BANGLADESH UNIVERSITY OF TEXTILES, DHAKA

EXECUTIVE DEVELOPMENT CENTRE (EDC)

SHAHID TAZUDDIN AHMED SARANI
TEJGAON I/A, DHAKA-1208

INTERNSHIP REPORT ON

TÜV Rheinland Bangladesh Pvt. Ltd.

Plot #17, Road #113/A, Alauddin Tower (5th to 8th floor)
Gulshan-2, Dhaka-1212, Bangladesh

ACADEMIC SUPERVISOR
Dr. Ahmed Jalal Uddin
Assistant Professor, Department of
Yarn Engineering

INDUSTRIAL SUPERVISOR
Masud Kaiser
(Assistant Manager, Key Account Management-KAM)
TUV Rheinland Bangladesh Pvt. Ltd

INTERNSHIP PERIOD
1 July 2021 to 30th September 2021
St

SUBMITTED BY
Md. Iftakher hasan
ID: 2016496

Date of submission: 23th October 2021

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 Acknowledgement

I take this opportunity to give thanks to the Almighty God for seeing me through the
completion of this project. The work of carrying out this investigation needed adequate
preparation and therefore called for collective responsibility of many personalities. The
production of this research document has been made possible by invaluable support of many
people. While it is not possible to name all of them, recognition has been given to a few. I
am greatly indebted to my academic supervisor Assistant Professor Dr. Ahmed Jalal Uddin
Sir & my industrial supervisor Mr. Masud Kaiser for his professional guidance, advice and
unlimited patience in reading through my drafts and suggesting workable alternatives, my
profound appreciation to you. The entire staff of TÜV Rheinland Bangladesh Pvt. Ltd
cannot pass without my special acknowledgement for taking time off their busy schedule to
provide me with all the information I needed in the course of the research. Without their
immense cooperation I would not have reached this far. Thank you all.

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 Executive Summary

Garments and garments testing sector now a day are undergoing a transformation, especially
with regard to competition, technology and innovation. To retain in this business, the most
important factor is to satisfy customers. So service providers need to take steps to know
about the customers‟ satisfaction level. This report is to find out how TUV Rheinland is
managing its customers and also the satisfaction level of customers who are taking services.
The scope is that, this report may give ideas to the management, so that they can take
decisions regarding modifying the strategies of providing services to the customers.

The report also covers the activity and its application in TUV Rheinland Testing Services
Limited. However, scope of the report is as follows:

 Human Resource Management (HRM Department)

 Quality Management

 Compliance & CSR

 Finance & Accounting

 Marketing & Merchandising

Limitations of the Report

Discussion about testing industry is a vast subject, but only some selected areas have been
covered in this paper. Up-to-date information regarding the industry is unavailable and lack
of information is found about competitors. Some information has been taken from website
that is regarding global TUV Rheinland instead of local. However, the biggest limitation is
the confidentiality and unauthorized information sharing issues. Since this report is prepared
for a purpose outside the organization, the examples and evidences drawn here in relevance
to the study is kept as less specific and personal as possible. Another limitation is the time
constraint. Such a report requires more continuous time in nature where in- depth problems
can be located more specifically.

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 LETTER OF ENDORSEMENT

To whom it may Concern

This to certify that Md. Iftakher hasan, ID Number: 2016496, student of Post-Graduation
Diploma in textile Management, under Executive development program, Bangladesh
University of Textiles worked under my Supervision, during this Internship period and he
worked in TÜV Rheinland Bangladesh Ltd.
He has worked majorly in five department of TÜV Rheinland Bangladesh Ltd. Submitted
Internship report can be accepted and considered for further evaluation.
I would like to take this opportunity to wish him all the best and every success in his career.

............................................
Dr. Ahmed Jalal Uddin
Academic Supervisor
Assistant Professor, Department of Yarn Engineering
Bangladesh University of Textiles.

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 LETTER OF ENDORSEMENT

To whom it may Concern

This letter is to certify that all the information mentioned in this document is true and not
confidential to the company. The project mention here have had successful involvement of
Md.Iftakher hasan, ID Number: 2016496, student of Post-Graduation Diploma in textile
Management, under Executive development program, Bangladesh University

I would like to take this opportunity to wish him all the best and he will lead a successful
career.

............................................
Masud Kaiser
Industrial Supervisor
Assistant Manager, Key Account Management (KAM)
TUV Rheinland Bangladesh Pvt. Ltd

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 Declaration
I the undersigned declare that this internship report is based on my own work carried in the
organization TÜV Rheinland Bangladesh Ltd. During the period from 1st July 2021 to 30th
September 2021.
Name: Md. Iftakher hasan ID: 2016496 Signatures:

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 Table of content
Title Page number
Acknowledgement 2
Executive Summary 3
Limitations of this report 3
Letter Of Endorsement 4-5
Declaration 6
Table of content 7

8
1. Chapter One - Introduction

9-15
2. Chapter Two - Company Profile

16
3. Chapter Three - Area of Studies
3.1 Human Resource Management (HRM Department)-
17-21
Including SWOT Analysis

3.2 Compliance & CSR- Including SWOT Analysis 22-26

3.3 Finance & Accounting- Including SWOT Analysis 27-30

31-35
3.4 Quality Management- Including SWOT Analysis
3.5 Marketing & Merchandising- Including SWOT Analysis 36-41
4. Chapter Four – Five (05) Years Development Plan 42-44

45
5. Chapter Five - Analysis and Evaluation
6. Chapter Six- Recommendations 46
6.1 Sample Login Time 46
6.2 Turnaround Time (TAT) Issue 46-47
7. Chapter Seven - Conclusion 48
8. Chapter Eight – Appendices 49-52
9. Chapter Nine – Reference 53

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 1 CHAPTER ONE

Introduction:
Bangladesh is a country with known as a Brand name country in textile sector which is
“Made in Bangladesh”. The average productivity of Textile industry is higher than in any
other industry. As people move out of agriculture into textile industry, because the sector
can provide high-wage employment for large numbers of workers and can raise social
productivity by producing high-value goods on a mass scale. Besides, developing countries
can earn valuable foreign exchange by exporting textile manufactured products and the
ensuing foreign exchange can be used to invest in new vintage of machines and
technologies so that a rapid move up the technology ladder becomes possible. The
importance of industrial development as an engine of Bangladesh's economic growth is also
reinforced by a growing realization that the development of textile sector.

