Summer Training Report

On
“TRAINING & DEVELOPMENT IN
HINDALCO AT RENUSAGAR”
(2009-2010)
Submitted in the partial fulfilment for the degree of
Master of Business Administration
(Affiliated to U.P. Technical University Lucknow)

Submitted by:-
REENA VERMA

UPTU Roll No.0943770037

(Under the

Guidance
of Ms. YOGITA DIWEDI)
 BBS INSTITUTE OF MANAGEMENT & TECHNOLOGY, ALLAHABAD

CERFICATE FROM THE ORGANIZATION

This is to certify that the Project Work titled “STUDY OF TRAINING &

DEVELOPMENT” is a bonafide work of REENA VERMA carried out in
partial fulfilment for the award of degree of Master of Business
Administration from B.B.S. Institute of Management & Technology, Phaphamau
and Allahabad of Uttar Pradesh Technical University under my guidance.
This project work is original and not submitted earlier for the award of any
degree / diploma or associate ship of any other University / Institution.

(Signature of the Guide)

Ms. Manju Chaudhary

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 BBS Institute of Management & Technology
(Approved by AICTE & Affiliated to U.P. Technical University)
Gaddopur, Phaphamau, Allahabad -211013

Letter No………….. Dated………………......

TO WHOMSOEVER IT MAY CONCERN

Mr. / Ms. ……………………………………………………………..........is a student

of MBA at BBS Institute of Management and Technology ,

Allahabad. He/ She has undergone Summer Training

at………………………………………………………….

The title of Summer Training was………………………………………………………..

………………………………………………………………………………………………

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 (Dr. Saurabh Srivastava)

HOD,IMT

Place:- Allahabad

Date: - …………………

DECLARATION

I hereby declare that the project work entitled “STUDY OF TRAINING &

DEVELOPMENT” in Renusagar Power Division, Hindalco Industries Ltd.
(RPD) is an original piece of my experience and work done, that has been
submitted by me towards partial fulfilment of my Post Graduate Programme in
Management, under the guidance of Ms. Manju Chaudhary, as a record of
an original work done by me and this project work has not performed the basis
for the award of any Degree or diploma/ associate ship/fellowship and similar
project if any.

Date:

REENA VERMA

4
 Acknowledgement

With the Heartiest Blessings of ALMIGHTY,

It is a matter of great pleasure to thank all esteemed persons and my parents who
helped me to complete my final research project successfully otherwise it would
not been possible.
Acknowledgement is not only a ritual, but also an expression of indebtedness
to all those who have helped in the completion process of the project.
I wish to express my heartiest thanks to Renusagar Power Division for
providing me the opportunity to undergo training in an esteemed organization
under such a proactive environment, systematic work approach and target
oriented task management of this division provided me with the much desired
training experience needed for future management professional.

It is my deepest gratitude and thanks to Mr. Nishant Kr. Gupta, A.G.M

(TTMDC), to whom I owe a lot for giving me an opportunity to do my training
in this organization. I also owe a special thanks to all employees of different
Dptt. Of Renusagar Power Division for support me to do this project under their
guidance.
My heartfelt thanks to my guide Ms. Manju Chaudhary who accepted me, as a
project trainee in her group and helping in the project with words of
encouragement and has shown full confidence in my abilities.

I am also heartily thankful to the entire staff member of TTMDC, Technical

services who always have been a source of inspiration for me.
5
 REENA VERMA

Preface
Summer training is an integral part of my academic curriculum. During the
training, a student gets an opportunity to understand the practical aspect of
theory. Training makes the concept clearer and gives modern skill which helps
me to understand the new business concept.
Under training I am aware that books gives me only basic knowledge, which is
theoretical part but during the training I learned the numerical part as well as
theoretical part. This training has helped me to get an exposure to the practical
aspects of the Organizational functions. My experience at Hindalco, Renusagar
had been great and I came across many valuable concrete experiences, which
will definitely help me in making choices in my professional decisions. This
report is outcome of the summer training that I had undergone at Hindalco
Industries limited for the partial fulfilment of MBA.
The topic allotted to me by the organization is “STUDY ON TRAINING &
DEVELOPMENT”.
The project emphasizes on the training which change the working effort and
their attitude of employed in the organization after training programme. I had
tried my best to make a good and valuable report. Preparation of project requires
perseverance, initiatives, proper guidance and direction. Therefore, it is
mandatory to take the aid of various departments. Actually, project summarized
forms of seven activities-

 Planning
 Resource collection
 Organizing
 Joint efforts
 Efficiency
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  Communication
 Transparency

TABLE OF CONTENTS

TOPICS PAGE
NO.

