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CHAPTER – 1

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• BACKGROUND OF THE COMPANY

 Bayer is a global enterprise with core competencies in the fields of health care, nutrition and high-tech materials.  Our products and services are designed to benefit people and improve their quality of life. At the same time we want to create value through innovation, growth and high earning power.  The company was awarded I O !""" and I O #$""" %ertifications. Thereby capabilities were raised to &eet customer e'pectations and requirements.  As with all Bayer site and businesses, An(leshwar too considers sustainable development as a core principle.  Over the year, Bayer in An(leshwar has underta(en various pro)ects to help enhance the quality of life in neighborhood of the factory site.  ome of this include providing boo(s and computer in primary school, as well as essential items for mid day meals in the certain schools.  The plantation and rain water harvesting are some of the other (ey areas in which the company provides support.

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• 19th Century
1863 Bayer is forme by Fr!e"r!#h B$yer% $ Mer#h$nt and &'h$nn Fr!e"r!#h (e)#'tt% $"yer . 1896 The passage of Bayer to India. 1899* Aspirin is officially registered on the trademar( list of the imperial patent office. Thus, a winning trademar( born. is

• *+ t h Century
1913* +ithin ," years of its formation, Bayer has #",""" employees, $$ sales offices and #-. agencies around the world ma(ing it among the largest chemical company in /ermany. 19*9 The Bayer cross is introduced. 19,8* Bayer establishes Bayer Agrochem 0rivate 1imited in India. 1963* The name of Bayer Agrochem change to Bayer 2India3 1imited. 1981* The Bayer tower biology system is installed in India the first time outside /ermany. 198-* An incineration plant installed. 4et another step by Bayer towards a cleaner environment. 1991* Bayer commissions an agro-chemical plant at 5immatnagar, /u)arat. 3

*++9* In 6ov. worldwide. The aims of this program Include reducing the company7s %O.emissions. Bayer starts up the :. t Century *++** Acquisition of Aventis %rop cience by Bayer.• *1 . An(leshwar plant came into the Bayer fold. Bayer %rop cience completes the acquisition Of Atheni' %rop. *++/* The name of Bayer 2India3 limited change to Bayer %rop cience 1imited. *+11 In 9ebruary.. sees the launch of the integrated. a privately held 8. /roup-wide Bayer %limate 0rogram. biotechnology 4 . company. *++-* 6ov.ream production< 0ilot plant in 1ever(usen to manufacture high-tech plastics using carbon dio'ide.

Re)tru#tur!n0 '1 B$yer !nt' 3 2u)!ne)) )e03ent) 4B$yer .#!en#e 3.#!en#e *. B$yer Cr'7 . M$ter!$8 . B$yer He$8th C$re 5 .#!en#e F'r A Better 5!1e6 1.

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Pharmaceuticals $iabetes care "nimal health Health care Crop Science Materials Science Crop protection Bio science Environmental Science Polyurethanes Polycarbonates Coatin s! "#hesives! Specialties 91:+. Cr'7 . 1.#!en#e % .

herbicides and seed treatment segments. %ompany further plan to e'pand business in products for the companion animal mar(et. The company7s services are tailored to its customers7 needs and Bayer Business ervices contributes to their success by offering top quality at competitive prices. rice and vegetables. fungicides. Bayer %rop cience goal is to become the global leader in the %rop cience Industry. canola.#!en#e is one of the world>s leading manufacturers of innovative. and in high = performance polycarbonate plastics.#!en#e . Bayer Business ervices in India provides IT services to all the subgroups. isocyanates for coatings. %ompanies particularly hold strong position in raw materials for polyurethanes. A large proportion of sales are center for IT-based services and is a global company. Bayer %rop cience sub group is strongly positioned in the insecticides. Our products enhance well-being and quality of life by diagnosing.Cr'7 Pr'te#t!'n% B!')#!en#e $n" En<!r'n3ent$8 . sustainable agriculture as well as for non-agricultural applications. mainly focus on crops for which the company already have cutting = edge technologies and solid mar(et positions = particularly cotton.#!en#e B$yer M$ter!$8 . preventing and treating disease. In the Bioscience business group. high-performance materials for applications in numerous areas of our daily life.offering an outstanding range of products and e'tensive service bac(up for modern. *: M$ter!$8 . Our <$8ue) & . 3: He$8th C$re The aim of Bayer 5ealth %are is to discover and manufacture innovative products that will improve human and animal health worldwide.

summari?ed by the term 1I9@. candid and timely feedbac( &anage conflicts constructively %reate value for all our sta(eholders A""!t!'n$8 e>$378e) 1'r 3$n$0er) ?!th 7er)'nne8 re)7'n)!2!8!ty ' .Bayer7s corporate culture is an important factor in the company7s success. Fle'ibility and Efficiency. =ntegrity. They provide us with guidance for our daily wor( as we see( solutions to the ma)or challenges of our time. inspire and motivate others Be accountable for actions and results. in line with our mission statement :Bayer* cience 9or A Better 1ife.< • • • • • • • Be passionate for people and performance how personal drive. %entral to this culture are our values* 5eadership. successes and failures Treat others fairly and with respect /ive clear.

regulations and good business practices Trust others and build trustful relationships Be honest and reliable 1isten attentively and communicate appropriately @nsure sustainability* balance short-term results with long-term requirements %are about people.• • • • • 0rovide clarity and direction Thin( and act strategically . safety and the environment 1( .emand and recogni?e performance @nsure employability of staff by developing and coaching Build a strong and diverse talent pipeline • • • • • • • Be a role model %omply with laws.

o things simply and effectively .• • • • • • • . speed and quality peed up good decision-ma(ing Be accountable for consistent e'ecution %ollaborate for better solutions 11 .rive change actively Be ready to adapt to future trends and needs %hallenge the status quo Thin( and act with customers in mind ee( out opportunities and ta(e calculated ris(s Be open-minded @mbrace lifelong learning • • • • • • • &anage resources smartly 9ocus on activities that create value .eliver with appropriate costs.

prescribers and distribution channels are different from crop protection.• @!)!'n A M!))!'n . M!))!'n Our mission consists of* • • • • • • • &aintaining a position of world leadership in the environmental science mar(et. 0roviding customer solutions which yield health and hygiene benefits or which allow them to grow greener and healthier plants and lawns. professional and industrial use. 12 . @nsuring that our business achieves sustainability and meets the growing demand for sustainable products and services for consumers. Achieving business e'cellence and customer satisfaction by continuously developing and mar(eting the highest-quality products for consumer. &a'imi?ing the Bayer @nvironmental cience shareholder value and cash flow. It is to provide greater environmental. hygiene and health benefits. trengthening the business through continuous customer-focused innovations and defense of e'isting products.t$te3ent @!)!'n As a world leader. Bayer @nvironmental cience7s aspiration is to 7r'te#t the en<!r'n3ent ?e 8!<e !n and !37r'<e 'ur Bu$8!ty '1 8!1e. Optimi?ation of the profit and sales of Bayer %rop cience active ingredients in the non-crop fields where customers. as well as to improve living standards and comfort in the various @ mar(et segments.

• M!8e)t'ne) .!n#e !n#e7t!'n 13 .

-""" #!!C #!!# Imidacloprid insecticide launched by Bayer under the brand names %onfidorE and /auchoE. 0lant /enetic ystems 20/ 3 research center in /ent 2Belgium3 acquired by Agr@vo . 5aelen 26etherlands3. Inauguration of the new plant biotechnology innovation center in /ent. %lothianidin = a new insecticidal seed treatment compound launched under the brand name 0onchoE. #A.first registrations for the new downy mildew fungicide fluopicolide in the 8D and %hina 1aunch of an innovative formulation technology for herbicides based on oil dispersion launched. #!A! #!AA 9ungicide tebucona?ole launched by Bayer under the brand name 9olicurE. 9luopicolide . #!. +orld>s first synthetic insecticide. pirotetramat = 6ew insecticidal active ingredient pirotetramat launched in the 8nited tates and %anada as first (ey mar(ets Tembotrione . -""$ -""$ -"". #!B! tart of construction of the Agricultural %enter in &onheim 2/ermany3.# #!-$ #A!. -"". Belgium. #!AC 5oechst acquires 6un?a vegetable seeds.6ew insecticidal active ingredient 9lubendiamide granted regulatory approval in ma)or Asian mar(ets Bayer %rop cience acquires rights to 9&% %orporation7s insecticides discovery pipeline. Berlin 2/ermany3. today a subsidiary of Bayer %rop cience. 6ew formulation technology for insecticides from Bayer %rop cience for enhanced plant protection. launched by Bayer #AC. Bayer %rop 0rotection research department established. 9irst systemic insecticide ysto'H 2demeton3 launched by Bayer.TONE. today Bayer %rop cience7s headquarters.Bayer %rop cience receives first regulatory approval for its new active ingredient tembotrione in Austria 9lubendiamide .# I/reen 0harmacyI founded by @rnst chering. +uppertal 2/ermany3.M=5E. Aventis %rop cience formed through merger of Agr@vo and FhGne-0oulenc Agro. 9irst field trials with genetically modified tobacco conducted in 9rance. -""A -""B -""B -""C -""C -"". Bayer et comp. 0rothiocona?ole = an innovative fungicide successfully launched under the brand name 0rolineE.I founded by 9riedrich Bayer and Johann 14 9riedrich +es(ott. antinonnin. I9riedr.