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 2 CHAPTER TWO

Company Profile

2.1 About TÜV Rheinland Group:

TUV Rheinland BD Pvt. Ltd. is one of the most successful Multinational companies in the
world. From its headquarters in Cologne, Germany, TUV Rheinland is active in all major
industrial sectors and areas of life. These include the energy business, the production of
consumer goods, the automobile industry, basic materials, investment goods,
environmental technology, trade, construction, the food industry, aviation, the IT sector,
logistics, banks and financial service providers, agriculture, leisure and tourism, as well as
the education and healthcare sectors. TUV Rheinland has been developing solutions to
ensure the safety, quality and economic efficiency of the interaction between man,
technology and the environment. They firmly believe that social and technological
progress is inextricably linked together. Currently, The Company offers around 2,500
services in the six divisions Industrial Services, Mobility, Products, Life and Health,
Training and Consulting and Systems.

Logo: TUV Rheinland

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2.2 Vision of Tuv Rheinland Ltd.
By 2017 TUV Rheinland will generate outstanding revenue ($30 Million), to be
recognized as the fastest growing and most profitable business unit in Bangladesh
Textile Testing sector. TUV Rheinland will be benchmarked for its Service quality,
business ethics, and state-of-art technology and recognized as the preferred employer,
in Bangladesh.
2.3 Mission of TUV Rheinland Ltd.
The central purpose and the role of TUV Rheinland BD Pvt. Ltd. defined as:
Customers:
TUV Rheinland BD Pvt. Ltd. is the first in the customers mind and the first respond.
TUV Rheinland BD Pvt. Ltd. gets close to the clients so that it becomes part of their team
and they become part of TUV Rheinland. It is forming long term and rewarding business.
TUV Rheinland identifies the root cause of any customer dissatisfaction and ensures that
immediate corrective action and learning takes place.
Products and services:
TUV Rheinland provide good quality Services within the shortest lead times. TUV
Rheinland continually strives to achieve the best balance between its Testing machine, its
systems, and its people to achieve outstanding levels of performance.
Business Growth:

TUV Rheinland business growth is driven largely by its ability to innovate and create new
systems, Services and opportunities. TUV Rheinland encourages and supports its people to
constantly seek better ways of doing things for Textile Testing sector. TUV Rheinland
critically analysis and agree the strategies to ensure its remain focused on its organizational
goals.
People:
TUV Rheinland is committed to win the hearts and minds of its people by providing the
best possible work environment and opportunities for personal and professional growth.

Stakeholders:
TUV Rheinland continually strives to win and retain the highest respect of the
community it serve, the regulatory bodies, and our business partners. TUV Rheinland
provides the highest possible return to our investors.
Quality Policy:
TUV Rheinland goal to achieve ‘Total Customer Satisfaction’ through continuous
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improvement of their Service quality
Core Competencies
Adding value for the customers by providing service and solution for safety, compliance
and efficiency.
Strategy
TUV Rheinland brand stands for the highest integrity and solidity, they provide their
customers with excellent quality of services, and we have excellent processes to carry out
the services. The strategies followed by the company are-
 Protecting the brand is the highest priority.
 To satisfy not only the requirements of the customers but also maintain the
standards by providing high quality services.
 Innovation is an integral component for the lasting success.
 Improving the results and increasing company’s revenues are the goals for the
economic success.

2.4 Origin of TUV Rheinland

The history of the TUV Rheinland Group is the story of its growth from a regional testing
organization into an international provider of technical services. The company can trace
its origins back to 1872, when a group of entrepreneurs founded the Dampfkessel
Uberwachungs Vereine (DUV) or Steam Boiler Inspectorate as their own independent
organization dedicated to ensuring technical safety. Since it was founded in 1872, TUV
Rheinland has grown from a regional testing organization into one of the world’s leading
testing service providers. Today, the company operates with its own companies in 69
countries around the world. It works for the quality and safety of new technologies in new
markets. With revenues of more than € 1.7 billion TUV Rheinland achieved almost all of
its major goals in the 2017 business year. As a result, the Group’s dynamic and single-
minded growth path is set to continue in 69 countries worldwide.

Milestones in development of TUV Rheinland

1872: Acting on their own initiative, entrepreneurs set up the “Verein zur Uberwachung
der Dampfkessel” (an organization to inspect steam boilers) in the districts of Elberfeld
Acting on their own initiative, entrepreneurs set up the “Verein zur Uberwachung der
Dampfkessel” (an organization to inspect steam boilers) in the districts of Elberfeld and
Barmen, Germany to ensure the safety of their production facilities - the forerunner of

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today's TUV Rheinland Group. Soon afterwards, the organization was commissioned to
carry out mandatory inspections.

