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PROJECT REPORT AT ZINC SMELTER, DEBARI

A Project Report Submitted In partial Fulfilment of the Requirement For the Award of the Degree of

Master of Business Administration TO Maharaja Collage Of Management BY Ayushi Jain

Under the Guidance of (Mr.SonalPrabhakar) Maharaja Collage Of Management

Udaipur DATE STUDENTS DECLARATION

I hereby declare that the project report conducted at ZINC SMELTER, DEBARI Under the guidance of Mr. Sonal Prabhakar Submitted in Partial fulfilment of the requirements for the Degree of

Master of Business Administration

TO Maharaja Collage Of Management

It is my original work and the same has not been submitted for the award of any other Degree/Diploma/Fellowship or other similar titles or prizes.

STUDENTS NAME: Ayushi Jain

PLACE:

DATE:

ABOUT HINDUSTAN ZINC LTD BOARD

Mr.AgniveshAgarwal Chairman Mr.Akhilesh Joshi COO & Whole-time Director Ms.AjitaBajpaiPande Director Mr.Sanjiv Kumar Mittal Director Mr Bhupal Nanda Director Mr.NavinAgarwal Director Mr.Mahendra Singh Mehta Whole-time Director Mr. A. R. Narayanaswamy

Director

History
Hindustan Zinc Limited was incorporated from the erstwhile Metal Corporation of India on 10 January 1966 as a Public Sector Undertaking.

In April 2002, Sterile Opportunities and Ventures Limited (SOVL) made an open offer for acquisition of shares of the company; consequent to the disinvestment of Government of India's (GOI) stake of 26% including management control to SOVL and acquired additional 20% of shares from public, pursuant to the SEBI Regulations 1997. In August 2003, SOVL acquired additional shares to the extent of 18.92% of the paid up capital from GOI in exercise of "call option" clause in the share holder's agreement between GOI and SOVL.

With the above additional acquisition, SOVL's stake in the company has gone up to 64.92%. Thus GOI's stake in the company now stands at 29.54%.

VISION, MISSION AND VALUES

Vision Be a world-class zinc company, creating value, leveraging mineral resources and related core competencies

Mission
Be a lowest cost zinc producer on a global scale, maintaining market leadership One million tonne zinc-lead metal capacity by 2010 Be innovative, customer oriented and eco-friendly, maximizing stake-holder value

Values
Entrepreneurship They foster an entrepreneurial spirit in their business and value the ability to foresee opportunities early in the cycle and act on them swiftly. Whether it is developing growth projects or it is debottlenecking the existing assets they ensure an entrepreneurial spirit at the heart of their workplace.

Growth They continue to deliver industry-leading growth and generate significant value for their shareholders. Their growth is unique and they are confident that they will continue to deliver significant growth for shareholders in the future. They are not the only beneficiary of their growth. They see growth as a means to enhance the wealth and prosperity of the society at large.

Excellence Achieving excellence in all that they do is their way of life. They consistently deliver projects ahead of schedule at industry-leading costs of construction and within budget. They are one of the lowest cost zinc producer and their on-going initiatives should help them to

further sharpen their cost performance. Equally important to them is achieving excellence in health, safety and environment performance.

Trust They value and cherish the trust reposed in them by their stakeholders. They recognise that they must responsibly deliver on the promises they make to earn that trust. They constantly strive to meet stakeholder expectations and deliver ahead of expectations. They always behave in a manner that is consistent and upholds their value system. Their desire and ability to act in a competent manner would help them to further build upon the trust of their stakeholders.

Sustainability They pursue sustainability within the framework of well defined governance structures and policies and with the demonstrated commitment of their management and employees. Their sustainability team comprises over 280 full time resources including field workers. With the use of appropriate technology and best in class practices, they always endeavour to minimise the damage to the environment, and they do not miss any opportunity to leave a positive mark. Their growth and business policy hinges around the philosophy of inclusive growth with a clear focus on neighbourhood communities.

Code of Conduct
Their code of conduct sets out the ethical framework of their activities by detailing their commitment to work ethically, responsibly and openly with others.

The code of conduct is an important part of their Mission & Values, where they highlight principles and standards for their global business conduct. The code guides their behaviour and helps them to promote:

Honest and ethical conduct, the ethical handling of conflicts of interest between personal and professional relationships. Full, fair, accurate, timely and understandable disclosure of reports and documents that Hindustan Zinc Limited files with or submits to relevant authorities, and in other public communications. Compliance with applicable government laws, rules and regulations. Prompt internal reporting to the appropriate person or persons identified in this Code. Accountability for adherence to this Code. Their Code of Conduct expresses the principles of their business ethics and is intended to assist all directors, officers and employees to meet the highest standards of personal and professional integrity. Strict adherence to the provisions of this Code is a condition of employment.