TMENT Building 0lant K &achinery 9urniture K 9i'ture 1and IT Transport TOTA1 9R): !n 3!88!'n. -$B".B!#B. CC-. 6 =N@E..$A! #.#... $-.$CA #$.C. • =n<e)t3ent =n P8$nt An" M$#h!nery NO: 1 * 3 / .A 91:1. • Pre)ent Pr'1!8e 15 .! #B-".91:+.

K &."# = #"A /. India..%.F. 6edungadi &r. /ermany B'$r" O1 D!re#t'r) .""/u)arat. 0owai.% Industrial Area An(leshwar = .!. Re0!)tere" O11!#e Bayer 5ouse. Detan Dhatri 2 hift manager3 &r. &r. L.Address Bayer %rop cience 1td.D. Dai(obad &istry Au"!t'r) &r. Bernd 6aaf &r. Li)ay mallya. Limal Bhandari &r. He$"Bu$rter) &onheim. 0lot 6o. Johannes . &umbai* $"""BC &aharashtra. %hairman &r. ree(ant amre 2 hift manager3 B$nCer) ?'rC 16 ..ietech &r. %entral Avenue.I. 5iranandani /ardens. harad Dul(arni &r. India.r.. A.* C. tephan /erlich.

5imatnagar . An(leshwar. Re0!)tr$r) $n" .3 0lot 6o* C""! -#" K C. In An(leshwar ma(e a investment on &aterial cience in 0I% plant.R DARA.HA( 5TD: 29ormerly Tata hare Fegistry 1imited3 28nit . @. /I./u)arat 2.% @state. • Future E>7$n)!'n P8$n) • Bayer %rop cience 1td.r."# = #"A. ""#. &oses Foad.Bayer %rop cience 1imited3 C-#". Bayer 1% .% Industrial An(leshawar . /u)arat. Thane $"" C"B.M-. . &umbai. @state.A. -".$"""## @state. ""-.5. 5a)i &oosa 0atrawala Ind. /I. F$#t'r!e)* 2#3 Dolshet Foad. &ahala'mi.!. &aharashtra 2-3 CCM# to B.9% Ban( 1td.h$re Tr$n)1er A0ent T.

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OT5@F O0@FATIL@ I6%O&@ -""B--""A -""A--""! YEAR. -""!--"#" 91:1.$8e) OTHER OPERAT=@E =NCOME #B-$# #A""" #C""" #$""" #-""" #"""" R):9!n 3!88!'n. A""" C""" $""" -""" " #$A-C #-. 1' ..A.

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• Pre)ent M$n7'?er .B -C! 22 . #.t$tu) Officer K staff &anager /rade Total 91:3.#.

P=C EHC Gu$8!ty A))ur$n#e Pr'#ure3ent AC D= AC D== AC D === AC D =@ 91:/.C A =OP .• Organi?ation tructure AnC8e)h? $r D Or0$n'0r$3 He$" –. BM.!te M$n$0er .!te 8'0!)t!# A F'r3u8$t!'n Ener0!e) A E8e#tr!#$8 A5 3 $nu1$#tur!n0 Pr'Ee#tFPr'#e)) En00 . • Ty7e) '1 C'33un!#$t!'n 23 .!te #'ntr'88!n0 M$!nten$n#e En00: HR A A"3!n .

• Telephonic • Internet • 9a' • @mail • 6otice Board • &eeting • Tele K Lideo conference • &obile • 0ost • Pre)ent Pr'"u#t M!> N' 1 * 3 / . • C'37et!t!<e )#en$r!' 9Re0!'n$8 A G8'2$8. 24 . 6 8 9 N$3e OF 7r'"u#t Ty7e) '1 Pr'"u#t Tria?ophos O'adiarrgya Bfuresate Aclonifen @thoprophos 6emacur .eltamethrin 9lumethrin 0remethrin Insecticide 5erbicide 5erbicide 5erbicide Insecticide Insecticide Insecticide Insecticide Insecticide 91:/.

• O<er$88 Or0$n!H$t!'n$8 Cu8ture • • • • The organi?ation culture of Bayer %rop cience is very healthy and positive.• G8'2$8 C'37et!t'r) N': 1 * 3 / . The discipline is maintained.. 6 N$3e '1 the C'37$ny Bharat Fasayan 1td @'cel %rop %are 1td &aghmani Organics 1td Fallis India 1td @'cel Industrial 1td Insecticides 2 India 3 1td &onsanto India 1td 91:. /ood relationship among the membership.ow %hemical Total Air 1iquids ABI% olvay Borealis yngenta • Re0!'n$8 C'37et!t'r N': 1 * 3 / . 25 . so that the employees at all levels have respect and spirit of trust for each other. &any innovative things should be learned for employees. 6 8 N$3e '1 the #'37$ny BA 9 .

Ben#h3$rC!n0 • • Innovation in products %ontinuous improving 26 .tr$te0!e) F'r Future Gr'?th A De<e8'73ent $n" Ben#h3$rC!n0 . • The culture of Bayer %rop cience An(leshwar unit which is built by its human resource is very rich and unique.tr$te0!e) 1'r 1uture 0r'?th • • • • • • • • • • &inimum cost with ma'imum quality product /ood reputation in mar(et Achieve ma'imum profit B% having a large scale of mar(et e'pansion plan in different area. innovation. creativity and commitment.e. • . quality consciousness.• Tal(ing about the culture of Bayer %rop cience7s An(leshwar plant being the offspring of Bayer family has the quality K attributes of its parent group i. %apitali?ing on our strong and well-balanced portfolio with a special focus on innovative and high-margin products Optimi?ing efficiency in operative and administrative processes %apitali?ing on successful life cycle management Improving the portfolio mi' 9ocusing on business and technology innovation to deliver a sustainable pipeline of new active ingredients Addressing needs for bio-based resources through plant biotechnology.

CHAPTER – * 2% .

&anager &anager 0roduction 0roduction Officers Officers #$nos. "$ nos.• De7$rt3ent$8 )tru#ture Lice0resident 0resident Lice An(leshwar An(leshwar A.I A%-I I A%- A%IIII A% A%III III A% A%IL IL A% &anager-0roduction 0roduction &anagerhift&anagers &anagers hift "$ nos. #- Operators Operators #Cnos. nos.I&anufacturing &anufacturing A. "$ nos. nos. #$ Operators Operators $. nos. hiftmanagers managers hift "$ nos. hift&anagers &anagers hift "A nos "A nos hift&angers &angers hift "$ nos.nos. "$ nos. nos. #C 2& . $. Operators Operators #-nos.

. .esign.eltamethrin 0ermethrin 9lumethrin @thoprophos 6emacur 2' . • Ty7e) '1 Pr'"u#t)          Aclonifen 9luopicolide Benfuresate O'adiargyl . %alibration of instruments legal validation of equipments M instruments. • A#t!<!t!e)     Brea(down maintenance of equipments and instruments. installation and commissioning of equipments and instruments. 0reventive maintenance of equipments and instruments.91:.

FONI. A%@TI% A654.1)E O.I I O0FO041 A&I6@ 2.@ H0P*CH+*.I8& 54.FI. 3( .I %51OFI.FI.@ 0OTA I8& %51OFI.B*-")E .*P0+ ME.1$E H0$.C"P)"- 54.I8& %46I.*.@ %80FO8 %51OFI.*2EPE.%3 I O0FO0A6O1 2I0A3 &IN@.FI.@ 05T5A1I% A654.@ PH*SPH*.P.I8& %AFBO6AT@ %O&&@F%IA1 TFI@T541 A&I6@ O.@ @T541@6@ . T5IO641 %51OFI.M O.@ 81058FI% A%I.FO%51OFI% A%I.*/1$E S*$1.FO%51OFI% A%I.I%51OFO-O-6ITFOA6I1I6@ 54.• R$? 3$ter!$8 u)e" &@T5A6O1 .M B1 C".E-E &O6O%51OFOB@6O@6@ . N41@6@ )*+. 05@6O1 S*$1.I8& BOFO54.S */0CH+*.@ 2@.@ - - 91:6.I0A3 O.

'#8* Ch8'r!n$t!'n Ch8'r!"e Phen'#y$n'8 Lent gases to crubber E)ter!1!#$t!'n C$t$8y)t . 5.6a%6 . +ater olvent 2I0@3 Reaction/washing/ Distillation B:A#!" I .O$.'8<ent =n<er)!'n M5 Re#'<ery '1 B$)!" Centr!1u0e Centr!1u0e 31 .• F=5O( CHART Pr'"u#t De8t$3ethr!n m0B.'8<ent F!8tr$t!'n MeOH N$OH .