1877: Acting on their own initiative, entrepreneurs set up the “Verein zur
Uberwachung der Dampfkessel” (an organization to inspect steam boilers) in the districts
of Elberfeld and Barmen, Germany to ensure the safety of their production facilities - the
forerunner of today's TUV Rheinland Group. Soon afterwards, the organization was
commissioned to carry out mandatory inspections.
1900: DUV inspects the first automobiles and administers driving license tests.
1918: DUV expands its activities to include mining and energy.
1936: DUV becomes TUV, Technische Uberwachungs Vereine (Technical Inspections
Organizations) and Rheinischer DUV becomes TUV Koln.
1962: TUV Koln with 600 employees and six offices is renamed TUV Rheinland E.V.
1970: First foreign TUV Rheinland subsidiary is founded.
1992: TUV Rheinland Holding AG (a holding corporation) is formed to oversee the
operations of the corporate group.
1997: TUV Berlin-Brandenburg E.V. and TUV Rheinland E.V. merge to form the new TUV
Rheinland Berlin-Brandenburg E.V.
2003: Merger with TUV Pfalz E.V. to form TUV Rheinland Berlin Brandenburg Pfalz
E.V., which ultimately becomes the TUV Rheinland Group.
2005: Integration of LGA Beteiligungs GmbH along with two leading Hungarian testing
institutes.
2006: Entry into the United Nations Global Compact initiative. Integration of Brazil’s two
leading testing institutes into TUV Rheinland do Brazil.
2009: World market leader in testing solar panels with new laboratories in USA, Asia and
Germany.
2010: With the acquisition of Geris, TUV Rheinland becomes one of the largest technical
testing service providers in Brazil.
2011: TUV Rheinland started journey in Bangladesh named TUV Rheinland Bangladesh
Private Limited.
2012: TUV Rheinland expanded its business area. The number of employee increases and
the number of services increases.60% of employees are based outside Germany.
2013: TUV Rheinland increases its machines to serve more services. 13 new services are
included to the customer.

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2014: By means of corporate acquisitions in the IT security sector, TUV Rheinland is
becoming one of the world’s largest independent testing service providers for IT security
and information security. New employees are included.
2015: TUV Rheinland Bangladesh Private limited increases its business premises. Number
of employee’s increases and several numbers of services and machineries also increased.
The growth rate is 51%.

TUV Rheinland at a Glance

Name of the company: TUV Rheinland

Origin: Germany

Inauguration 1872

Dhaka Office Chittagong Office

Crystal Harmony
Plot #17, Road #113/A
House #120, Road #11
Alauddin Tower (6th to 8th floor)
O.R. Nizam Road, Nasirabad
Gulshan-2, Dhaka-1212
GEC, Chittagong

Operation: USA, Europe and

Latin America

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Business size of TÜV Rheinland Bangladesh, in 2020 (EURO)
1000000
Sum of January
900000
Sum of December
800000
700000 Sum of October

600000 Sum of September

500000 Sum of August

400000 Sum of November

300000 Sum of July
200000 Sum of June
100000 Sum of February
0 Sum of March
Total

Business size of TÜV Rheinland Bangladesh, in 2020 (Department Wise)

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Organization chart

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 3
Area of Studies
Though I am working in Coordination department thereby I have covered the below five
areas. I have worked each area to know properly the actual working condition of the
department & how they are working. I have tried to find out the strength, weakness,
opportunities & threats of each & every department. The five areas of studies are given
below. Which are mention bellow:

3.1 Human Resource Management.

3.2 Compliance and CSR
3.3 Finance and Accounting
3.4 Quality Management
3.5 Marketing and Merchandising.

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 3.1
Human Resource Management (HRM) in TUV Rheinland:

Human resource is a term used to describe the individuals who comprise the workforce of
an organization, although it is also applied in labor economics to, for example, business
sectors or even whole nations. Human resources is also the name of the function within an
organization charged with the overall responsibility for implementing strategies and policies
relating to the management of individuals (i.e. the human resources). This function title is
often abbreviated to the initials ‘HR’.

Human Resource Department of TUV Rhineland’s a strategy to maximize return on

investment in the organization’s human capital and minimize financial risk. They seeks to
achieve this by aligning the supply of skilled and qualified individuals and the capabilities
of the current workforce, with the organization’s ongoing and future business plans and
requirements to maximize return on investment and secure future survival and success. In
ensuring such objectives are achieved, the human resource function purpose in this context
is to implement the organization’s human resource requirements effectively but also
pragmatically, taking account of legal, ethical and as far as is practical in a manner that
retains the support and respect of the workforce.

At Bangladesh office HR policy:

01. 05 working days. (9-6 PM working hours along with 1 hour break for lunch & prayers)
02. Company provided local & internal training by company cost.
03. Leave policy:
a) Casual Leave – 10 days: A maximum of 10 (ten) days with pay in a calendar year will
be allowed.
Rules:
I. Casual leave is meant to meet emergent and unforeseen circumstance.

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II. Prior approval of the management has to be obtained, for such leave wherever possible,
stating the reason for such leave.
III. This leave can be allowed to be taken at one time for a maximum of 3 (three) days and
cannot be prefixed and / or suffixed with any festival.
IV. Casual leave shall not be carried forward beyond a calendar year, nor can it be en-cashed.
b) Sick Leave – 14 days: A regular or contract employee may apply for Sick leave only
when he / she is sick and unable to continue work or unable to attend work. There is medical
center inside the organization and MBBS doctor is appointed as medical officer for the better
medical support to the employee. Throughout the year an employee will be allowed total
14days sick leave which will be verified by medical officer.
c) Annual leave – 20 days: Annual Leave is meant for rest and recreation for employees.
Company will grant 20 days leave per year for each completed year of service.
-An employee shall be eligible to Annual Leave on completion of his/her six-month
continuous service with the company.
-In case of employees leaving the services of the Company permanently, payment of Annual
Leave due shall be made.
d) Available balance – 50% leave encashment.
e) All govt. holidays
04. Festival Bonus: Two festival bonus are given here. (02 basic are provided)
05. Performance Bonus: Based on business policy & individual performance.