MINES
RampuraAgucha: 230 kms. north of Udaipur, Rajasthan, India SindesarKhurd: 80 kms. north-east of Udaipur, Rajasthan, India RajpuraDariba: 76 kms. north-east of Udaipur, Rajasthan, India Zawar: 40 kms. south of Udaipur, Rajasthan, India

SMELTERS
Chanderiya : 110 kms. north of Udaipur, Rajasthan, India Debari: 13 kms. north of Udaipur, Rajasthan, India Vizag: Andhra Pradesh, India RajpuraDariba: 76 kms. north-east of Udaipur, Rajasthan, India

POWER
Chanderiya : 110 kms. north of Udaipur, Rajasthan, India Zawar: 40 kms. south of Udaipur, Rajasthan, India Debari:13kms. north of Udaipur, Rajasthan, India

RESEARCH CENTRE
CRDL, Debari: 13 kms. north of Udaipur, Rajasthan, India

ABOUT ZINC SMELTER DEBARI

GENERAL INTRODUCTORY INFORMATION

Name and Location

Debari Zinc smelter, Village Debari,

Udaipur, (Rajasthan) Debari is located at a distance of about 12 KMs East of Udaipur (Rajasthan) India on the National Highway No. 17.

The distance to main cities in India by road are: Udaipur (Rajasthan) Jaipur (Rajasthan) Mumbai 12Km, 400Km, 800Km.

As such, Debari is well- connected by road to all important cities in India.

Inauguration =

February 1968 (39 years)

Expanded December 1976, April 1985, and December 2000.

Certification:The Debari unit has been accredited with following main international certification:ISO 9001: 2008, ISO 14001: 2004, OHSAS 18001: 2007 SA 8000-2008 5S

Products

Capacity (TPA)

Refined Zinc

88000

Sulphuric Acid

120000

Cadmium

250

Process

Hydrometallurgy

Technology Supplier = Zurgi, Germany, Outocompu,

Finland, Austrania- de- zinc, Sweden.

11

Covered area (ha)

37.6

Total Plant Area (ha) = 200.3

No. Of Direct Employee = 921

Overview
Zinc Smelter Debari is a Hydro-metallurgical zinc smelter situated at Debari, about 13 kms from Udaipur, in Rajasthan, India. The primary product of Debari is High Grade (HG) zinc and it also recovers cadmium as by-product.

Background Information
Zinc Smelter Debari was commissioned in the year 1968 with an initial production capacity of 18,000 tonnes per annum of zinc. In the past several years the capacity of the smelter has been expanded five folds to its current production capacity of 88,000 tonnes per annum of zinc.

Zinc Smelter Debari employs state-of-the-art Roast Leach Electrowinning Technology at its Hydro metallurgical zinc smelter. The plant has three roasting facilities, one leaching and purification section, one

electrolysis and one melting and casting sections. It produces extra calcine an intermediate product which is supplied to the rest of the Hydro metallurgical zinc smelters. Zinc Smelter Debari also has 14.5 MW captive power plants (diesel generation units) to supply the power requirements for its metallurgical operations; it also sources additional power requirements from our captive thermal power plants located at Chanderiya and at Zawar. It also has 7.3 MW of power generation capacity from Waste Heat Recovery.

Certifications
The management system of Zinc Smelter Debari comprises of: the Quality System ISO 9001:2008, the Environmental System ISO 14001:2004, Occupational Health Safety and Assessment Series OHSAS 18001:2007, Social Accountability SA 8000 - 2008; and is also a 5S Certified unit.

Processes
Roast Leach Electro-winning (RLE) process description

The hydrometallurgical smelting process is a roast, leach and electrowinning (RLE) process. In this process zinc concentrate is first oxidized in the roaster and the gases generated are cleaned and sent to the sulphuric acid plant. The primary output from the roaster, called calcine, is sent to the leaching plant to produce a zinc sulphate solution that is then passed through a cold/hot purification process to produce purified zinc sulphate solution. The purified zinc solution then goes through an electrolysis process to produce zinc cathodes. Finally, the zinc cathodes are melted and cast into zinc ingots.

Corporate Social Responsibility:The management of M/s. Hindustan Zinc Limited actively undertakes schemes for development and upliftment of community and society around its areas of operation. It also support schemes initiated by the State Government for social upliftment. Such schemes include: Financial support for drinking water, education, health-care and construction of class- rooms under the Guru Golwalker Scheme initiated by the Rajasthan State Government. Support for Mid-day Meals programmed of the State Government for Primary School Going Children.

