Officers

Employees Development in General

There are two types of Employees Development 1. Career Development Career development is the ongoing acquisition or refinement of skills and knowledge, including job mastery and professional development, coupled with career planning activities. Job mastery skills are those that are necessary to successfully perform one's job. Professional development skills are the skills and knowledge that go beyond the scope of the employee's job description, although they may indirectly improve job performance. Since career development is an ongoing, dynamic process, employees may need encouragement and support in reviewing and re-assessing their goals and activities. You are in a key position to provide valuable feedback and learning activities or resources. Formal training and classes away from the job are effective in providing new information, but adult learners also need to practice new skills. Therefore, you can contribute significantly to your staff member's career development by supporting career development activities within your department. Guiding Principles
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Your support for career development is important because:

Current information about the organization and future trends helps employees create more realistic career development goals

Focus on skill development contributes to learning opportunities Opportunities for promotion and/or lateral moves contribute to the employee's career satisfaction

Career planning and development clarifies the match between organizational and individual employee goals

Career development increases employee motivation and productivity Attention to career development helps you attract top staff and retain valued employees

2. Management Development The management and leadership development process is flexible and continuous, linking an individual's development to the goals of the job and the organization. Management development programs on campus give you the opportunity to develop a broad base of skills and knowledge that can be applied to many jobs on campus. D&T's management development curriculum is changing. The overarching goal is a comprehensive curriculum for managers and supervisors to develop the necessary core competencies to become excellent leaders. The Employee Relations Unit also provides training for managers and supervisors, along with performance management tools. Expanding management core competencies will enable campus managers to keep pace with the demands of a changing organization. Enroll in the Supervisory Certificate Program courses to learn more about supervisory core competencies and roles at the D&T Course Enrollment Catalog. Guiding Principles Management development activities can:

Encourage growth and career development of employees as stated in the Philosophy of Human Resources Management
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Improve skills and knowledge that can be immediately applied at work Increase motivation and job satisfaction Create a network of colleagues for problem-solving and support Promote communication and planning throughout campus and department networks

Employees development in PTC

Development consists of managing your personal and career aspirations and actively advancing both during your employment. Whatever your functional role within the company, it is responsibility to take proactive ownership of your own individual and career development. Pakistan Tobacco Company provides tools and guidelines to help their employees with the development process. Your development will also help you to identify your learning needs which can be addressed by being a part of development initiatives that PTC runs for all its employees. However, in addition to the formal development option, please remember to take advantages of the other opportunities available. For Example: Getting feedback and coaching Assuming additional responsibilities in your current role Volunteering to head an upcoming project Obtaining cross functional experience Working closely with your manager in areas important for development

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Development planning tools for business support officer is the competency based appraisal and development system called STEP (success through effective performance). The Core Competences in STEP are the capabilities for business Support Officier.the eight areas of competence identified are: Managing work Analyzing and understanding Process work Adaptability Relationships Communication Commitment

Options for Development: After identifying the development needs through develop or STEP, the next step is to explore options for development. On-the-job development opportunities are the most effective way for employees to develop their skills, knowledge, and behavior and you should actively encourage your team to challenge themselves to learn new skills on a daily basis, by learning from those around them. PTC IN-House Training Programmes: In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately responsible for the productivity and, therefore, the training of their subordinates. These supervisors should be taught the techniques of good training. They must be aware of the knowledge and skills necessary to make a productive employee. Trainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments. PTC has developed its own portfolio of training Programmes customized to the needs of employees and the Organization. PTC engage the best training and development providers in
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Pakistan and through a process of in- depth training needs analysis offer a verity of training Programmes for our management and non management population. Pakistan Tobacco Companys full portfolio of in-house training and development Programmes along with target audience details. Management Development Programmes Business Awareness Programmes Technical/Professional Training

Management Development Programmes:

In management development Programmes PTC offered different types of development courses to their employees. These development Programmes includes 1) 4 Roles of Leadership: Duration: 2 Days Target Audience: Manage others/Manage Managers This programme offered by Franklin Covey Pakistan, in this programme PTC gives the leadership qualities to their managers. The core competences derived from this programme bring into line with PTC capabilities. 2) 7 Habits of Highly Effective People Duration: 3 Days Target Audience: Manage Self/Manage Others This 3 days workshop PTC provides participants with a strong and planned implementation plan to fully integrate The 7 Habits into their lives. Thats why this workshop designed for
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people looking to become a more effective person in their personal and professional lives. In this the employees get to learn: How to improve focus, communication, and balance for yourself and for organization. How to develop professional relationships for productive collaboration The importance of responsibility, accountability, and commitment Skills for increasing productivity by staying focused on the right things How to reduce conflict by understanding exactly what you can influence

3) Coaching: Duration: 3 days Target Audience: Manage Others/Manage Managers Coaching at PTC or BAT is about day to day conversations which help employees to achieve their best. By knowing the art of coaching in a day highly interactive workshop designed by Ethos and Human Qualities, UK and facilitated by trained in-house facilitators. This workshop introduces managers to grow coaching and provide opportunities to apply the skills in a safe environment. 4) Effective Leadership Programme (ELP) Duration: 6 Days Target Audience: Manage Others/Manage Manage Managers The aim of this Programme is to challenge functional management thinking and expose the broader perspectives on leadership and their arrangement with BATs own leadership capabilities. The aim is also to engage managers in their own personal development and raise awareness of their own personal leadership style, exploring what they could do more or do
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differently from others. This programme is both practical and experiential, combining theory, outdoor activities, projects, and their role towards thinking. 5) Growth Academy: Duration: 18 months Target Audience: BSOs Growth Academy is a structured development programme which provides advanced accelerated growth interventions to selected high potential non-management to equip them with the skills and knowledge required to take up leadership challenges at the management level. This programme spans over a period of 18-months.