• Pr'"u#t!'n 7r'#e))  . The estor is made free of @.ichloride in reactor.0@ liners placed in & drums directly from the dryer using the auto filling system. The product is crystallied at acidic p5 and centrifuge. The dried deltametherin is filled in 5.-. 6OT@* The process test* a sample of deltametherin technical is tested for compliance as per quality plan for finished product.        • Ty7e) '1 3$ter!$8 h$n"8!n0 eBu!73ent) u)e"   9or( lift 5ydraulic pallet trolley 32 .iisopropyl Amine in reactor -"".Dryer ?$)h!n0 /WL P$#C!n0 Dry!n0FUn8'$"!n0 91:6."" P.% and isomeric inversion is carried out in solvent Iso = propyl alcohol is presents of . The drums are then scaled and labeled. The dried under vacuum in dryer --". (g.eltamethrin is manufactured by reacting phenocy and with Becistheonly chloride in solvent ethylene . Output of deltametherin is in the range .

then goods will be send to the customer.ispatch*  The coordination between both departments is needed when the customer need arises in the mar(et.  After then finished goods are produced it will be send to stores department for storage purpose. 2B3 0urchased and 0roduction*  The coordination between this both departments are needed when the raw material is not in the stoc(. is whenever need of product are require raw material than they send intimation or requisition note or list to store department. 2. then the supplier of raw material for the requirement. if the goods are in stoc( the dispatch department will send those goods to the customers.• C''r"!n$t!'n 2et?een 2A3 tores and 0roduction*  The coordination between the production department and store department.  The dispatch department will place the order to the production department.  And if the goods are not there then the production department will produce those goods according to the customer needs and specification. then the purchased department would placed the order as per requirement.  After receiving the order. 2c3 0roduction and .3 0roduction and @ngineering* 33 .  The purchased order approved by the authori?ed person.

esign qualification Installation qualification Operational qualification 0erformance qualification pecific standardi?e validated analytical method are used for the products on a machine. #3 -3 .3 $3  . M!#r' – 3't!'n .tu"y     &achines wor(s on micro procedure controls. The coordination between both departments emerged when the production department has a problem regarding their machine an other things. &achine has to undergo different qualification process till its for real function application. • T' )tu"y the "et$!8) '1 $ny )!n08e eBu!73ent) F 3$#h!ne '7er$t'r $n" #'33ent) 'n re8$te" 3!#r' – 3't!'n $)7e#t)* 501%* 25igh performance 1iquid %hromatography3  501% is one of technique which is use for separation.7e#!1!#$t!'n '1 F!n!)he" G''") De8t$3ethr!n 34 . critical. identification. • Ch$r$#ter!)t!#) 'r . precious. and qualification of different components of analytical mi'ture. &achine has got very specific. and specific parts of components those help for operation of machine. &achine has got specification application. they will place an order to the engineering department.

.eltamethrin 2A@ 9". !A... to ."Q 91:-." to #"#"% P . CHAPTER – 3 35 ..escription2character3 Identification by 501% Identification by T1% Appearance of the test olution 2$Q Toluene3 &elting point Optical Fotation2$QToluene3 .-C$" 3 %ontent pecification +hite to beige %rystalline powder hould be positive hould be positive %lear K colorless to slight yellow !A.A.%haracteristic . &in.

• De7$rt3ent$8 . 36 .tru#ture $n" $88 $#t!<!t!e) @!#e Pre)!"ent AnC8e)h?$r M$n$0er PAA M$n$0er ECC M$n$0er A"3!n M$n$0er PAA M$n$0er OHC M$n$0er A"3!n HR .en!'r M$n$0er 91:-.

 Time Office (eeps the records of all the employees including . • Det$!8) =n E378'yee) Per)'n$8 F!8e 3% . the main function of the time office is to see whether the employees come and leave the organi?ation at the right time and get their remuneration according to the wor( performed. Operators. @'ecutives.   Deeps the record of daily attendance. 5ead. Transfer of attendance record into through punching into the system.• Fun#t!'n) O1 T!3e O11!#e In Bayer %rop cience 1td..ept. technicians and contract employees.

The right (ind and proper number of people required only the basis of assessment process. Other . /ratuity 6omination form uperannuation Option form 0ersonal detail form for Identiy cards Identiy %ard Joining detail to 5O for 09 6os K @mail-id @mail K Other I.epartment Application Blan( 9orm duly filled with 0hotographs 0re-employment medical fitness report Joining report Testimonial verification 2a3.. &anpower planning Bayer %rop cience is carried out generally on need or requirement basis. 3& • • • . Transfer form etc. to 0ayroll @mployee %ode K 0unching %ard 1eave %ard 8 9 1+ 11 1* 13 1/ 1. • Hu3$n Re)'ur#e P8$nn!n0 %Re#ru!t3ent $n" )e8e#t!'n Re#ru!t3ent 1: M$n7'?er P8$nn!n0 • 5uman Fesources is considered as the assets in the organi?ation.ate of )oining .eclaration form. 6 6ame Of @mployee . That is why necessary to ma(e plan for 5uman Fesources and this leads to ma(e 5uman .ocuments 09 6omination form .evelopment and simultaneously organi?ational development too. @mployment related 2c3. .s Ban( AM% 6o. /enerally from doing &00 the management came to (now about the e'cess or deficit of manpower requirement. If the recruitment procedure is done successful then we can say that the manpower planning is done correctly.r:N': Per)'n$8 F!8e A#t!<!ty O1 E378'yee) 1 * 3 / . 16 1- 91:8. @ducation K chool 1eaving %ertificates 2b3.

are promoted to higher position.'ur#e 3' . *: &'2 De)#r!7t!'n &'2 "e)#r!7t!'n !) n'th!n0 2ut ?r!tten )t$te3ent) th$t "e)#r!2e the • . &anpower hire requisition is been filled for new as well as replacement positions.• After ma(ing proper planning it is also necessary for management approval. etc. The company uses two type sources of recruitment. ==: E>tern$8 . • Fesponsibilities. /: Re#ru!t3ent 7r'#e"ure • • In Bayer %rop cience the recruitment is done on the basis of manpower planning. qualification. The position specification should accurately and completely describe the permanent duties and responsibilities that are assigned and performed. and • Feporting relationship and cowor(ers of a particular )ob. • &ost important contributions and outcomes needed from a position. uppose if there is an internal recruitment ta(es place then the competent employee based on his s(ills. @-mail. • Fequired qualification of candidates. managerial levels as well as non managerial level. 3: &'2 . e'perience. how it is done and how it relates to other positions within and outside the wor( unit. which the recruitment of a candidate ta(es place within the organi?ation itself.7e#!1!#$t!'n • • Job pecification which tells that what the wor(er is responsible for doing.. 5ear the internal recruitment for both the levels i.'ur#e Internal sources refers to the sources.e.uties. =: =ntern$8 . 9or internal recruitment information is passed for recruitment of an employee via.

In these application blan( it contains many question related to applicants personal bio-data. A special panel is formed which consists of 0ersonnel &anager and Fespective . which is to be answered correctly and if those candidates whose score above the target set it to be selected.epartmental 5eads. gender. . /: F!n$8 =nter<!e? A special committee is formed for conducting a final interview. 3: Per)'n$8 =nter<!e? %ompany conducts panel interview for applicants who applies for the position. email address. age. etc. which the recruitment of candidates ta(es outside the organi?ation. contact no. logical questions.@'ternal sources refer to the sources. 9or e'ternal recruitment of the candidates the company contact with many consultancy or employment e'change. @'perience Rualification 9amily bac(ground Fesume Fecent photograph *: (r!tten te)t +ritten test is administered for few candidates. religion.e8e#t!'n Pr'#e)) B% has a systematic procedure for selection of employees. weight. marital status. address. It includes* • • • • • • 0ersonal Information* 5eight. The following are the procedure for selecting a candidate in B% they are*- 1: A778!#$t!'n B8$nC A candidate is as(ed to fill the application form in his own handwriting. also go with the reference chec(s. etc. 4( . In written test there are some questions is to be given related to maths. name.

&edical test is ta(en from outside the company and generally is ta(en by :. • 9rom this. The main ob)ective of the company for the preparation of 0A report is as under* • To promote employees based on his performance • To confirm service of probationary employees after completion of these probation period. 6arendra hah 26av)ivan 5ospital3< • Per1'r3$n#e A77r$!)$8 )y)te3 1'r "!11erent 8e<e8 B% prepares performance appraisal report of every employee once in a year.The committee includes 5ead of . A candidate must be fit both mentally as well as physically. In case if any candidate is found unfit heMshe is to be re)ected.epartment. 41 .r. . • 1et (now where the employees stand in front of their competitors. also the employees came to (now their strengths and wea(ness.: Pre e378'y3ent 3e"!#$8 E>$3!n$t!'n Te)t &anagerial chec(up for both managerial K non managerial @mployees. and functional department. • It also acts as a feedbac( for all the activities carried out by the management. But specially for technical staff wor(ing in production department. 0ersonnel &anage. • To assess the training and development needs of the employees.

Ability to learn new things.$1etyF =. etc. other. Gu$8!ty '1 ?'rC F De7en"$2!8!ty %onsider frequency of errors and general accuracy of output. Initiative. sense of responsibility and ability to complete assignment on time.O  8se and maintain 0ersonal 0rotective @quipments 42 . Gu$8!ty '1 ?'rC F "e7en"$2!8!ty   %onsider volume of wor( completed on an average daily basis.'1t – te$3 ?'rC F#'33un!#$t!'n F !nn'<$t!<ene))F "!)#!78!ne      Able to wor( in a team Ability to get along with superiors. upervision required completing the assignment and output as per target.y)te3 A"heren#eD. tea and snac(s brea( time  .   . Thoroughness. Oral and written communicationM 0resentationM 1istening ability %reative thin(ing .The #r!t!#$8 A77r$!)$8 7$r$3eter ?h!#h !) #'<ere" un"er the $77r$!)$8 1r'3 they $re $)  &'2 Cn'?8e"0e F =nte88!0en#e      Technical and general (nowledge of all aspects of wor( procedures. energetic 5onestM @thicalM BehaviorM 0unctualM Observation of lunch. self driven. etc.disregard wor( re)ected. fellow employees.