Fig : Human Resource Management department

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06. Provident fund: Company has a provident fund for employee.
07. Contributory: As per govt. policy
08. Gratuity: As per company policy.
09. Long Service Recognition Award: For (5, 10, 15, 20) years’ service holder, company
provide certain amount.
10. Insurance coverage: a) Group life insurance (Self only)
b) Medical insurance:
1. OPD (Outpatient Department)
2. IND (Inpatient Department)
11. Medical conveyance: Under health insurance service, TÜV Rheinland provide spouse
& Children’s (Maximum 2 children) medical treatment.
12. School free: TÜV Rheinland Bangladesh Ltd. Provide the school free up to class 10.
(Maximum 02 baby)
13. Maternity Leave: A confirmed regular female employee is entitled to a total of 84
calendar day’s maternity leave (before and after child birth, i.e. 42 days maternity leave
before delivery and 42 days after delivery). This duration is subject to change to conform to
the Country laws and regulations, if applicable for the organization.
14. Leave without Pay: Leave without pay may be granted to an employee in special
circumstances and when no other leave is available or admissible as entitlement.
15. Employee relation activity:
a) Birthday celebration for staff.
b) Employee of the month award.
c) Annual picnic & cultural programed.
d) Sports event (indoor & outdoor).
e) Town hall program & dinner.

Recruitment and Selection process:

This term is responsible for attracting, selecting & recruiting the right people and other
professionals from the market for TÜV Rheinland Bangladesh Pvt. Ltd.
Recruitment process:
1. Publish advertisement
2. Verify the applications
3. Written test
4. Viva-voce

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5. Permission of the Managing directors’ committee
6. Appoint the employees
Compensation Management:
1. Basic wages/Salaries
2. Dearness allowance
3. Incentives
4. Bonus
5. Non-monetary benefits:
These benefits give psychological satisfaction to employees even when financial benefit is
not available. Such benefits are:
(a) Recognition of merit through certificate
(b) Offering challenging job responsibilities
(c) Promoting growth prospects
(d) Comfortable working conditions
e) Competent supervision
(f) Job sharing and flexi-time.

SWOT Analysis of Human Resource

S=Strengths
● An effective employment branding strategy which builds a philosophy in employees
mind’s that all are same valuable to the employers.
● Use of a Sound compensation philosophy which motives all levels Management.
● Highly effective turnover Management.
● Follow global Safety standards.
● Expert HR Managers as well as energetic team members and Employee friendly sound
working Environment.
● Good Job satisfaction rate of Employees.

W=Weaknesses
● Lack of think tank member in this department. As, HR & Admin department needs to
bring out modern practices and set standard rules in the workplace, they need more
experienced think tank members in this section.
● Communication gap with other HR professionals of similar industry.

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● Lack of modern HR practice.
● Slowness in task completion
O=Opportunities
● There is a lot of scope of development in this department. .
● The HR team is very eager to learn new things relevant to their routine tasks. So, providing
proper training can bring out the best of themselves as well as increase their productivity.

T=Threats
● Improper System. So, controlling the operations and employee issues in the long run will
be less effective.
● Lacking of in-time and proper training and motivation for employees.
● Less capability of managing internal conflict in departments can be real threats for the HR
department in the long run.

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Compliance & CSR

‘TÜV Rhineland’s goal is to be the world’s best independent provider of technical services
for testing, inspection, certification, consultation and training.” Our mission statement
documents both our claim and philosophy. Sustainability is a core topic for TÜV Rheinland
and determines our actions. TÜV Rheinland work profit-oriented with respect to our social
and environmental responsibility. TÜV Rheinland truly believe companies will only be
successful in the long term if they incorporate sustainability in their philosophy and in the
way they manage their business. On top of that, credible, sustainable action makes an
inestimably vital contribution maintaining and further increasing trust in the TÜV Rheinland
brand.

CSR at TÜV Rheinland:

At TÜV Rheinland, the Service Function CSR (Corporate Social Responsibility) is

responsible for managing topics relative to CSR and sustainability and reports to the head
of Corporate Development. As a central control center, the Service Function, communicates
and monitors our sustainability strategy. It manages all corporate CSR-related projects,
initiates both internal and external activities, and is responsible for reporting within the
context of the corporate report vis-á-vis the UN Global Compact. Regional and local CSR
officers ultimately integrate the company’s guidelines into the respective culture and
provide information, in turn, about local and department-specific activities. Everyone
involved exchanges experiences and shares information and best practices on a regular
basis.

CSR practice for TÜV Rheinland Bangladesh Ltd.:

Following CSR activities thoroughly workable for TÜV Rheinland -

1. Free lunch and Tiffin for employee.

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2. Health insurance for entire community.

3. Free pure drinking water for entire community.

4. WTP & Biological ETP.

5. Cultural activities along with games & events.

6. On job training & development.

Compliance at TÜV Rheinland:

The German commercial law has known compliance for a while now. In its core it simply
means that companies generally comply with the law respectively that they act rightfully.
For us at TÜV Rheinland, the compliance with laws, standards, accreditation requirements
and internal guidelines is the foundation of our success. TÜV Rheinland are a neutral and
reliable service provider accepted by all groups of the society who enjoys an excellent
reputation and level of trust. Corruption or illegal behavior at TÜV Rheinland would
therefore cause an immense damage to our Group.

Compliance Management System:

To TÜV Rheinland, compliance means operating and working in accordance with the
respective legal frameworks, internal rules and voluntary commitments. Our daily business
is guided by the values laid down in our mission statement: competence, reliability,
incorruptibility, independence and openness. By means of TÜV Rheinland Compliance
Management System, TÜV Rheinland ensure the Group-wide implementation and
monitoring of our compliance understanding.

Code of Conduct Casebook:

For a clearer illustration of TÜV Rheinland’s code of conduct and a better understanding of
the underlying principles, please find further information on the following pages. Each topic
will be represented by a specific case study.

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 Fig: Compliance & CSR department

1. Data Security and Confidentiality:

The security of private customers’ data and the confidentiality of information are of the
greatest importance and must be ensured at all times; before, during and after providing
services within the agreed scope.