6) Presentation and Communication Skills: Duration: 2 Days Target Audience: BSOs This highly interactive Programme is designed around building skills of presenting with confidence and uses recording and observing own behavior while presenting. Through feedback from peer and self analysis, change in behavior make this programme success.

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Business Awareness Programmes:

1) Audit Workshops: Duration: Half Day Target Audience: BSOs/Manage Self/Manage Others/Manage Managers This workshop designed by the Audit team, aim of this workshop is to educating participants about the corporate governance structure, audit control and the role of audit in the establishing these. 1) CORA 360: Duration: 1 Day Target Audience: BSOs/Manage Self/Manage Others/Manage Managers CORA 360 is an interactive one day workshop which helps participants to understand strategic role that CORA plays within the organization. By this the participant sees their job by 360 degree of angle. 3) Induction: Duration: 1 Week Target Audience: By Invitation BATs or PTC one-week long induction programme is meant for new joiners within the organization to welcome them to the BAT world, help them to get business awareness and build network. Induction takes new joiners to the journey of our supply chain from leaf growing to cigrates manufacturing and marketing.

4) Legal Business:
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Duration: 1 Day Target audience: BSOs/Manage Self/Manage others/Manage Managers Also named as Legal Day I and Legal Day II, aim of these Programmes is to increase awareness of the law amongst employees. Legal Day I is a basic briefing session on the Pakistani Legal System, how it operates, and general legal principles which are important in the context of our work, in particular those which affect the industry we operate in. Legal Day II builds upon the concepts introduced in Legal Day I and gives participants practical tools to handle legal problems they may face as part of their role.

TECHNICAL/PROFESSIONAL TRAININGS
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1) EHS Related PROGRAMMES Duration: 1 to 2 Days Target Audience: BSOs/Manage Self/Manage Other/Manage Managers Environment Health and Safety is a major part of PTC supply chain practices. BATs workgroup approach to management of EHS emphasizes training in all related areas. 2) MS Office Target Audience: BSOs/Manage Self/Manage Others/Manage Managers A suit of Microsoft Office. Training in Word, Excel, PowerPoint. 3) Product Knowledge Target Audience: BSOs/Manage Self/ Manage Others/ Manage Managers PRODUCT KNOWLEDGE LEVEL I: DURATION 1 DAY PRODUCT KNOWLEDGE LEVEL II: DURATION 3 DAYS The product knowledge programme is the result of collaboration between product experts in the end markets, the regions and the centre with the key deliverable being to develop a flexible programme suitable for all BAT staff regardless of their level of knowledge about product. The modular programme (PK I and PK II) is offered at least once a year and nominations are sought through learning manager.

Benefits to PTC from Employee Training and Development

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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 Increased innovation in strategies and products Reduced employee turnover Enhanced company image Risk management

SWOT ANALYSIS

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SWOT analysis is a general technique which can find suitable applications across diverse management functions and activities, but it is particularly appropriate to the early stages of strategic and marketing planning. Performing a SWOT analysis involves the generation and recording of the strengths, weaknesses, opportunities, and threats concerning a task, individual, department, or organization. It is standard for the analysis to take account of internal resources and capabilities (strengths and weakness) and factors external to the organization (opportunities and threats).

Strengths - to build on Weaknesses - to cover Opportunities - to capture Threats - to defend against

We can use a SWOT analysis to identify and analyze the Strengths and Weaknesses of Organization, as well as the Opportunities and Threats revealed by the information we have gathered on the external environment. The team members, the managers mostly use the analysis. The basic purpose of using the SWOT analysis is to develop a plan that takes into consideration many different internal and external factors, and maximizes the potential of the strengths and opportunities while minimizing the impact of the weaknesses and threats.

EXTERNAL FACTORS:

Opportunities:
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PTC is the market leader from last 10 years it is possible only because of the efficiencies of every individual working there (MOMs, BSOs, and Workers).How they become so efficient just because of their abilities to compete in the market. And the abilities come just because of their up to date training and development its mean that every individual is also the market best individual from 10 years. So we can say that their Employees are the best employees in all over the market. The opportunities which they see in the market are to sustain on the top always. Reaching to the Top is not so difficult but the most difficult is that to sustain on that position. And also to provide them latest and up to date training and development to maintained their efficiency. And provide new programmes for training or monitoring quality. Increasing profitability by making their employees more efficient and provide them the best working environment that others cant. And last but not the least Limited options in locally produced quality cigarette.