9ollows the system and procedure li(e I O and Other application system during wor( Mu8t! )C!88F A"$7t$2!8!tyF F8e>!2!8!ty

  

+or(s on more than one tas( at a time-shows interest to ta(e more responsibility in his wor( areas. Ability to ad)ust from one department to the other and ability to acquaint with new changes. Atten"e"$n#eF Phy)!#$8 F!tne))

   

Fegularity of Attendance Feadiness to wor( e'tra if required 9it to wor( any where in the plant

R$t!n0 .#$8e Cey 1'r '<er$88 7er1'r3$n#e R$t!n0
SA" B" - A" C" = B" ," = C" T,"

Per1'r3$n#e P$r$3eter
@'cellent Lery good /ood atisfy 6eeds Improvement

91:9;

• Tr$!n!n0 An" De<e8'73ent A#t!<!t!e) !n#8u"!n0 Fee"2$#C Pr'#e))
Training is provided in the following ways*  In house training by internal faculty is arranged as per the plan.  In house training by e'ternal faculty is arranged as per the suitability and availability of e'ternal faculty.  @'ternal training is arranged as per the suitability and availability of e'ternal programs. 43

 On the )ob training is provided to employees of related areas.  Technical training can be e'ternal or internal as per the requirement.  6on-technical and motivational training are mostly e'ternal.  Fecently training related to U5ealth7 was imparted to employees.

Fee" 2$#C Pr'#e))
After completing the training program, participate will fill up the action planM training effectiveness form in duplicate K one copy will be submitted to 5.F department and participants will (eep one copy for his own reference. 0articipant will write minimum two action plan for implementation*  On implementation of learning7s in the wor( place, a post training review after three months of the program, the participants will report the action ta(en for implementation of training and his report will be verify and assessed by his departmental 5ead.  There should have the visible outcome of the program and it7s impacts on the functioning of the individual M department M organi?ation. In case of functional training program, the departmental 5ead will ma(e and assessment of how useful the program was for the department M organi?ation during the post training review.

• Ty7e) O1 Tr$!n!n0 Pr'0r$33e) F'r E378'yee) An" @'#$t!'n$8 Tr$!nee)
In order to enrich K develop the (nowledge of its staff, company underta(es various training K development activities. Training is generally divided into four types.

#. 9unctional Training K %ross = 9unctional Training*
 ;epartmental Ob)ectives training 44

     

;epartmental O07s Training %ommon ystem 0rocedure training A0 operation = RA &odules training 0roblem solving using analytical, logical training +arehouse management @'cise Fule and Fegulations training

*: GH.E 9Gu$8!ty He$8th A .$1ety En<!r'n3ent;  5ealth awareness  9irst-Aid training  @lectrical safety and static electricity training 3: .7e#!1!# Tr$!n!n0  %omputer training  %hemical @ngineering for 6on %hemicals @ngineers training  Dnowledge of standardi?ation of 0ac(aging  tarting an @'port and Import Business training  &aterial afety ;ata heet training /: Beh$<!'r$8 Tr$!n!n0  %ommunication training  0ersonal @ffectiveness  5ealth @ducation Training

• A<er$0e Tr$!n!n0 M$nD "$y) F H'ur) Per E378'yee)
  Training should be average -$ hours per employees in year. The achievement of average training man = days M hours per @mployees are C-., Q in -"#".

45

wor(ing condition.• Pr'3't!'n 7'8!#y At Bayer %rop cience 1td. 46 . )ob satisfaction. productivity and to decrease absenteeism. promotion decisions are ta(en on the of following*    0erformance reviews Authority K responsibility Rualification and e'perience required in particular )ob basis • (e81$re A#t!<!t!e) +elfare activities means provision of various facilities and amenities to the employees to improve their morale. living standard. turnover an grievance.

%FIT@FIA 0robation period 6otice period .tru#ture r no.iwali weet 9amily .A 2. 6 8 9 1+ 8niform afety shoes Fainy wear +inter wear Towel oap .no.ay ports 1ong ervice Award @mployees taff e'ecutive All employees All employees Optr M tech e'ecutives Optr M tech e'ecutives Optr M tech e'ecutives All employees All employees All employees All employees 9*:+.$8$ry . • ($0e An" . # . Item 1 * 3 / .earness Allowances3 &A6A/&@6T i' month Two month 6ot eligible 4% TA99 i' month One month @ligible .9ollowing are the welfare facilities provided to the employees* r.

ays 9*:1..A of last year of march -. peaceful K cooperative.ays ## .ays ! .$ .ays On basis P.. 6o conflicts.  • A#t!<!t!e) #$rr!e" Out T'?$r") Or0$n!H$t!'n De<e8'73ent  5igher education provided to employees for the organi?ation development • A"3!n!)tr$t!<e A#t!<!t!e) 4& . C B A ! #" ## ##.ays ## .ays . . #$ 0roduction Incentive Attendance allowances 1TA 21eave Travel Allowance 3 &edical Feimbursement 01 2 0rivileges 1eave3 %1 2%asual 1eave3 05 20aid holyday3 01 @ncashment %1 @ncashment Bonus 1 2 ic( 1eave3 @ligible 6ot eligible . . stri(es have been observed in the history of organi?ation.  The IF environment of the company is cordial.epends up on grade -. . etc."3 @ligible eligible #. between the employer K trade union K govt. • Industrial Felation tructure  Industrial Felation is the relation among the employee of the organi?ation and the employer.ays @ligible 6ot allowed 6ot eligible #" days Bonus @ligible Basic P . It involves both the internal relation of organi?ation and other e'ternal relations.A2if more than .

     Transport %anteen ecurity +ashing the uniform %ourier service • C'37uter A778!#$t!'n !n HR $n" )'1t?$reJ) u)e" t' $))!)t !n HR M$n$0e3ent 1un#t!'n    A0 1OT8 version Training card 4' .

CHAPTER – / • Departmental Structure 5( .

y)te3 F Pr'#e))  Budget &anual* 51 . • Bu"0et$ry #'ntr'8 .91:8.

a3 b3 c3 d3 8nfilled position Feplacement Transfer K reorgani?ation 6ew position ==: =n<e)t3ent . depreciation.% and find out the gap. b3 Based on sale plan considering with the inventory manufacturing budgeted volume to prepare. million @uro Types of e'penditure* a3 product e'pansion b3 up gradation of e'isting product capacity c3 infrastructure d3 intangible assets ===: .  Budget period* /enerally.$8e) 78$n a3 Based on historical and mar(et analysis sales department will plan for product sale.I. types of investment plan* a3 1ump sum b3 S # &illion @uro c3 T . c3 Based on manufacturing volume we prepared e'panses budget were ma)ority e'penses are 2@nergy. manpower cost. and production related material cost3 these cost further group under production and service. d3 Based on product quality service cost allocated to product. He$" #'unt In head count we are consign actual 5.% with budget 5.ecember which Is their financial year. &illion @uro d3 S . 52 . it is yearly planning from January to .

.ouble entry ystem • F!n$n#!$8 .. company is having more liquidity than in -""!.Q in %urrent liabilities. V 1:. • A##'unt!n0 Meth'"F .-C M .. The increase in %urrent Fatio was due to the fact that there was considerable decline of #.9 1. *++9 D . Budget centers* Budget centers are either department-wise or product-wise..9 1 =nter7ret$t!'n 5ere we can see that in the year *++9.ET RAT=O K CURRENT A. F CURRENT 5=AB=5=T=E. while in the year *+1+ it was 1:. 5ence there is a considerable difference between both years..--.-#B V 1:33 1 *+1+ D . the ratio was 1:33 1."C.ET..ET.!$C M $. 5ere.C"!. *.. in Bayer %rop cience it is ta(en as department-wise and hence plantwise.. 1. GU=CK A.t$te3ent An$8y)!) =n#8u"!n0 An$8y)!) A =nter7ret$t!'n Thr'u0h R$t!' '1 5$)t * F!n$n#!$8 ye$r) • ACCOUNT=NG RAT=O 9R): =n 3!88!'n.. – =N@ENTORYD DEBTOR.$#. 53 ..A... CURRENT RAT=O K CURRENT A.y)te3  . 5ence in year -"#"...F CURRENT 5=AB=5=T=E.

K +:+/3 1 =nter7ret$t!'n 5ere we can see the Ruic( asset ratio of the company for the year -""! and year -"#".A.#. 1.-.!!."#$ M . . but it decreased to +:+/3 1 in the year *+1+: The decrease was due to decline in %ash K Ban( balance by #C.. .!!A = #...Q in -"#".C.C"!. Though there is huge decline in %ash K Ban( balance..A".BCA M $. in year *++9 the ratio was +:+/...--."C. 3..!BC. reduction in Ruic( asset ratio was marginal due to the fact that there was also decline in %urrent 1iabilities by #.$B!. =N@ENTORY TURNO@ER RAT=O K CO.. 1 *+1+ D ....-C = .-#B K +:+/..$#..O5D A@ERAGE =N@ENTORY 54 .!$C = .-AQ in the year -"#".T OF GOOD..*++9 D .