The resulting good relation with the society in the surrounding minimizes friction with them and perils associated with it.

PRODUCTS
They are India's largest and the world's second largest integrated zinc-lead producer; and also one of the lowest cost zinc-lead producers in the world. They have mining, smelting and power operations in multiple locations throughout India. Their principal products are refined zinc metal and refined lead metal. In addition they also recover silver and cadmium as by products.

Zinc and lead metal produced at their world class Chanderiya Smelting complex are registered brands on the London Metal Exchange (LME). The LME brands are recognized worldwide as one of the most demanding standards, signifying highest product quality, uniform physical characteristics and consistency of ingots. This re-emphasizes their capability and commitment to meet the world class standards.

They also have Quality Management Systems in place for all their products which complies with the requirements of ISO 9001:2008 standards.

Their principal products are zinc and lead.

ZINC
They produce refined zinc metal which is used in a number of applications including galvanising, oxides, die castings and alloys. They produce zinc in a variety of grades

Special High Grade (SHG) High Grade (HG)

Their Special High Grade zinc products are LME registered products under the brand names

HZL SHG 99.995 Vedanta SHG 99.995

Special high grade and high grade zinc are available in standard ingots of 25 kgs and Jumbo ingots of 1,000 kgs each. Prime Western is also available in the standard ingots form of 25 kgs.

Applications of Zinc
Over 11 million tonnes of zinc is produced annually worldwide. Around 48% of the amount is used for galvanizing to protect steel from corrosion. Approximately 17% is used in the production of zinc base alloys like die castings etc. Nearly 10% of the zinc is also utilized for compounds such as zinc oxide and zinc sulphate and about 11% is used in the alloys especially brass.

Galvanising: Zinc is one of the best forms of protection against corrosion and is used extensively in building, construction, infrastructure, household appliances, automobiles, steel furniture, and more. Galvanising accounts for around 48% of global zinc usage.

Zinc Oxide: The most widely used zinc compound, zinc oxide is used in the vulcanisation of rubber, as well as in ceramics, paints, animal feed, pharmaceuticals, and several other products and processes. A special grade of zinc oxide has long been used in photocopiers. 10% of global zinc usage is in this segment.

Die Castings:

Zinc is an ideal material for die casting and is extensively used in hardware, electrical equipments, automotive and electronic components. 17% of zinc used in the word is through Die Castings.

Alloys: Zinc is extensively used in making alloys, especially brass, which is an alloy of copper and zinc. Alloy accounts for around 11% of global zinc usage.

Rolled Zinc: Zinc sheets are used extensively in the building industry for roofing, flashing and weathering applications. These are also used in graphic art to make plates and blocks, as well as battery callouts and coinage.

LEAD
They produce refined lead at their Chanderiya Smelting Complex, which is LME registered under the brand name of "Vedanta 99.99".

Lead metal is used in a number of applications including battery segment, lead-based pigments, and cathode ray tubes. Their refined lead metal is available in standard 24 kgs ingots.

Applications of Lead

The battery sector is the single largest consumer of lead, accounting for around three-quarters of the demand. It can be sub-divided into the following groups:

SLI (Starting-Lighting-Ignition) batteries, which currently accounts for around half of the total lead demand. These are mainly used in cars and light vehicles, but are also found in other applications such as golf carts and boats. SLI battery demand in turn can be split into original equipment and replacement, with replacement demand outstripping original equipment demand by about 4:1 in mature markets.

Industrial batteries, which currently consumes around a quarter of the total lead produced. This sector can be split roughly 50:50 into stationary and traction batteries. Stationary batteries are principally used in back up power supply systems; traction batteries are used for motive power in equipment such as forklift trucks and motorised wheelchairs.

The remainder is used in non-battery applications. The second largest current end use of lead for non-battery applications, accounting for around 8% of lead consumption, is the chemical industry, in the form of lead-based pigments and other compounds. Principal markets are for cathode ray tubes used in television screens and computer monitors, and for Poly Vinyl Chloride (PVC) stabilisers.

BY-PRODUCTS SILVER

They are India's largest and one of the world's leading primary silver producers. They produce refined silver at Chanderiya Smelting Complex; it is recovered as a by-product of lead metal.

They produce high quality silver bullion having a minimum purity of 98.5% to 99.5% of silver; it is cast in the form of bricks weighing 30 kgs.