2. Anti-Discrimination:

All employees are expected to respect the personal dignity, private life and personal rights
of others. TÜV Rheinland do not tolerate discrimination on any grounds; e.g. age, gender,
sexual orientation, race, religion or disability.

3. Conflicts of Interest:

A conflict of interest is given in a situation in which interests that do not exclusively serve
the interests of the company when making a business decision might lead an employee or a
manager.

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4. Offering and Accepting Benefits/Gifts:

Gifts or invitations issued to or received from business partners are restricted and must not
be intended to influence or even appear to influence a business decision corruption.
Corruption can be understood as the abuse of an entrusted function/position in order to gain
a material or immaterial benefit for oneself or a third party without being legally entitled to
it.

SWOT analysis of CSR Department.

S=Strengths
● Proper use of CSR theories embedded Managerial Theory, Relational Theory, Political
Theory, Instrumental Theory, Ethical Theory and Integrative Theory facilitate the function
to reduce operational costs as well as improvement on financial performance of the whole
organization.
● Implementation of CSR activities enhances the reputation of company, which creates a
brand image to the company.
● Improved financial performance
● Minimal operational cost.
● Available Capital for investment
● Increased customer loyalty and sales
● Sustainable development.
● Use of recycled products
● Diversity of employees and customers

W=Weaknesses

● Communication gap between companies and general public. Because General public are
less keen to knowing what are the company’s contribution for society, economy and
country.
● Less transparency among the company, there is no proper report of profitability, exact
information, audit issues and utilization of funds.
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● The people think CSR is a narrower term but in reality is a broader term if taken into
action.
● Lack of visibility factor between companies and the general public.
● Spending a lot of money.

O=Opportunities
● Opportunity for being sustainable through Business relationships which are based on
mutual understanding, realistic and true statements.
● As the time and resources are limited, so to grab more power through deep understanding
of mutual dependency and highest potential of mutual benefits.
● Brand image has a better impact on sound business growth.

T=Threats
● For promoting, there is lack of public policies.
● Lack of consistent legislative framework.
● Regulations of Government spending CSR compulsory a certain percentage from the
annual net profit.

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 3.3
Finance & Accounting

Finance is executed as regional Finance function on behalf of the Board of Management for
the whole Group Asia-Pacific and holds 3 main units namely Finance/Accounting, Cost
Accounting and Controlling/MIS. As a service provider, TÜV Rheinland act as an internal
consultants and partners for all Management levels. In addition, TÜV Rheinland provide
services to all users of financial systems and processes. Through TÜV Rheinland activities
make an active approach toward profitability and keeping track of our financial targets. TÜV
Rheinland promote transparency in order to support management's decisions.

The requirements for finance and accounts departments have changed and developed
considerably over the past few years. By introducing globally recognized accounting
principles based on the International Financial Reporting Standards (IFRS) in the financial
year 2008, the TÜV Rheinland Group underlined its claim to be a global player. This
important step towards a modern and common language in internal and external reporting
meets the need for efficient and effective control in a global and networked group. The
Accounting dept. and the Group Accounting/Competence Center IFRS department are
available to the employee to contact should you have any financial accounting queries based
on IFRS and the German Commercial Code.

Finance / Accounting:

Finance/Accounting main responsibilities are:

 Local GAAP and IFRS Accounting

 Annual Audit
 Group Consolidation
 Factura

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  Cash Collection
 Cashflow reporting and Forecast
 Fixed Assets Accounting
 Leasing Contracts
 Corporate Taxation
 Office and Employees rentals
 SAP-FI Competence Center

Fig: Finance & Accounting department

Group Accounting/Competence Center IFRS:

The department Group Accounting/Competence Center IFRS is part of the Finance and
Accounting central division and prepares the Group Financial Statements for TÜV
Rheinland Group, which contains the consolidated Financial Statements for the Group's
parent company, TÜV Rheinland AG and its subsidiaries. The Group Financial Statements
of TÜV Rheinland are prepared in compliance with International Financial Reporting
Standards (IFRS). The department complies fully with external financial reporting
requirements in respect of statutory regulations governing the compilation of consolidated
and certified annual Financial Statements (financial reporting to the public). It also prepares
management-relevant data for the TÜV Rheinland Group Management - including the
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compilation of periodic Group Financial Statements throughout the year. The department is
also responsible for reporting the asset position, financial position, and earnings
performance of TÜV Rheinland to financial and public institutions (particularly the German
Central bank for the purpose of reporting under German foreign trade regulations). To
achieve all of the above, the dept. is also responsible for harmonizing the financial
statements and reporting processes throughout the group, which particularly involves
supporting and coordinating the group reporting process and intercompany reconciliation
process. For this purpose the Conspired IT solution was set up and will be maintained and
developed further on. Furthermore, the department acts as competence center concerning
accounting issues relevant to the International Financial Reporting Standards (IFRS). In
particular, the department is responsible for issuing the central financial reporting
requirements under IFRS for TÜV Rheinland on the basis of IFRS accounting principles
and situational analyses, thus ensuring proper adherence to IFRS rules. The dept. main
purpose is to ensure the timely creation of fully compliant IFRS Group financial statements.

SWOT analysis of Finance and Accounting Department

S=Strengths

● Highly certified and experienced senior management.

● Innovative and energetic Finance & Accounting team

● Maintain all global standards in their functional operation.

● Maintain every year based financial statements.

● Use modern technologies for decisions support.

W=Weaknesses

● Lack of proper training for the adoption of changing circumstances.

● Higher operation costs

● Relatively low salaries than tasks

● Lacking of proper databases for investment decisions.

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O=Opportunities

● Young employees are very keen to learning, huge opportunity to train up them proper way
to incrase their productivity.
● Investigating ways to improve the processes of the function.