C-B.CA-.C"! P C.. M . I C5O.O5D K OPEN=NG .!BA = .-. F =n<ent'ry Turn'<er R$t!' *++9 D .$B..K 6%6*-%11.TOCK I C5O.-.K 3+ D$y) =nter7ret$t!'n 5ere.=NG ...C" M ##.TOCK *++9 D .-.$B.%+83 *+1+ D ."A.C#.T OF GOOD.C$C. .AA.-!C = ..C#.C"! K . in *++9 and 11:8* in *+1+ respectively.-.-.$B./1 =N@ENTORY HO5D=NG PER=OD K 36+ DAY. NET (ORK=NG CAP=TA5 K TOTA5 CURRENT A."".. 5ence the company7s ability to convert stoc( into sales is lower in -"#". M $$B.M . we find that toc( Turnover Fatio of both years is 1*:*.K .%/-.$# K 11:8* T!3e) CO. /. A@ERAGE =N@ENTORY K OPEN=NG .C"! M . K 1*:*.A.C"..C" M #-.K //-%++3 *+1+ D .ET – TOTA5 CURRENT 5=AB=5=TE. T!3e) *+1+ D C.6+%.TOCK F * *++9 D . K 3+ D$y) *+1+ D .TOCK I PURCHA.!C P ..C"! P .*++9 D . 55 .##.E.=NG ..AA...!C P .

C.+%6-."AC.B"B. T't$8 T$n0!28e A))et) V All fi'ed K current assets = Intangible assets *++9 .##C.A V .!-.9-%9*.. The increase in 6et +or(ing %apital was due to increase in investment in Inventories by B...-#B K 1%3.Q in -"#".#. F TOTA5 TANG=B5E A."Q.C-C M A. The increase can be attributed to increase in Feserves K urplus by almost -$.A.C-C V +:98 1 *+1+ D .".ET. V +:8/ 1 56 ..C*# in -""! to "..A.$#.6 1 *+1+ D ...!B.""B.CB..AC-.!A# = ##".!AB P $."!.C!A M $!B-.#Q and decrease in %urrent liabilities by #.B$$ = #"A.-"-.!$. 6.B"*# in -"#".!. V +:."C.%. while in year -"#" it was -...!$C = $.-C = .--.##$.!$."C"...AC$ V 8%-+-%11=nter7ret$t!'n The above ratio shows that there is increase in proprietary ratio from "..*++9 D .CB... *+1+ D A.. PROPR=ETORY RAT=O K PROPR=ETORY FUND. an increase of .!B-. the net +or(ing %apital was #.!-... *++9 D $.. K *%+86%6-3 =nter7ret$t!'n +e can find that in the year -""!.. .Q in the year -"#".!AB P .C"!.AA! V 8%++-%8.. M A.+9%6*6 *+1+ D .A#B..##B V +:-+ 1 Pr'7r!et$ry 1un") V hare %apital P Feserve K urplus *++9 ... *+1+*.$. F =NTERNA5 EGU=T=E... *++9 D $.A...! V /%.-"" M C.. DEBT EGU=TY RAT=O K ELTERNA5 EGU=T=E.

A.!$".Q in -"#".##$.!. K also subsequent increase in @'ternal equities by --..ebt-equity ratio from ".$8e) K *++9 D 13% 9/+%+/9 *+1+ D 16% */-%61 =nter7ret$t!'n The above ratio shows that there is decline in /ross 0rofit Fatio to C..Q.E>tern$8 EBu!t!e) V ecured K 8nsecured loans P %urrent 1iabilities K 0rovisions *++9 D $-C.!AB P .$8e) M 1++ *++9 D !.#.! V /%9-*%6*6 *+1+ D A.!.B$! P .V /%86*%698 *+1+ D #.C.= .B.B.$..C#! W#"" K 63 N G:P K . K 1+%*-8%.!$C P $.-BA. The marginal decline is due to in increase in Feserves K urplus by almost -$.#.Q as • %osting of the main 0roduct 5% ...A.-"-.Q in the year -"#"..C-B.$8e) – C:G:..!A to "..BA!. =nter7ret$t!'n The above ratio shows that there is decline in .#AQ.""! M #.$B. ales by #C.# V .$.!"."A."!.!AB P $.. *++9 D #$. G:P R$t!'K G:P F Net ..C!A = C.#$. M #C.B.##.A V 6%+6+%9*...83 Net .A$. -.."$! W#"" K 6.!... The decline was due to in increase in 6et compared to increase in /ross profit only by #".-$B.N *+1+ D #".%+9-%*++ =ntern$8 EBu!t!e) V hare %apital P Feserves K urplus *++9 .B. K 9%31/%++9 *+1+ D #C.

LAT etcX R$te) '1 T$>e) A T!3e) '1 P$y3ent 5& . corporate ta' etcX =n"!re#t t$>e) @'cise ta'.CO.T=NG R$? 3$ter!$8 #')t I M$n7'?er 7$#C$0!n0 #')t I D!re#t 8$2'ur K Pr!3e #')t Over head* %%0% = conversion cost and pac(ing cost 0robability &achine activity 0ersonal cost Ruality o7 head @nvironment o7 head ite o7 head %ompany o7 head  T$>e) Types of Ta'es*   D!re#t t$>e) income ta'. sales ta'.

AP 5' .R$te) B$)!# T!3e '1 P$y3ent Pen$8t!e) Re3$rC 9!ntere)t.er<!#e t$> #" Q -Q #Q . if sales are #AQ within the state. rate3 . If sales are outside the state then % T is applicable. E"u#$t!'n .e#'n"$ry 9 !n E"u#$t!'n GuE$r$t. of th E>#!)e "uty #" Q -Q #Q subsequent month . D . • C'37uter )'1t?$re u)e" t' $))!)t !n F!n$n#!$8 M$n$0e3ent  . D #AQ D @'cise is levied on manufacture of final product but is collected on removed of final product. of subsequent month --nd of subsequent month --nd subsequent th #AQ @AT $Q P #Q 2Add. ervice ta' levied on services #A Q provided. It is levied by state govt. Q of LAT rate as applicabl e in state - - C.T - - month 9*:*.

tru#ture 6( .CHAPTER – . • De7$rt3ent$8 .

• A88 A#t!<!t!e)  All activity technically procurement 61 .Site Procurement P1 3Site Procurement4 P2 3Site Procurement4 91:9.

     0ro)ects ervices 2facility management.   • Ty7e) '1 .epend up on item Based on past history Based on own e'perience Lendor are sent a vendor questionnaires and based on the information provided. A visit to the vendor premises may be done to educate the vendor and understand M evaluate his capability. repairs K operations3 @quipments. not o(* re)ect3 payments • @en"'r . the vendor are included the list of the approved the vendors. machine etcX Faw material K pac(aging activities are done in powai 2&umbai3 • Pur#h$)e Pr'#e"ure           Fequirement 2 specification which is technically approved3 8ser department sends 0F to purchase department. Fequest for quotation %ommercial discussion Internal approval 0O 2purchased Order3 .e8e#t!'n      Lendors are selected on the basis of specification* .t're) 62 . Then it is a continuous process. house (eeping. car rental etcX3 &FO 2 maintenance.elivery /ood receives Technically o( M not o( 2 o( * accept.

UE PROCEDURE 63 .5igh reach $ Foad truc( 2 for(lift 3 . .TORE.t're) 7r'#e"ure . =.oc( leveler • .      Faw material store 0ac(ing material store 9inished goods material stores /&0 2 goods manufacturing practice 3 store Technical store 2@ngineering store3 1inen store • M$ter!$8 H$n"8!n0 !n )t're)     5ydraulic pallet trolley mall carrying trolley %rane Folling 2 between two pac(s approach rolling case3  &aterial handling tools in warehousing    . /OO. PROCEDURE I 8@ F@%@I0T 9I6I 5@..

 This note is send to office for further records.  They chec( the quality.  Operators receive the information.  64 . number of bo'es and then random chec(.  0urchase order is then chec(ed in the system. RT4. TO%D R1T4. 8 @. Bills of material  Feservation through system = Fequisition is informed one day earlier through system.  Then truc(s are ta(en inside and trac(ing number K consignment number will be serial wise while there will be separate number for raw material K finished goods. RECE=PT PROCEDURE ecurity chec(s the consignment to (now for which company it has been brought.  These consignments are handed over to operator and the unloading dept. then palleti?e and put pallet number. Issue note is prepared in form of control note. IT@& F@R.  Then delivery challan is passed on to office.  Then material is issued K operator will record how much physical issue will be made. operator will give shifting order K the material will be removed from rac(s.  If it is approved..  Operators will chec( in register whether the material required is in stoc( and whether it has been approved by Ruality Assurance .ept. I 8@ 9OF&AT BAT%5 F@ L6.

correction can be done.  If it meets standard then it is approved. F=N=.  Then loading will be done and later on gate pass is given.I6/ 5@@T 0FO. PROCEDURE  0lants place issue note in system. 1OA.  The parameters are chec(ed and all parameters are chec(ed. This information is entered in registers.8%T BAT%5 6O.  The material is placed in rac(s and also rac( number entry is put in register.  @ntry in loading sheet is made because before ma(ing final entry in systems if there is any changes.  Ruality dept. will prepare nonconformance report. upplier is then contacted and problem is informed. If samples are re)ected then Ruality dept.HED GOOD. tores in charge will stic( tag as Ure)ected7. upplier comes and ta(es bac( re)ected material.  This challan is handed over to time office and the information is entered in system.  Then samples are ta(en. will chec( from systems what material has come. 65 . R8A6TIT4  Operator receives loading sheet and records the information.  Allocation of goods is done in system through TO 2 toc( Transfer Order3 @veryday there is monitoring.