Applications of silver
Silver is used in a number of varied applications like the most important uses of silver being the industrial and decorative uses, photography, and jewellery& silverware; together, these three categories represent more than 95 % of annual silver consumption. Silver's unique properties restrict its substitution in most applications.

Industrial applications: Brazing alloys, electrical contacts, high capacity silver-zinc or silvercadmium batteries, printed circuits and other electronic applications.

Other applications: Silverware, jewellery, Silver plating, photography, Dental alloys and more.

CADMIUM

They are India's largest cadmium producer. They recover cadmium from their zinc smelting process as cadmium is mainly found in association with zinc ores.

They produce high quality cadmium pencils having a minimum purity of 99.95% to 99.99% of cadmium; it is casted in the form of pencils weighing from 250 gms to 500 gms.

Applications of cadmium
The single most important use of cadmium is in the production of nickel-cadmium ("Ni-Cad") batteries. About three quarters of the cadmium consumed annually is used to make batteries. Cadmium is also useful in a number of other applications as paint pigments, lowtemperature melting alloys, etc.

SULPHURIC ACID

TNA AND Gaps

TNA is essentially a gap analysis, a look at current conditions and required conditions, with the future aim of determining how training might (or might not) close any gaps. Gaps in results (also referred to as needs) can be couched in terms of organisational performance, or in terms of the skills and knowledge required by performers or acquired learners. Conducting such an analysis requires specifying the required conditions, determining the

current conditions, identifying any gaps and then analysing those gaps.

TERMINOLOGY FOR TNA GAP- difference between what is and what should be. It is the
difference between an actual state and a desired state.

KNOWLEDGE-what people need to know, such as subject

matter, concepts, or facts in order to do a job.

SKILLS OR ABILITIES- what people must know in

order to perform jobs.

COMPETENCIES- the knowledge, skills, attitudes, values,

motivation and beliefs people must have in order to be successful in a job.

TYPE OF TNA CONTEXT ANALYSIS

Analysis of business needs and reasons training is desired to answer: Why training is considered solution to a business problem History of company employee training Who decides whether training is needed Management interventions

USER ANALYSIS
Analysis dealing with participants and instructors: Who will receive training Their level of current knowledge Their learning preferences Who will conduct training Job profile of participant trainees

WORK ANALYSIS
Analysis of job and competencies required for doing the job. Specifies main duties and skills required for the assigned job. Ensures training designed includes relevant links to job content and updating of the respective modules to keep up with the modern standards.

CONTENT ANALYSIS
Analysis of documents, laws and standard operating procedures used on the job. What knowledge, procedure or information is used on job.

COST BENEFIT ANALYSIS

Analysis on Return on Investment (ROI) of training Effective training gives value greater than investment to produce or administer training.

TNA OBJECTIVES AND IMPORTANCE OBJECTIVE

To determine whether training is needed To determine causes of poor performance To determine content and scope of training To ensure desired training outcomes To provide a basis of measurement of performance and acquired knowledge

IMPORTANCE
THE TRAINING NEEDS ASSESSMENT TOOL HAS BEEN DESIGNED WITH YOUR NEEDS IN MIND! Trainers have a key role in completion of the assessment and its use in managing performance. The following are the reasons why the training needs assessment is an important tool for organisation. Once completed, you can use this tool at your staff meetings to discuss the direction and purpose of training how training decisions link to performance.

 This tool can help you and the employee complete the individual training plan or individual development plan. Providing the employee with the justification for training decisions is always difficult. This will give an objective, business goal basis for decisions. Or in other words this helps to convince the employee for training. This is first step in determining whether training is the appropriate response to a performance problem.

KEY FACTORS IN CONDUCTING TNA

Recognise core values in organisation. Choose appropriate means of gathering information about critical issues and other relevant data. Identify the needs and group the employees accordingly.

APPROACHES TO TNA
ORGANISATIONAL ANALYSIS It is the process of collecting and studying information, analysing the state of affairs of an organisation, its working and performance of different category of personals ranging from top management to bottom level employees and recording performance problems associated with job category.

JOB-ORIENTED TRAINING ANALYSIS

Job analysis is the process of studying, collecting information on various aspects of job and examining it. It produces two documents: Job description Job specification Job description is a statement of duties and responsibilities assigned to a position. Job specification is an organised statement of human qualities required to perform job effectively. This process requires a great deal of imagination, knowledge, logical approach and professional competence. INDIVIDUAL ANALYSIS In order to ascertain the extent of gap of competence, the existing competence of persons is analysed by using the technique of individual analysis, which denotes recording the existing or actual level of qualities needed to perform a job.

o o

Knowledge and skills assessment Focus on needs that can be assessed through training

o Job and task analysis o o o Focus on job responsibilities Competency analysis Strategic need assessment

o Focus on pre-training and post training performance gaps

TYPES OF TRAINING NEEDS BASED ON MAGNITUDE OF CONTENT

MACRO TRAINING NEEDS: it is one where a broad area of a training curriculum forms the objective of the training program. MICRO TRAINING NEEDS: these pertain to specific and minute elements of curriculum content.