T=Threats

● Increasing labors & process costs

● Lack of enough of manpower

● Slow response time

● Less satisfactory services level

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 3.4
Quality Management
I have spent 13 days in Quality department and follow the working procedure of quality
department. I have done a study on the quality department and their strength, weakness and
opportunities as well as threats. During this short period of time my observation in Quality
Department is described below-
Quality Management consolidates globally relevant Quality Management information and
focuses especially on Controlling and Management of Internal- & External Audits, Global
Processes & QM documents and Committee work.

In this section, the QM-Team offers information about our QM-strategy, vision & mission
& services, organizational structure, tasks, and projects.

Corporate Quality Management is responsible to steer all QM activities in the regions,

business streams and partly service functions. Its tasks also includes providing support with
processes, infrastructure, tools as well as consulting and trainings. With that, the QM-team
contributes to developing the quality of all processes at TÜV Rheinland.

QM Vision:

In line with the overall strategy, Corporate Quality Management has defined it’s mission
and vision. Accordingly, the Service Function QM takes over the following tasks:

Vision: Total Quality Management (TQM) = QM + QA + Improvement + Mind Set =

Added Value

Holistic approach towards quality:

 Total Quality Management as management approach to long-term success.

Changing the vision from individual QM in the different entities to a global approach

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 on QM resulting in the improvement of processes and, accordingly, in an added
value.

 Governance task for the definition of a quality strategy and its implementation in
defined fields of action.

 All members of an organization participate in improving processes, products,

services, and the culture in which they work. For that aim, a changed mind-set is
necessary.

Fig- Quality Management department

Creation of a quality mind set:

 Fixing the total quality approach comprehensively in TÜV Rheinland’s process

landscape, quality is a daily companion for all employees.

 All staff is involved and responsible for the quality of their respective processes
and tasks.

 Quality means to comply with formal requirements AND to contribute actively to

improvements in everyday business.
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  Making mistakes is human. To avoid the repetition of mistakes, we scrutinize the
root causes and develop appropriate solutions. This way we learn from mistakes.

 Striving for excellence through spreading best practices.

The QM-team as an internal service provider:

The QM-Team offers activities and services in different fields, e.g.:

 Staff trainings & coachings for QM topics.

 Expert support for different fields of action.

 Detailed communication of QM-related topics.

 Coaching or individual projects for quality improvement.

Performance Management:

The long-term goal is to turn TÜV Rheinland into a process & Performance Indicators (KPI
and PPI) driven company. The goal for 2018 is to start the test phase and start measuring
the process performance. In addition, a professional performance management system will
be implemented and a performance indicators reporting system will be set up. It will be also
a try to harmonize the target setting of the performance indicators. If there are deviations in
the target-performance comparison, corrective actions will be initiated. The Goal for 2019
is the continuous measurement, evaluation, reporting and improvement of the processes.

SWOT Analysis of Quality Management

S=Strengths

● Sr. employees of this function are technically sound and highly skilled.

● There is ISO Certification for Quality department.

● Specific Job responsibility and Quality Assurance Standard is set for each employee of
the department.

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● QI is set thus way so that QA is done after every process in each section.

● High accuracy rate of Quality Assurance.

● Defined Quality Standards.

W=Weaknesses

● Despite having an experienced and technically sound team, no SOP is set yet for proper
functionality.

● Lack of manpower to ensure quality accurately.

● Regular Quality Meeting or Monthly Quality Drill is not initiated.

O=Opportunities

● Good customer Satisfaction rate.

● Establishment of proper and effective teamwork within this department, can provide a
competitive advantage to the company.

T=Threats

● Improper quality standards establishment, can bring disaster for the department, thus the
whole company.

● Some employees seem not to understand quality assurance terms properly. If they are not
trained properly, it may create sustainability challenge to the whole system.

● High quality demand in terms of price is a threat for the company.

● Shortage of personnel impacts on moving clients because of slow responsiveness.

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Fig : NABL Accreditation certificate

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 3.5
Marketing & Merchandising
I have spent 10 days in Marketing & Merchandising department of TÜV Rheinland
Bangladesh Ltd. During my internship period in Marketing & Merchandising department I
have observed the marketing management procedure of TÜV Rheinland & identify their
strength, weakness, opportunities and threats. Basically TÜV Rheinland do not have any
indivudual merchandising department, where a marketing team member plays the role of
merchandiser.

Marketing: Marketing refers to activities undertaken by a company to promote the buying

or selling of a product or service. Marketing includes advertising, selling, and delivering
products to consumers or other businesses. Professionals who work in a corporation's
marketing and promotion departments seek to get the attention of key potential audiences
through advertising. Promotions are targeted to certain audiences and may involve celebrity
endorsements, catchy phrases or slogans, memorable packaging or graphic designs and
overall media exposure. Marketing as a discipline involves all the actions a company
undertakes to draw in customers and maintain relationships with them. Networking with
potential or past clients is part of the work too, including writing thank you emails, playing
golf with a prospective client, returning calls and emails quickly, and meeting with clients
for coffee or a meal. At its most basic, marketing seeks to match a company's products and
services to customers who want access to those products. The matching of product to
customer ultimately ensures profitability.

MARKETING STRATEGY:
As a market challenger TÜV Rheinland is developing following strategies:
• Define strategic objective and opponents
•Choosing an attack strategy
Action Plan:

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• Sample collection from any location within 2 hours of collection request.
• On spot sample receipt acknowledgement and report delivery notification via email and
sms.
• Improve turnaround time (TAT) efficiency by 25% through use of various management
tools like Lean Six Sigma.
2. Most aggressively effective Marketing and Sales team.