• =n<ent'ry M$n$0e3ent . • .  6o specific analysis of material are done all materials are stored in groups forms and given equal importance and care.uring this period this system will be solved. It means to say that the following e'ample are as followed which e'plain it* E<ery #'"e )t$rt) ?!th +++1 =N #'"e !) u)e $) t' re1err!n0 !n =n"!$ E<ery #'unty h$<e !t) '?n #'"e 1'r th$t: =TEM 9E>. 0ipe &otor Fota &eter %ement 00@ 2 0ersonal 0rotective equipment 3 0ump CODE I6&0I@ """# to !!!! I6@&OF """# to !!!! I6IF&F """# to !!!! I6%%@T """# to !!!! I6/00@ """# to !!!! I6R080 """# to !!!!    NAME &echanical @lectrical Instrument %ivil /eneral @quipment 9*:3.t'#C @er!1!#$t!'n      The verification is based on AB% analysis It will verify every quarterly by cross function.29irst in 9irst Out3 method.y)te3  equencing of material here it is done according to F=FO . Internal auditor K e'ternal auditor @'ternal audit is done by 0+% 2 power water house3 In . .  In case any raw = material are of perishable nature are sent first for usage. 0erpetual inventory = it means the every month verification done by -"" items through cross chec( item."th march the annual verification will be closed.• M$ter!$8 #'"!n0 )y)te3  The material coding system of this industry is machine wise and alphanumerical wise. 66 .

CHAPTER – 6 6% .

• Departmental Structure HOD M$n$0er A E>e#ut!<e O7er$t'r) 9*:+. 6& .

In process sample *  @ach K every department has their own criteria based on their e'periences. Liscometer 6' . %ertifying the raw material III. Then completing production process the analy?ing on the basis of specification the product should be )udge.A department. And then after it reaches to the customer.      Boiling 0oint Apparatus 9lash 0oint Apparatus Darl fisher* To chec( the water content of material 05 meter* To find out 05 level of material. • Types of instrument used      501% 2 5igher 0erformance 1iquid %hromatography3 /% 2 /as chromatography3 8L pectra scan IF 2infra spectra photo meter3 &elting 0oint Apparatus* To find out melting point of solid product. Testing the raw material II.  To verify this criterion they submit sample to R. they proceed to ne't stage or otherwise ta(e further action as required.• All Activities   Faw material analysis The product should be analysis on the basis of specification * I. 9inished goods    After analy?ing the perfect quality of raw material should be shifted to the plant for the further process.  Based on this result. IL.

• Method of Cali ration  In the quality assurance process the method of calibration is ta(en (nown component with primary standard. • !arameters Tested in the La       %omponent purity analy?ing Impurity profile analy?ing &elting point Appearance Boiling Fange 9lash 0oint %( .

CHAPTER – - %1 .

• Departmental Structure And All Activities 9*:1. %2 .

ocuments sent to be central e'cise duty for signature. And the name of the transports company*    IF9% 2 Indian Foad 9right %areer3 BOF8D@ +estern AF4A • D!)7$t#h Pr'#e"ure An" F'r3$t     +e get e'port order from 5ead office powai in &umbai. F'r3$t • • • • • • • • • • • • • • • • 0ac(ing list @'port invoice @'port pac(ing list format @'port invoice certificate @'cise invoice AF@ # 2 Application for Femoval of @'cisable goods for invoice3 . and truc( will be dispatch. Then the detailed of the document will be sent by the customer to us. They sent to documents to the customers.• M'"e O1 D!)7$t#h A 5'0!)t!#    /oods will be loaded into truc(s Through road ways it will be send to &umbai poat Then it will be transported through ea ways and Air ways • .'ur#e) O1 M'"e D!)7$t#h In the Bayer %rop cience the product should be dispatch through Truc(s. +hich included information about document. ealing the container dispatching %3 . material.elivery challan cum gate pass 1orry receipt Trem card ecurity gate pass %ertificate on analysis Transport chec( list 9orm $". +e sent the detail to the foreign trade department.

%4 .

“TRAINING & DEVELOPMENT” %5 .

organi?ations. It is never ending or continuous process. It is an organi?ed procedure by which people learn (nowledge and s(ill for a definite purpose. his training is ta(en care of by the organi?ation after he has been employed by the organi?ation. behavior and attitude. %apability of a person depends on his ability to wor( and the type of training he receives. ince training In Indian inputs may vary from on-the-)ob e'perience to off-the-)ob training. +hile his personal capability is evaluated through proper selection procedure.• =NTRODUCT=ON OF TRA=N=NG The efficiency of an organi?ation depends directly on the capability and talent of its personnel. most of the organi?ation underta(es some (ind of training for their employees. • DEF=N=T=ON OF TRA=N=NG AND DE@E5OPMENT Training can be defined as the process of bringing the manpower of an organi?ation to the desired level of performance. behavior and attitude from the e'isting level or performance. training and development activities have assumed high importance in recent years because of their contributions to the achievement of organi?ational ob)ectives. %6 . Training is the process of increasing the (nowledge and s(ills for doing a particular )ob. Training is aimed at improving the behavior and performance of a person. and how motivated they are.

It results into an It also adds to the earnings of the wor(ers because of increase in production.  In case of vacancy arises.  Trained wor(ers handle machines and equipments much more carefully  Trained wor(ers feel that they are properly cared for and the employer is sincere to them. It helps them up to develop their potential capabilities. OF TRA=N=NG The advantages of training 0rogramme are numerous.  It induces in the minds of the wor(ers a feeling of security and )ob satisfaction.  Trained wor(ers can ta(e necessary precaution to avoid accidents.  A trained wor(er shows a high degree of self = discipline and self = supervision. increase both in quantity and quality of output.• AD@ANTAGE. It raises the morale of the wor(ers. it is possible to fill it up. The ma)or ones are as follows*  A trained wor(er gives improved performance. %% . because a trained employee is already available.  Training leads to an increase in the s(ills and efficiency of the wor(ers. This reduces supervision costs.

evelopment activities< To study various types of training which is held in B% .  To identify the problems and provide suggestions to improve the method and procedures use for training to the employees of B% . To ascertain the opinions of the employees on training programmes conducting in B% . Training programmes prepared by B% is effective and useful or not.OB&ECT=@E OF THE . %& .TUDY     To learn more about :Training 0rogrammes K .

 Technical training can be e'ternal or internal as per the requirement  Fecently training related to U5ealth7 and U9irst Aid7 was imparted to employees. FOR ORGAN=.#!en#e 8t": TRA=N=NG  Fegarding the B% employees.AT=ON DE@E5OPMENT The activities carried out for organi?ation development are*  This unit considers human resources as the most valuable assets of the firm hence to improve the managerial efficiency.=n B$yer Cr'7. for this purpose e'perts are appointed to import the (nowledge to the trainees especially when difficult points and concepts are to be taught. it has well built facilities for training of all • ACT=@=T=E. profit and sale.evelopment 25F.  The higher level employees 2administrating level3 are given specific training so it automatically leads to increase total production. %'  . In B% 5uman Fesource . newly )oined employees are given best training for increasing their morale. 1td.3 ection loo(s after Training K .evelopment of its employees.  On the )ob training is provided to employees of related areas.  5ere.  1eadership development  Team building  Improve communication  This unit uses lecture method to develop the manager in the most effective way.

epartmental O07s Training  %ommon ystem 0rocedure training  A0 operation = RA &odules training  0roblem solving using analytical.epartmental Ob)ectives training  . logical training  +arehouse management 3: .7e#!1!# Tr$!n!n0  %omputer training  %hemical @ngineering for 6on %hemicals @ngineers training  Dnowledge of standardi?ation of 0ac(aging  tarting an @'port and Import Business training  &aterial afety .ata heet training /: GH.ecision ma(ing training -.TYPE. 9unctional Training K %ross = 9unctional Training*  .E 9Gu$8!ty He$8th A .  5ealth awareness  9irst-Aid training  @lectrical safety and static electricity training &( . OF TRA=N=NG Behavioral %ross functional M 9unctional pecific afety 1: Beh$<!'r$8 Tr$!n!n0  %ommunication training  0ersonnel @ffectiveness  1eadership training  .$1ety En<!r'n3ent.

0ro)ect Based.  In house training by e'ternal faculty is arranged as per the suitability and availability of e'ternal faculty.  In house training by internal faculty is arranged as per the plan.E TRA=N=NG PROGRAM AT BC.  6on-technical and motivational training are mostly e'ternal.The HRD )e#t!'n 'r0$n!He) t?' ty7e) '1 tr$!n!n0 7r'0r$3) 1'r te#hn!#$8 A n'nDte#hn!#$8 e378'yee):  In = 5ouse Training 0rogram  Out ide Training 0rogram =N HOU. safety etc. pro)ect based.E TRA=N=NG PROGRAMME  Out 5ouse Training 0rogramme are generally 6eed Based. &1 . 9NONDTECHN=CA53 TRA=N=NG PROGRAM BY Outside @'perts %aptive 9aculty  Training given on* need based. OUT HOU.  @'ternal training is arranged as per the suitability and availability of e'ternal programs.