BASED ON NUMBER OF PERSONS TO BE COVERED

INDIVIDUAL TRAINING NEEDS: it exists just for one person or for a very small population. GROUP TRAINING NEEDS: It exists in a large group of works or frequently in the entire population with the same job classification.

BASED ON CONSEQUENTIAL UTILITY

SHORT RANGE TRAINING NEEDS: these are those whose fulfilment enhances ones day to day work significantly. LONG RANGE TRAINING NEEDS: these are those whose fulfilment increases ones professional competency and effectiveness in handling work.

BASED ON STATUS OF INDIVIDUAL PERTAINING TO HIS ROLE IN AN ORGANISATION

PRE SERVICE TRAINING NEEEDS: these consist of orientation of individuals about objectives, resources and functional approaches being followed by an organisation. IN SERVICE TRAINING NEEDS: these are focused on specific knowledge, skills and attitudes desired by an individual to perform his task assigned by an organisation efficiently and effectively.

BASED ON SPECIFIC AREA

Subject matter training needs Communication training needs Behavioural training needs Socio psychological training needs

METHODS OF ASSESSING TRAINING NEEDS

Analysis of new program Analysis of an activity Analysis of the problem Self-analysis method Questionnaire method Interview method Opinion poll Brainstorming

TECHNIQUES OF TRAINING
ON THE JOB METHODS

On-the-job trainings are given to the employees while they are conducting their regular works at the same place. In this way they do not lose time while they are training or learning. Following are the various on the job methods: Coaching Orientations Job instruction training Assistantships Job rotation

OFF THE JOB METHODS Off-the-job training takes place away from normal work situations implying that the employee does not count as a directly productive worker while such training takes place. Off-the-job training has the advantage that it allows people to get away from work and concentrate more thoroughly on the training itself. This type of training has proven more effective in inculcating concepts and ideas. Following are the various off the job methods: Lectures Special study courses Audio visual conferences or discussions Case studies Role playing Simulation Programmed instruction

 Laboratory training

TRAINING EVALUATION
The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. It ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.

PURPOSE OF EVALUATION
The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.

PROCESS OF TRAINING EVALUATION

Before Training: The learner's skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style. Areas in which the trainees would like to learn more or further

improve their skills should also be indicated at the beginning to improve programmes. During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals After Training: It is the phase when learners skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.

Techniques of Evaluation The various methods of training evaluation are:

Observation Questionnaire Interview Self-diaries Self-recording of specific incidents

DESIGNING THE TRAINING PROGRAMME

The training is not a single task but is a kind of process. The training process has several steps and that steps can be mentioned as follows. a) Organizational Objectives First the organization has to understand whether their objectives are achieved by employees. If not organization should establish its

objectives in employees through the training. b) Needs Assessment Then the employer or organization should estimate the need of the training. The training programme is based on this training needs assessment. c) Identify the gap between standard and actual performances After training needs assessment organisation have to identify the gap between expected and actual performance of employee. This will help to identify the weight of training that employee needs. Otherwise even after training the organizational expectation may not be achieved. d) Establish training objective This is also an important step of training process. To earn what is needed actually is based on this step. After identifying the gap between expected and actual performances they have to identify what would be the missed objectives that have to be established and how to establish those missed objectives in to employees. The process of this step is helpful for that. e) Select the trainees There should be a correct procedure to select the employees for training programmes so that the person who really needs the trainings can be select. Otherwise if the trained and well skilful employees were selected for the same training which has no contribution to their improvement, it will cost only money and time. f) Select a training method The training method should be trainee friendly. If the education level of trainee is not in the standard of the training programme, the trainee will be unable to understand the core of the training, and then again the time of both employer and employee will be wasted. Employer should have a sense to identify the methods which are effective for the

training programme. The methods can differ from one training programme to other. g) Evaluate the training Once after the training, there should be a procedure or a method to evaluate the training. That will help for further developments and training programmes. After a good training programme, the trainee should be developed. Development after training shows the effectiveness of the training programme.