Threats:
The opposite of Opportunities all the above may, with a shift of emphasis or perception, have an adverse impact. Threat is an External factor that affects the Organization activities. One can not
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fully over come on the External threats but they can minimize it to some extent. The threats that PTC faces for their Employees Training and Development are
1.

Security Threat: Now a days PTC faces a very Common threat of security for

their Employees Training and Development. Because they can not send their employees for out door Training and Development Programmes.By this their Employees can not get the required training for the required task.

2.

Threat of Competitors: PTC is market leader its reason may be that, that it has

no such a big competitor in the Pakistani market. No doubt PTC provides their employees the best environment for working and for their Training and Development Programmes. But they feel threat from their big competitor LAKSON TOBACCO. Lakson Tobacco is no 1 in the International Cigarette market but not yet in Pakistan. PTC think Lakson Tobacco has the ability to compete us by providing their employees the best working Environment and best Training and Development Programmes.

3.

Threat of Inflation: Threat of inflation is also a big issue for the Training and

Development. Because when PTC send their Employees to abroad for Training purpose so they have to bear high cost for this purpose.

INTERNAL FACTORS

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The internal factors may be viewed as strengths or weaknesses depending upon their impact on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses for another objective. The factors may include all of the 4P's; as well as personnel, finance, manufacturing capabilities, and so on. There are some internal factors which affect the PTCs Employees Training and Development. These factors are mostly in the control of an Organization. Internal factors include the Strength and Weaknesses of an Organization.

Strengths:
Attributes of the person or company that is helpful to achieving the objective. Internal positive aspects that are under control and which you may capitalize in planning. The areas in which PTC,s Employees are strong and capebale to compete in the todays market are,
1. 2.

PTC has Effective, skill full and Competitive Employees PTC provide on going and UP-to- DATE Training to their Employees. PTC provide best working environment to their Employees. Friendly, cooperative and supportive staff. PTC treats its every employee equally.

3.
4.

Their working system, Canteen system is same for every employee. Either he is worker, BSO or MOM. 5.
6.

Efficient procedures, systems and well-developed social responsibility.

The availability of new technology and their timely Training and Development.

7.

Attractive salary packages to their Employees, which leads to stop greater staff Co-ordination among the Workers, BSOs and Members of Management PTC bears a huge amount on its employees Training and Development
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turnover.
8. 9.

Weaknesses:
Attributes of the person or company that is harmful to achieving the objective. Internal negative aspects that are under your control and that you may plan to improve The areas in which PTC,s Emoployees are weak are,
1. 2. 3.

Nepotism and favoritism are still there Workload is high but staff strength is less No such Quantitative tool is available to measure the performance of

Employees
4.

Shared Offices system which some time divert the concentration of busy

individual

RECOMMENDATIONS
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Every person or every Organization has its weak and strong areas. They compete through their strong areas and try to cover the weak areas. As we can say that every problem has a solution. The Recommendations that we suggest for the above weaknesses are,
1.

It is very difficult for PTCs Management to fully control on Nepotism and

favoritism. But they can minimize it by focusing only on merit. By doing so they will have a quality of employees.
2.

PTC downsized thousands of its employees in last 3 to 4 years. Now they

have only 783 employees in its different department. And these employees manage the work of all downsized employees which is a huge burden on them. They have to recruit some skilled and efficient candidate to divide the work burden with them.
3.

PTCs Management has not such a Quantitative tool to measure the

performance of its employees accurately. They have to define their quantitative tools for measurement because by this they can also control to some extent on favoritism and will able to promote an able employee.
4.

Shared Offices system which some time divert the concentration of busy

individual. PTC has to look and think about this problem. Some individuals feel hesitation in combine office system. They have to make separate offices to their Employees, or make one office for two persons. By this they can do their work with high concentration and with out any disturbance like in fish market and also they can keep their privacy.

5.

It's cost-effective to use your own staff talent to provide career development

opportunities within Organization. PTC mostly gives Training and Development to their
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employees through external sources. For example they sent their employees out of city or out of country. This is very costly for PTC. So they must have their own talent inside the Organization to Train and developed their employees internally. Second disadvantage of using outside training specialists is their limited knowledge of the company's product or service and customer needs. These trainers have a more general knowledge of customer satisfaction and needs.

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CONCLUSION

After completing our business project at PTC (AKF) we can say that PTC has mature and competitive Employees that can face all the challenges which are present in to days marketing world. And Training and Development
1. Helps to provide an opportunity and broad structure for the development of human

resources technical and behavioral skills in an organization,

2. Helps employees in attaining personal growth, helps in increasing the job knowledge and

skills of employees at each level,

3. Helps to develop and improve the organizational health culture and effectiveness. 4. Helps in creating the learning culture within the organization. 5. Helps in improving upon the quality of work and work-life balance. 6. Leads to improved profitability and more positive attitudes towards profit orientation.

PTC has sufficient resources to make their Employees the best individuals in the market. They are consuming a huge amount of their profit on Training and Development of employees. They have the knowledge about the taste and fashion of target customers and have the aim to give the best quality products to their customers.

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