. # . BB #. 19 ) B$ #B A. # 1* MONTH &$n Fe2 M$r#h A7r!8 M$y t't$8 &2 .! /1+ ELTERNA5 Tr$!n!n0 P$rt!#!7$nt) Pr'0r$33e) # # +8 . =ntern$8 A E>tern$8 Tr$!n!n0 Pr'0r$33e) $re #'n"u#te" $) 2e8'? =NTERNA5 Tr$!n!n0 P$rt!#!7$nt Pr'0r$33e) . . Th!) ye$r !n BC.

intranet etc.'ur#e '1 "$t$ 0rimary data* Ruestionnaire econdary data* )ournals.• Re)e$r#h Meth'"'8'0y  Re)e$r#h P8$n Types of training Training programme Training needs identification Fesponse of the employees  ." employees &3 . annual reports.  D$t$ C'88e#t!'n Meth'" urvey &ethod  P'7u8$t!'n '1 the )tu"y #. maga?ines..B employees  .$378e )!He .

" $" .r: N': a3 b3 c3 d3 e3 Total P$rt!#u8$r trongly agree Agree 6eutral trongly disagree ." -. -" eries# B " trongly agree Agree 6eutral trongly disagree .tr$te0y: D' y'u $0ree ?!th th!) )t$te3entY .isagree N': '1 re)7'n"ent) ##" "C ".• D$t$ An$8y)!) A =nter7ret$t!'n 1: Y'ur Or0$n!H$t!'n #'n)!"er) tr$!n!n0 $) $ 7$rt '1 'r0$n!H$t!'n$8 . $" .. +hile B Q of employees disagree with the statement. &4 .isagree =NTERPRETAT=ON As the above graph indicates that the $" Q of employees thin(s that the Organi?ation considers training as a part of organi?ational strategy. . #" . 9N. -" #..." Per#ent$0e 9N. -" B #"" $" .

isagree N': '1 re)7'n"ent) "A #."Q of employees thin(s that the %ompany understands the training needs of employees." Per#ent$0e 9N. -" #.r: N': a3 b3 c3 d3 e3 Total P$rt!#u8$r trongly agree Agree 6eutral trongly disagree .. -B .*: COMPANY un"er)t$n") the tr$!n!n0 nee") '1 y'uO . -" #"" ." ". &5 . ." $." 9N. " -B -" eries# =NTERPRETAT=ON As the above graph indicates that the . " trongly agree Agree 6eutral trongly disagree . "# "C . $" ." . +hile -"Q of employees disagree with the statement. -. #" .isagree .

.. #B -B . #"" . eries# .r: N': a3 b3 c3 d3 e3 Total P$rt!#u8$r trongly agree Agree 6eutral trongly disagree . . o the company may ta(e more effective steps in creating easy access to annual training plan and training calendar. -" -B #B ".. -" -" 9N. " trongly agree Agree 6eutral trongly disagree .isagree N': '1 re)7'n"ent) "C "A ". "# #" .Q employees thin( that they do not have easy access to Annual Training 0lan MTraining calendar made on yearly basis whereas -BQ agree with this statement. . #.isagree =NTERPRETAT=ON The above graph indicates that the ." Per#ent$0e 9N." -.. &6 . #" .3: D' y'u h$<e e$)y $##e)) t' Annu$8 Tr$!n!n0 P8$n F Tr$!n!n0 #$8en"$r 3$"e 'n ye$r8y 2$)!)O .

. &% ." -" #" " 1ess than #" #" to -" -" to $" &ore than $" #" " " eries# =NTERPRETAT=ON As the above graph indicates that the !"Q of employees attended less than #" training programmes in a year.r: N': a3 b3 c3 d3 Total P$rt!#u8$r 1ess than #" #"--" -"-$" &ore than $" N': '1 re)7'n"ent) -B "." $" ." Per#ent$0e 9N. +hile the #"Q of employees attended #" to -" training programmes./: On $n $<er$0e h'? 3$ny tr$!n!n0 7r'0r$33e) "' y'u $tten" !n $ ye$rO . . !" #" #"" !" !" A" B" C" 9N.

. Agree 6eutral " trongly disagree . B...isagree && .. $" . B... #." -" #" " trongly agree #........r: N': a3 b3 c3 d3 e3 Total P$rt!#u8$r trongly agree Agree 6eutral trongly disagree . "." 9N.: =n y'ur ?'rC% y'u 1!n" !t e$)y t' 7r$#t!#e A !378e3ent the tr$!n!n0 y'u h$<e re#e!<e"O ..isagree N': '1 re)7'n"ent) "$ -"# "." Per#ent$0e 9N.. #" #"" A" B" C" .. . eries# #" ....

".$ eries# B.$ ." $. -" #. -.." ." 9N.BB B. " .Q of employees agree to find it easy to practice K implement the training they have received..=NTERPRETAT=ON As the above graph indicates that the B.C! #""  Other An)?er)    Both Internal M @'ternal +or(shop (ind of training Organi?ational visit K sharing of technical (nowledge . #" .".. $" . ##.. "A "-C Per#ent$0e 9N. 6: (h$t 3'"e '1 tr$!n!n0 3eth'" "' y'u 7re1er 1'r Bu!#C A e11e#t!<e 8e$rn!n0 !n y'ur 'r0$n!H$t!'nO .. .BB ##.r: N': a3 b3 c3 d3 Total P$rt!#u8$r Job rotation @'ternal training %onference M discussion Internal training N': '1 re)7'n"ent) "." ..C! Job rotation @'ternal training %onference M Internal &' discussion training . +hile #"Q employees are disagree. #.

$" .." ."Q of employees thin(s that the @'ternal training is more useful in quic( K effective learning in the organi?ation.. " trongly agree ..... -.. " Agree 6eutral '( trongly disagree .C!Q employees prefer internal training over e'ternal training.. . +hile B." Per#ent$0e 9N... #." 9N. .isagree .....r: N': a3 b3 c3 d3 e3 Total P$rt!#u8$r trongly agree Agree 6eutral trongly disagree . #"" ... -" #... . -: The tr$!n!n0 )e))!'n) #'n"u#te" !n y'ur 'r0$n!H$t!'n !) u)e1u8 !n enh$n#!n0 y'ur Kn'?8e"0e% .. . #" .isagree N': '1 re)7'n"ent) #" #.C!88)% $n" Att!tu"e: D' y'u $0ree ?!th the )t$te3entO ." $... "# "$ ." eries# #.=NTERPRETAT=ON As the above graph indicates that the . .

.$. (ills."$ -C.=NTERPRETAT=ON As the above graph indicates that the .". +hile #. "C -. #. Per#ent$0e 9N.Q employees disagree with the statement.$."! #""  Other An)?er)     5uman resource or I0F /eneral management Job specific training 5igher study of training related to )ob description '1 .".r: N': a3 b3 c3 d3 Total P$rt!#u8$r afety awareness 6egotiation s(ills &achine operation Behavioral s(ill N': '1 re)7'n"ent) "B "B ".. .." Q of employees agree with the training sessions conducted in the organi?ation is useful in enhancing employees Dnowledge. and Attitude. 8: T' 7er1'r3 'ther E'2) !n y'ur 'r0$n!H$t!'n% ?h$t tr$!n!n0 'r e>7er!en#e ?'u8" y'u reBu!reO ...

#" . Industries M presentation s(ills 0iping design 1eadership s(ills A0 system M engg. -C." -. 9: H'? ?e88 !) the !n1r$)tru#ture '1 the Or0$n!H$t!'n t' )u77'rt Tr$!n!n0 A De<e8'73ent A#t!<!t!e)O .". %hemical engg. negotiation s(ills.   . -" #. 6 unit operators M (nowledge on %onservation in chem.."$ eries# afety awareness 6egotiation s(ills &achine operation Behavioral s(ill =NTERPRETAT=ON As the above graph indicates that at the same level. " .". -. .. ."! #. .$. 9N. -B $" #" #"" '2 ..$. employees required training on safety awareness." Per#ent$0e 9N. And others required training on specify as above.r: N': a3 b3 c3 d3 e3 Total P$rt!#u8$r @'cellent Lery /ood /ood Average 0oor N': '1 re)7'n"ent) "B "A #".

. eries# -B =NTERPRETAT=ON As the above graph indicates that the $"Q of employees thin(s that infrastructure of the Organi?ation to support Training K ." '3 Per#ent$0e 9N. BB #"" . #" #" . +hile #"Q thin(s that it is average.isagree N': '1 re)7'n"ent) "B -. -" #.evelopment Activities is good." -.. 1+: A )3$88 "!)#u))!'n F 7re)ent$t!'n t' y'ur #'88e$0ue) he87 !n ret$!n!n0 A )'8!"!1y!n0 the 8e$rn!n0 1r'3 Tr$!n!n0 Pr'0r$33e $tten"e" 2y y'uO . " " @'cellent Lery /ood /ood Average 0oor -. 9N. -. .r: N': a3 b3 c3 d3 e3 Total P$rt!#u8$r trongly agree Agree 6eutral trongly disagree .$" $" .

A" B" C" ," 9N; $" ." -" #" " trongly agree -.