TÜV Rheinland support covers:

 Search for secondary information and for market research available on the market
 Data and information collection
 Execution of surveys and analyses
 Selection of the correct method for achieving your objective
 Survey design and briefings
 Selection and controlling of external market research institutes
 Development of questionnaires and manuals for surveys
 Evaluation and publication of reports with concrete recommendations for action
 Access to various external databases

We use the complete methodical spectrum of quantitative and qualitative market

research tools, including:

 Surveys/questionnaires on strategic projects

 Benchmark analyses
 Industry, market, and country analyses
 Determination of market and customer potential and opportunities for new services
 Target group analyses
 Competitive analyses
 Customer satisfaction and customer loyalty analyses
 Brand awareness and brand perception
 Trade fair and event surveys
 Customer workshops, focus groups, and in-depth interviews.

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Merchandising strategy:
Now I am talking about merchandising, where as merketing team members act play the role
of merchandiser.

Merchandising: Merchandising is the promotion of goods and/or services that are available
for retail sale. Merchandising includes the determination of quantities, setting prices for
goods and services, creating display designs, developing marketing strategies, and
establishing discounts or coupons.
Cycles of merchandising are specific to cultures and climates. These cycles accommodate
school schedules and incorporate regional and seasonal holidays as well as weather.

Fig : Marketing & Merchandising department

Types of Merchandising:
1. Marketing merchandising.
2. Product merchandising.

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1. Marketing Merchandising: Main function of marketing merchandising is
i. Product Development
ii. Costing
Ordering Marketing merchandising is to bring orders costly products development and it
has direct contact with the buyer.
2. Product Merchandising: Product merchandising is done in the unit. This includes all
the responsibilities from sourcing to finishing i.e. first sample onwards, the products
merchandising work start and ends till shipment.
As a third party organisation, TÜV Rheinland’s team always collect the customers by
flowing process.
Business Development Team are dedicatedly work for business acquisition, and they
maintain the below information in I Connect-
a. Accounts: After managing global nominations from buyers, a market research is
conducted to figure out which suppliers/manufacturers are working for those buyers and a
potential client company list is prepared.
b. Contacts: Detail information about contact persons of those client companies are
maintained here.
c. Quotes: A visit is made to communicate with client. Brochure, test capability list and
benefits are described to convince, and quotation is provided.
d. Call report: A visit report or client meeting minute including client details, product type
of vendor and production capacity, potential revenue of visited vendor, with which buyer
the client is working, buyer details, next planned visit schedule etc. are maintained in this
segment.
e. Account status: Status of account, whether it is active or inactive, is also maintained.
Active status means revenue generating client. Inactive means non-revenue generating
account and it has no opportunity to generate in future also.
f. Account coverage: How many account or clients have been visited or communicated are
listed here for future reference.
g. Competitors: In case of any client denies doing business with TÜV Rheinland, then with
which they are doing business is enlisted in this section.
However, the following percentage is the target rates for above mentioned three segments:

3. Challenges from competitors:

• Price war: Low price and rebate facility affects the market.

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• One of approved labs: Competitors are getting nomination from the buyers rapidly. Thus
market share is being divided into many labs.
• Competitive service: Competitors are offering faster services in the market like 3 days
turnaround time (TAT), three months credit facility, acknowledgement within 2 hours etc.
• Choosing or shifting power: Supplier bargaining power is very high. They are now very
aggressive regarding the service since they have several options to choose.
• Changing need of customers: Competitors are moving regularly to the customers. Thus
customers become very clever and asking for some additional benefits like rebate on the
monthly sales, waive of report revision charge, emergency service at regular charge etc.
• Retention of employee: Since competitors are increasing their team members and
sourcing from the existing labs, employee retention becomes a challenge.

SWOT analysis of Marketing Department

S=Strengths

● Expert & Experienced senior Marketing Managers as well as energetic Young marketing

professionals.

● Follow standard marketing tools and strategies for achieving clients retention, clients

satisfaction as well as getting sustainable competitive advantages.

● Specially guided by the Managing Director.

● Attractive Advertising policies.

W=Weaknesses

● Comparatively higher operations and management costs.

● Lack of intra-functional audit management.

● Marketing polices involves physical visits, which increased costs.

● Shortage of Manpower.

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O=Opportunities

● Youth professionals are so interested to learn, so there has an opportunity to train them in

proper ways to get maximum payoffs.

● Opportunity to use modern computer-based marketing tools (social media marketing

tools, email marketing, search engine optimization) for client’s attraction.

● Provide actual demand of clients to production using modern technologies.

● Minimizing the error between forecast and actual demand through market analysis.

T=Threats

● Increased competition among rivals for providing best services with minimal costs where

there is comparatively higher operations costs.

● Low responsiveness due to much analyses are needed.

● Uncertainty to changes in international trade can impact marketing as well as whole

organization.

● Increasing operation and maintenance costs.

● Uncertainty in demand due to emergence of Customization.

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 4 CHAPTER FOUR

Five (05) Years Development Plan

It is very difficult for anyone, with only 6 months theoretical knowledge of Executive
Development Program (EDP), and 3 months internship experience, to provide five years
Development plan to an industry. The strategic Goal of the organization is to increase 10℅
profit Growth within (5-6) years. Based on my theoretical knowledge and Internship
experienced below are a five years Development plan that will hopefully meet the
organization's stated goals.

 The first one is- the company should restructure its existing structure and systematic
Working procedures of each department in such a way that supports directly
organization's strategic goals.
 Should set the year-based functional goals for functional areas and set day or week-
based goals for lower level areas

 Should hire experienced, skilled, technically and technologically sound leaders for
each. Which directly or indirectly increased the effectiveness and efficiency of the
organization.

 Should hire young, energetic and innovative leaders for covering the shortage of
Manpower.

 Ensure proper training facilities for Youth professionals which will be learning by
doing, on-job training, and learning by observations that will increase their
knowledge domain. As a result, which directly or indirectly supports the
organization strategic goals.

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 Should enhance office spaces because to achieve the strategic goals, there needs
more office spaces, meeting spaces and lab spaces.

 In the existing business culture, to test samples in the most of the cases, the
organization take help from the third parties. But to achieve the stated strategic goals,
the organization must increase lab capacity such machines, processes or specialist.