TRAINING NEED ANALYSIS

Role of HRD Professionals in Training This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR

role now is: 1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self-esteem and self-worth 4. Providing pre-employment market oriented skill development education and post-employment support for advanced education and training 5. Flexible access i.e. anything, anywhere training

RESEARCH METHODOLOGY Objective of study- This research was undertaken with the
following objectives: Discuss what a need assessment is and when and why to conduct one Identify the steps in planning a need assessment To study the training techniques provided by the organisation To assess the impact of training on performance

 To identify the training techniques preferred by individual To identify the GAP between actual state and desired state in the training sessions

Data source
A) PRIMARY DATA Primary data was collected through questionnaire B) SECONDARY DATA Secondary data was reviewed in order to prepare questionnaire. Information was gathered from several magazines, periodicals, companys brochures and websites of HZL.

Research approach Personal contact method was used Research Instrument The research instrument used in research
was questionnaire, which was formatted keeping in view the objectives and information needed for the analysis and drawing conclusions.

Research Strategy The research strategy adopted was personal

interview of the employees.

RESEARCH AND ANALYSIS

SAMPLE SIZE = 50

Q 1) Training is a part of implementation of organisations goal?

Strongly agree

Total no. 5

% 10

Agree Neither agree nor disagree Disagree Strongly disagree

45 0 0 0

90 0 0 0

ANALYSIS: All the employees agree that training is a part of implementation of organisations goal. SUGGESTION: The company should continue the present procedure of training design

Q 2) Practical learning is emphasised during training session?

Strongly agree Agree Neither agree and nor disagree Disagree Strongly disagree

Total no. 20 30 0 0 0

% 40 60 0 0 0

ANALYSIS: Majority of the employees agree that practical exposure is emphasised during training sessions. SUGGESTION: The Company should continue the present procedure of selecting the training method.

Q 3) The Training session conducted in your organisation is useful?

Strongly agree Agree

Total no. 25 20

% 50 40

Neither agree and nor disagree Disagree Strongly disagree

5 0 0

10 0 0

ANALYSIS: Most of the employees agree that the training given to them is useful. SUGGESTION: The Company should maintain and continue its efforts to further enrich training sessions given to the employees to attain a 100% level of interest and contentment. Q 4) Employees are motivated to attend the training? Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total no. 0 45 5 0 0 % 0 90 10 0 0

ANALYSIS: Majority of the employees agree that they are motivated to attend the training. SUGGESTION: The Company should continue to maintain the clear guidelines and expectations from the staff members and endure the motivation programmes accordingly. Q 5) How many training programmes do you participate in a year? Total no % Less than 10 50 100 10-20 0 0 20-40 0 0 More than 40 0 0 ANALYSIS: All the employees attend less than 10 training programmes annually. This means the employee attends 1 training program every month or in every 2 months.

SUGGESTION: The Company should maintain the current frequency of training programs annually as it keeps them updated about their work on job. Q 6) what mode of training method is normally used in your organisation? On the job rotation External training Conference/discussion Programmed instruction Total no 25 10 10 5 % 50 20 20 10

ANALYSIS: The training method normally used in the organisation is on the job rotation. Other methods of training like external training, conference/discussion and programmed instruction are also used as per the preferences of the trainees and programmes. SUGGESTION: The Company should continue to deliver the diversity in the training modes which thereby helps them to embrace their strategy to work and deliver the whole picture of their job responsibility. Q 7) How long does it take to implement the training given? Less than 1 month 1-2 month 2-4 months More than 4 months Total no 10 35 5 0 % 20 70 10 0

ANALYSIS: Most of the employees take 1-2 months to implement the training given to them. A few take less than 1 month whereas only a less number takes 2-4 months. SUGGESTION: The Company should properly plan and implement the design, development and improvement of training programs to a very specific audience in order to improve the period of implementation. Q 8) What type of training is being imparted for new recruited in your organisation?

Technical training Management training Communication training Other(please specify)

Total no. 10 10 5 25

% 20 20 10 50

Other specified answer- On the job training ANALYSIS: most of the new recruited people are given on the job rotation training. A few are given technical and management training whereas only a less number is given the communication training. SUGGESTION: It is imperative that an employee should receive all required training upon entering a new job. The company should maintain this policy in order to maintain the current level of efficiency and output and it also increases employee retention. Q 9) How well is the training centre atmosphere? Excellent Good Average Bad Total no 20 30 0 0 % 40 60 0 0

ANALYSIS: Most of the employees find the training centre atmosphere to be good and the others find it excellent. SUGGESTION: The Company should maintain the current level of high satisfaction of the employees in providing them a comfortable and constructive training centre atmosphere. Q 10) What are all the barriers to training and development in your organisation? Time Money Total no 35 0 % 70 0

Lack of interest by the trainer Non availability of skilled trainer

15 0

30 0

ANALYSIS: Most of the employees feel that time is the biggest barrier to training and development in their organisation. The other barrier to look out for is the lack of interest by the trainer. SUGGESTION: The Company should look out ways to overcome these barriers and try to increase and maintain the level of interest, satisfaction and performance of the employees.