BB

eries#

" Agree 6eutral

" trongly disagree

" ;isagree

=NTERPRETAT=ON As the above graph indicates that the BBQ of employees agree with this statement. And -. Q of employees strongly agree with the statement which indicates the strong need of introducing K implementing a well built program for those who come after receiving e'ternal trainings K their colleagues.

11: (h$t $re the 0ener$8 #'378$!nt) $2'ut the tr$!n!n0 )e))!'nO .r: N': a3 b3 c3 d3 P$rt!#u8$r Ta(e away precious time of employees Too many gaps between the sessions Training sessions are unplanned Boring and not useful N': '1 Per#ent$0e re)7'n"ent) 9N; "# .... ". ". "$ '4 #" #" #....

e3 Total

6one

#! ."

C.... #""

B" C" ," $" 9N; ." -" #" #" " 2a3 2b3 c3 2d3 .... #"

C....

eries#

#....

2e3

=NTERPRETAT=ON As the above graph indicates that the C....Q of the employees thin( that there is no general complains about the training season while #.Q of the employees find it boring K less useful.

1*: (h$t $re the #'n"!t!'n) th$t h$<e t' 2e !37r'<e" "ur!n0 the tr$!n!n0 )e))!'n)O

'5

.r: N': a3 b3 c3 d3 Total

P$rt!#u8$r Fe-design the )ob Femove interference Fe-organi?e the wor( place 8pgrade the information of the material given during training

N': '1 re)7'n "ent) "#" "#. -B

Per#ent$0e 9N; B.$# .B.". B.$# $A.#, #""

 Other An)?er)    &onitoring effectiveness of training %ontents, methodology and location ;epends may includes one or more of above base on nature and sub)ect of training

," $, $" ., ." 9N; -, -" #, #" , " a3 b3 c3 B.$# B.$# .B.".

$A.#,

eries#

d3

=NTERPRETAT=ON As the above graph indicates that the $A.#,Q of employees thin( that training material should be upgraded and interferences during the training session should be removed for more effective training programmes.

'6

'% .#""  Other An)?er)    %ombination of technical K soft s(ills %onsider case study /ood presentation with technical s(ills C" . And others statement specify as above." -" A #" " a3 b3 c3 $" .-Q and $"Q employees thin(s that the presentation s(ills and people s(illsMsoft s(ills is important to ma(e the training effective K smooth." $" 9N.13: (h$t $re the )C!88) th$t the tr$!ner )h'u8" 7'))e)) t' 3$Ce the tr$!n!n0 e11e#t!<eO . Per#ent$0e 9N.r: N': a3 b3 c3 Total P$rt!#u8$r hould possess only Technical s(ills 0eople s(ills or oft s(ills are more important than Technical s(ills 0resentation (ills N': '1 re)7'n "ent) "#" #. -. .- eries# =NTERPRETAT=ON As the above graph indicates that the . A $" .

'& .... #. #"" C" ..........issatisfied N': '1 re)7'n"ent) "$ #C "$ "...issatisfied Lery . "# .13: O<er$88% h'? )$t!)1!e" $re y'u ?!th the tr$!n!n0 y'u re#e!<e" 1'r y'ur Pre)ent &'2O .." $" 9N. .. #B . =NTERPRETAT=ON As the above graph indicates that the ......Q employees are satisfied with the training they have received in their present )ob.issatisfied Lery . . eries# -" #" " Lery atisfied atisfied 6eutral ." .issatisfied #. #B . #. +hile #BQ of employees disagree with the statement.r: N': a3 b3 c3 d3 e3 Total P$rt!#u8$r Lery atisfied atisfied 6eutral . #." Per#ent$0e 9N.

 %ompany understands the training needs of its employees.uring my course of study I found the Training K .  As company has a well built Annual training plan for current year.  &ost of the employees implement their learning from the training program to their wor( and self development.  &ost of the employees showed their concern and willingness to attend more training K e'perience in safety awareness and negotiation s(ills.  On an average employees have attended #" training programs in a year which may be increased by encouraging innovativeness and participation at wor( place.evelopment system of Bayer An(leshwar good K effective. There are no ma)or things to be improved but mentioned below are some of the findings of my study. it may focus on sharing the same with the employees for better access and participation.  &ost of the employees thought that more training on presentation s(ills K technical s(ills should be give to the trainer '' .• Re)u8t) A F!n"!n0  .  Infrastructure of the organi?ation is found to be very good K supporting for the training activities.  &ost of the employees prefer e'ternal training for effective learning.  &ost of the employees agreed that the training materialMinformation should be upgraded.  In general most of the employees are satisfied with the training programmes they receive.

 %ompany may consider the designing of Training programmes a little more effective K interesting. 1(( .  %ompany may do some interesting e'ternal training programmes and also motivate the employees to attend the same K also consider some e'tra innovative activities for the internal training programmes as well.  %ompany may encourage the internal trainers to enhance K enrich their (nowledge about the presentation s(ills and technical s(ills. I would li(e to contribute some suggestions from my findings of the study.  %ompany may consider the upgradation of the training material and its information given to the employees during the training session to improve their wor( efficiency and (nowledge in their sub)ect area as well as other areas.u00e)t!'n)  As I got an opportunity to study the Training K development functions of this company.• .

Bayer %ompany has given me good practical (nowledge for my future wor( life. In Bayer An(leshwar. most of employees are happy with training programme which are held on a continuous basis. Overall the environment K culture of B% is good as almost everyone is supportive and coordinative. I spent A wee(s for my summer training. Those days are my best memorable days in life. In my period of study I also got to attend one in-house group training program on :9irst Aid K health awareness< which was well structured K delivered to the participants. And also the good infrastructure provides K supports the training programs to be carried out more efficiently.    1(1 . In Bayer %ompany I learned about the different departments and their functioning. it found that the Training programmes are necessary K important requirement for a company. It not only helps them to perform their current )obs effectively but also prepares them for their future avenues. 5ence with the help of my mini pro)ect study K survey.• C'n#8u)!'n  In Bayer %rop cience. It helps the employee to upgrade their e'isting s(ills and develop new s(ills K abilities.

1(2 .

A 2’nd year Student from Narmada College of Science & Commerce. a) Stron ly a ree d) Stron ly #isa ree ) " ree c) -eutral . Your c-operation will help us to complete this study successfully. Bharuch is undergoing a generalized Summer Training Project. $% &our 'rgani(ation considers training as a part of organi(ational strategy% Do you agree with this statement5 a) Stron ly a ree ) " ree c) -eutral *% C'M!A+& understands the training needs of you. a) +ess than 1( ) 1(62( c) 2(64( d) More than 4( e) $isa ree d) Stron ly #isa ree e) $isa ree d) Stron ly #isa ree e) $isa ree /% 0n your wor12 you find it easy to practice # implement the training you have received."uestionnaire on Training # Development I. All the information given y you shall e used only for Academic purpose. Dhara Jitalia.B.% 'n an average how many training programms do you attend in a year. c) Stron ly a ree d) " ree c) -eutral -% Do you have easy access to Annual Training !lan / Training calendar made on yearly asis. a) Stron ly a ree ) " ree c) -eutral d) stron ly #isa ree e) $isa ree 1(3 . B.

....... a) Stron ly a ree ) " ree c) $isa ree d) Stron ly #isa ree e) -eutral 7% To perform other 8o s in your organi(ation2 what training or e9perience would you re4uire. a) Stron ly a ree ) " ree c) $isa ree d) Stron ly #isa ree e) -eutral 1(4 .......... :% .. a) Sa8ety a<areness ) -e otiation s=ills c) Machine operation d) Behavioral s=ill e) "ny other! speci8y . 5% The training sessions conducted in your organi(ation is useful in enhancing your 6nowledge2 S1ills2 and Attitude% Do you agree with this statement.3% What mode of training method do you prefer for 4uic1 # effective learning in your organi(ation... a) 7ob rotation ) E:ternal trainin c) Con8erence 9 #iscussion d) 1nternal trainin e) "ny other! speci8y ..ow well is the infrastructure of the 'rgani(ation to support Training # Development Activities. a) E:cellent ) >ery 2oo# c) 2oo# d) "vera e e) Poor $<% A small discussion / presentation help in retaining # solidifying the learning from Training !rogramme attended y you.........

. a) >ery Satis8ie# d) $issatis8ie# ) Satis8ie# c) -eutral e) >ery $issatis8ie# c) ..A+60+> &'B 1(5 .e6#esi n the ?ob ) ...$$% What are the general complaints a out the training session. $-% What are the s1ills that the trainer should possess to ma1e the training effective.e6or ani@e the <or= place d) Borin an# not use8ul e) none >eneral 0nformation? @optional) Amployee +ame? Designation? Department? T.................p ra#e the in8ormation o8 the material iven #urin trainin e) "ny other! speci8y .emove inter8erence d) .% 'verall2 how satisfied are you with the training you have received for your !resent =o . $... a) ... a) )a=e a<ay precious time o8 employees ) )oo many aps bet<een the sessions c) )rainin sessions are unplanne# $*% What are the conditions that have to e improved during the training sessions..... a) Shoul# possess only )echnical s=ills ) People s=ills or So8t s=ills are more important than )echnical s=ills c) Presentation S=ills e) "ny other! speci8y .

intranet  %ompany7s maga?ines.com  Feferring others earlier pro)ects as a secondary data.com  www.  www. etc. B=B5=OGRAPHY  Information ta(en from internet.google.wee(ipedia. 1(6 . annual report.yahoo.com  www.