 In the age of globalization, the environment and technology is changing continually.

For better understanding of clients, communication between departments, reducing
waste of time and improving performance, organization should be the first-follower
of the fastest technology to achieve competitive advantage as well as strategic goals.

 Always ensures the sound and safe working environment and also ensures the better
flows of knowledge, information and data among the functions of the organisation.

 Should ensure better coordination and collaboration among Departments to increase

effectiveness and efficiency of the organization that consequently supports the
strategic goals.

 Initiate attractive marketing strategies for throughout understanding the clients and
properly supply the information associated with clients to the all Departments whose
satisfy the client’s needs thereby achieve clients satisfaction as well as competitive
advantages.

 Healthy and positive competition needs to be created among employees by offering

financial and psychological motivation; e.g. Employee of the Month.

 Company’s own SMART (Specific, Measureable, Attainable, Realistic and Time

bound) goal should be set. Company’s goals and objectives to be clarified to all
department leaders.

 SMART tools like KPI, SOP, TQM, 5S, Lean Six Sigma are to be used to get better
output. Focus on Welfare, Compliance and CSR is given, as there is a plan to setup

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 Canteen, Day care & Prayer room. Fire & Safety setup is being processed. Different
Social Awareness Campaigns are going to be arranged soon.

 Company’s aim should be doing financial budget calculation, cost calculation,

manm/c. ratio, manpower budgeting, and financial plan for reaching breakeven point
in next couple of years.

If the company can properly maintain the above mentioned development plan, hopefully It
will can easily achieve its stated Strategic goal less than 5. Years.

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 5 CHAPTER FIVE

Analysis and Evaluation

My report work is basically based on five area of studies which is given on above it. I have
done my internship of 3 months in TÜV Rheinland Bangladesh Ltd. The experience of
having worked in TÜV Rheinland was really productive for me, as I come to learn many
things.

 During my period of internship I found all of members are very cooperative and
sincere and maintain it with all time each other.

 All of the department are working through team work such as Quality, Marketing &
Compliance for the best output of the organization.

 Skilled development program will be continue from HR department.

 It should be need more focus on quality management though it has a effect on order.

In the end, I would like to think my academic & industrial supervisor and the team of
TÜV Rheinland Bangladesh Ltd very truly. I would like to mention here the honest and
cooperative staff with which I have worked during my internship period. And last but
not the least, thanks to all those concerned people who guided me in making my work
more efficient and effective.

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 6 CHAPTER SIX

Recommendations
6.1 Sample Login Time
TUV Rheinland sample cut off time is 3:00 PM. It is receiving sample whole day but if the
sample logs in within 3:00 PM then the day will be count and turnaround time will be given
accordingly. But if the sample logs in after 3:00 PM, then it will be registered on next day.
TUV Rheinland provides free sample pickup service no matter wherever the factory is. But
one messenger is allocated for each area and his responsibility is to collect samples from all
nearby factories who request to collect. Thus a messenger who collects samples from
distance area can never get back to office within 3:00 PM. So the sample is registered in the
very next day and customer gets the test report 1 day later than his expectation, which
sometimes affect in product shipment. So, full day cut off time may help customers in this
regard.
At present no other competitor is giving full day cut off time for sample login. So, if TUV
Rheinland remains open for 24 hours and introduces 7 days service with full day sample
login service then customers will find it worth spending their money and at the end will
attract more customers. This blue ocean strategy may give TUV Rheinland a competitive
advantage over its competitors.

6.2 Turnaround Time (TAT) Issue

In terms of test report delivery, currently TUV Rheinland is providing 4 types of services-
 Regular Service in which report will be delivered within 4 working days.

 Express Service in which report will be delivered within 3 working days with 40%
surcharge.

 Urgent Service in which report will be delivered within 1 working days with 100%
surcharge.

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  Same Day Service in which report will be delivered within 8 working hours with
150% surcharge.

Whenever any sample is received by Customer Service Officer, it is passed to

Coordination area for sample registration, and after registration Coordinator passes the
Sample to the lab for testing. After testing, the tested sample with data sheet is passed to
Documentation Officer for data entry, and then Report Reviewer check the draft report for
Finalization. Once Reviewer confirmed, Documentation Officer (DO) issues the final.
report. The flow diagram of total working process is as below-

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 7 CHAPTER SEVEN

Conclusion
Industrial attachment is one of the most important parts for Post Graduation Diploma on
Textile Management under EDP because it minimizes the gap between theoretical and
practical knowledge. After end of my internship together with gaining a work experience
at TÜV Rheinland Bangladesh Ltd. I can say that it is one of the best organizations in
Bangladesh. The three (3) months training that I received at TÜV Rheinland Bangladesh
Ltd. was great experience for me not only on management terms but also in terms of
interaction with other stuffs and workers. I learnt a great deal on applying the knowledge
I have gained at the University. Learning something from books and lectures is nothing
like having firsthand experience. I was allowed to ask and done anything relevant to the
training. Everyone was friendly from top to bottom. Employees are busy with their work
but they always help me to improve my knowledge. The organisation provides extra facility
to the employees who are eager to learn. This organisation also recruits the graduates &
manpower who are educated in respective sectors. This organisation provides facilities for
research & internship to the students/ graduates to build-up skilled manpower for this
sector. Those kinds of activities help the apparel industries to upgrade in every time &
match with the c hanging fashion business in the world. I think myself fortunate to be one
of the parts of the TÜV Rheinland Bangladesh Ltd.

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 8 CHAPTER EIGHT

Appendices

Attendance record of my internship period along with industrial evaluation form.

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 9 CHAPTER NINE

Reference

http://www. TUV Rheinland.com/

http://www. TUV Rheinland.com/about TUV Rheinland / TUV Rheinland

_mission_statement/?lang=en

Standard operating procedure of TUV Rheinland

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