Q 11) What are the conditions that have to be improved during the training session? Re-design the training Remove all kinds of mental and physical interference Reorganise the work place Upgrade the information of the material given during training Any other(please specify) Total no 0 5 5 40 0 % 0 10 10 80 0

ANALYSIS: Most of the employees feel that the information of the material given to them during training should be upgraded. The other conditions that need improvement are re-organising the workplace and removal of all kinds of mental and physical interference. SUGGESTION: The Company should immediately act upon the improvements of these conditions in order to get the maximum return on investment on the training programme i.e. employee satisfaction, retention and high performance.

Q 12) (i) Is there any shortage of skilled manpower at the workplace?

Yes No

Total no 10 40

% 20 80

ANALYSIS: Only 20 % employees admit that there is shortage of manpower, 80% say they have enough manpower to keep the company moving. SUGGESTION: The Company should make efforts to deliver the complete information to the employees and convince them about the manpower state. The Company should also try to solve the problem of manpower shortage if the problem really does exist and persist. Q 12) (ii) If yes for the above question then what is the reason? Lack of planning Lack of support from senior staff Lack of proper guidance and training at workplace Lack of quality education at primary and secondary level Total no(10) 0 5 0 5 % 0 50 0 50

ANALYSIS: The reasons for the shortage of manpower are found to be the lack of support from senior staff and also the lack of quality education at primary and secondary level. SUGGESTION: The Company should make efforts to overcome these problems in order to further increase their efficiency and productivity. It should further design effective training programmes in order to convert the non-skilled and semi-skilled workers to skilled workers needed by the organisation and keep a balance between the different types of workers required.

Q 13) To perform different jobs in your organisation what training or experience would you require? Safety awareness Negotiation skills Machine operations Occupational health All the above Total no 5 10 5 0 30 % 10 20 10 0 60

ANALYSIS: 60% of the employees admit that they require safety awareness, negotiation skills, machine operations and occupational health to perform different jobs in their organisation. SUGGESTION: The Company shouldpromote learning through encouraging all employees to attend any training class-regardless of its direct applicability to their current jobs and hence increase their dynamic and versatile abilities.

Q 14) What are the general complaints about the training session? Take away precious time of employees Too many gaps between the sessions Training sessions are unplanned Boring and not useful Total no 20 5 15 10 % 40 10 30 20

ANALYSIS:Most of the employees complain that the training sessions are unplanned and they take away their precious time. Some employees find that the sessions are boring and not useful to them. Only a few have problem with the number of gaps between the sessions. SUGGESTION: The Company should try to adhere to the complaints of the employees regarding the training sessions and deal with them accordingly in order to increase the interest of employees in the sessions and make efforts

to convince them that the training sessions are important to them and ultimately the organisation.

Q 15) The time duration given for the training period is: Sufficient To be extended To be shortened Manageable Total no 25 5 10 10 % 50 10 20 20

ANALYSIS: 70% of the employees feel that the training period is sufficient and manageable. Some say that it needs to be shortened and only a few say that it needs to be extended. SUGGESTION: The Company should continue its present procedure of training design and try to further improve and implement design according to the needs and preferences of the employees. Q 16) Comment on the degree to which the training objectives are met during the training session. All the objectives are met Some objectives are met Met according to the need None of the objectives are met Total no 15 10 25 0 % 30 20 50 0

ANALYSIS: 50 % of the employees feel that the training objectives are met according to the needs. In the other 50 %, 30 feel that all the objectives are met and the rest 20 % feel that only some objectives are met. SUGGESTION: The Company should continue its present system of training design and implementation as it successfully portrays to accomplish its goal of meeting its objectives accordingly.

Q 17) (i) Have you ever come across any problem during the training session conducted in your organisation? Yes No Total no 5 45 % 10 90

ANALYSIS: 90 % of the employees say that they have never come across any problem during the training session conducted in their organisation. Only a few admit that yes, they have faced a few problems. SUGGESTION: The Company should try to reach the 100 % level of problem free and no tension environment during the training session.

Q 17) (ii) If yes, what was the problem, what were the relevant steps taken to solve those problems? Unable to attend the training program due to staff shortage. Systematic scheduling has been done to avoid such problem again.

ANALYSIS: The only and most common problem faced by the employees was that that they were unable to attend the training programme due to staff shortage. Relevant steps were taken to solve the problem. The company implemented the method of systematic scheduling.

SUGGESTION: The Company should continue to practice the strategic human resource management (SHRM) in its working toresolve the problems and execute the decisional solution.

Q 18) List the training programs which you feel helped you to improve and implement it in your workplace. Jyotirgamaya training for improving communication skills Job rotation training Non-technical training programs related to subjects like finance, commercial, etc. Behavioural training Conflict resolution Orientation Motivational training

ANALYSIS: The employees admit that there are many such training programs that helped them to improve their efficiency and also implement the training in their job working. SUGGESTION: The Company should continue to give the above listed training programmes and they should also take care of timely updating the relevant information and technology necessary to enhance these training programmes.

Q 19) List the training programmes which you feel was not useful to you. Jyotirgamaya training (technical module) Technical programs

ANALYSIS: Only a few employees responded to this question as most of them felt that no training programme is completely useless.

There is always something to learn from each and every training programme that is imparted to them. The only training that came out as an answer was related to the technical capabilities which they found was a little hard to grab due to its complexity. SUGGESTION: The Company should maintain the high standard of minutely designing and delivering the training programs. It should also try to come up with a solution to make the technical training programmes a bit interesting to learn and easy to recollect and impose them when necessary.

Q 20) What training or skills have you acquired outside your current job that may be relevant to the wider organisation? Financial management Human resource management Work experience with a number of departments Leadership quality Communication skills

ANALYSIS: The above listed skills acquired by the employees show their dynamic abilities and versatility in doing various jobs in the organisation. SUGGESTION: The Company should identify these dynamic and versatile employees and make use of its SHRM to find the right person for the right job at the right place and at the right time in order to increase its efficiency and productivity to the maximum level possible.

Q 21) While working as a team, what do you think makes you work differently than your teammates? Performs with perfection as the world seems to be so imperfect Leading a team creates a sense of responsibility and enhance leadership quality and communication skill Pro-activeness Experience of different departments help Approach as a team leader makes a difference ANALYSIS: The above listed answers show the dedication, sincerity and willingness to work in and as a team. It shows in them a sense of responsibility and their leadership qualities. SUGGESTION: The Company should try to maintain the quality of the talent pool available to them in the form of such employees by providing them the motivation whether in the form of appraisal or in the form of rewards for their work. The Company should also try to inculcate theabove listed qualities in the new recruited employees too by providing them a perfectly designed orientation programme and also the other training programmes necessary and in turn increase the employee retention and efficiency.

Q 22) What areas/topics of your job are difficult, left out or unclear? Industrial relations issues Commercial and negotiation skills Level of customer satisfaction

ANALYSIS: The above listed issues show the employees willingness to learn, improve and further grow in their knowledge and career. The

employees say that they need information about issues regarding industrial relations, commercial and negotiation skills and also the level of customer satisfaction. SUGGESTION: The Company should take necessary steps to design and provide the training programs and the information about the topics listed above, to the employees that need them and hence increase their knowledge and efficiency.

Q 23) What are your expectations of how you should be performing for each area listed in question above? Handle the vendors properly Understanding commercial terminologies to have an idea and know-how of terms and conditions

ANALYSIS: The employees have expectations of performing better in areas listed in the previous question. They want to improve vendor management and understand the commercial terminologies better. SUGGESTION: The Company should try to fulfil the expectations as desired by the employees and hence achieve employee satisfaction and development.

Q 24) What area/topics would you like training in, even if you dont necessarily need it for your job? Commercial training Technical training Communication skills training Learning and development training

 Relationship leadership training Management training SAP advance program training Environmental/ CSR training

ANALYSIS: The employees are interested in commercial, technical, communication skills, learning and development, relationship leadership, management, advance SAP and environment/ CSR training programs in general even if they dont match with their current job competencies. SUGGESTION: The Company should try to design and deliver the training programmes as desired by the employees to help them in their development and in turn increase the employee satisfaction, dynamic ability and versatility.

Q 25) Has HZL helped you to grow as an individual? Yes No Total no 50 0 Gave opportunity to work in various departments Helped them to grow tremendously % 100 0

ANALYSIS: All the employees agree that HZL has helped them to grow as an individual. They say that the Company gave them opportunity to work in various departments and helped them to grow tremendously. This result shows high level of employee satisfaction and employee retention.

SUGGESTION: The Company should continue to maintain the present procedure of minutely designing and delivering the training programs and ensure the continuance of growth and development of each and every employee working in the company.