Chapter-1

 Introduction 8
∞ Aditya Birla Group- Overview 9
∞ Group Philosophy 13
∞ Achievements 16
∞ Hindalco- Overview 17 Board
of Directors 19
∞ Hindalco Business 21
∞ Awards & Recent Milestones of Hindalco Business 31
∞ Renusagar Power Division-Overview 40

Chapter-2

 Objective of the Study 50

Chapter-3

 Research Methodology 52

Chapter-4

 Theoretical Perspective 53
∞ Introduction of Training & Development 54
∞ Concept of Training & Development 55
∞ Objectives of Training & Development 55
∞ Principles of Training & Development 56
∞ Importance of Training & Development 56

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 ∞ Benefits of Training & Development 56
 Training & Development in Hindalco 57
∞ Introduction 58
∞ Technical Training & Management Centre 59

∞ Training & Development Process 62

∞ Training Need Identification Process 62
∞ Training Policy & Methodology 63

 Learning Processes for all 66

∞ Induction & Orientation Level Training 66
∞ Talent Management 67
∞ Mentoring 71
∞ E-Learning 74
∞ Quality Circles 75
∞ Learning System & Coaching 80
∞ Mock drill 82
∞ Benchmarking Visit 84
∞ Talent Retention 85

Chapter-5

 Conclusion 88

Chapter-6

 Limitations 89

Chapter-7

 Recommendation 90
- Action Plan 90

Chapter-8

 Bibliography 91

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Chapter-9

 List of Tables, Graphs & Pictures 90

LIST OF TABLES, GRAPHS & PICTURES

Figures Page No.
Fig. i 9
Fig. ii 11
Fig. iii 15
Fig. iv, v, vi &vii 22
Fig. viii 23
Fig. ix & x 24
Fig. xi & xii 26
Fig. xiii & xiv 27
Fig. xv 39
Fig. xvi 40
Fig. xvii & xviii 41
Fig. xix 43
Fig. xx 56
Fig. xxi 57
Fig. xxii 58
Fig. xxiii 60
Fig. xxiv 67
Fig. xxv 68
Fig. xxvi & xxvii 72
Fig. xxviii 73
Fig. xxix 75
Fig. xxx 79
Fig. xxxi & xxxii 81
Fig. xxxiii 82
Fig. xxxiv & xxxv 85
Fig. xxxvi 86
Fig. xxxv 90
Tables Page no.

Table-1 25
Table-2 43
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Table-3 45
Table-4 78
Table-5 79

INTRODUCTIO
N

ADITYA BIRLA GROUP OVERVIEW

10
 Dr. Kumar Mangalam Birla, Chairman of ABG
Fig.i

GENESIS:

Aditya Birla Group traces its origin back to the tiny village of Pilani in the Rajasthan desert,
where, late Shri. Seth Shiv Narayan Birla started cotton-trading operations in 1857. Then one
visionary – The Late Shri. G.D Birla set up India’s first integrated aluminium manufacturing
unit at Renukoot, in 1962, backed by captive power plant at Renusagar in 1967.
It further evolved under the dynamic leadership of the late Shri Aditya Vikram Birla – a
prominent figure in the Indian industry, under whose stewardship Hindalco attained its
leadership position in aluminium. Today our Group chairperson, Dr. Kumar Mangalam Birla
has put together the building blocks to make Indian business a global force.

INTRODUCTION:

The Aditya Birla Group is India’s first truly multinational corporation global in vision, rooted
in Indian values, A US $24 billion corporation with a market cap of US $31.5 billion and in
the league of Fortune 500, the Aditya Birla Group is anchored by an extraordinary force of

11
100,000 employees, belonging to 25 different nationalities. In India, the Group has been
adjudged "The Best Employer in India and among the top 20 in Asia" by the Hewitt-
Economic Times and Wall Street Journal Study 2007. Over 50 per cent of its revenues flow
from its overseas operations. The group’s products and services, offer distinctive consumer’s
solutions. Its 66 state-of-the-art manufacturing units and sectoral service span throughout the
world. The Group operates in 20 countries: India, Thailand, Laos, Indonesia, Philippines,
Egypt, China, Canada, Australia, USA, UK, Germany, Hungary, Brazil, Italy, France,
Luxembourg, Switzerland, Malaysia and Korea which make it India’s first truly Multinational
Conglomerate.
The name "Aditya Birla" evokes all that is positive in business and in life. It typifies
integrity, quality, performance, perfection, and above all, character. Our corporate logo, 'The
Rising Sun', symbolizes these traits.
('Aditya' is the Hindi word for Sun).
The logo consists of an inner circle, symbolizing the internal universe of the Aditya Birla
Group, an outer circle, symbolizing the external universe, and a dynamic meeting of rays
converging and diverging between the two.
Commited to being a global benchmark group, the aditya birla group reaches out to the core
sector in india – in industries integral to the nation’s growth .
Aluminium, Cement, Fertilizers, Viscose staple fibre, Textiles, Petroleum refining,
Power, Software, Telecommunication, Industrial Chemicals and Financial services. The
premium conglomerate, The Aditya Birla Group is dominant player in all of sector in which it
operates. Such as Viscose staple fiber, Non-Ferrous metals, Cement, Viscose filament Yam,
Banded apparel, Carbon Black Chemicals, Fertilizers, Sponge iron, Insulators and Financial
service. The Aditya Birla Group is India’s second largest business house with turnover of
over 200 billion-asset base values at over Rs. 180 billion and nearly 72,000 employees all
over the world. Over 75 units in India and International trading operations spanning several
countries:
ABG is committed to the future of India, for over 50 years now.
 Gross Revenue- Rs. 26,000 crores
 Gross Assets - Rs. 25,700 crores
 Shareholders - Rs. 6, 50, 000 crores

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 Fig. ii

Globally the Aditya Birla Group is:

 A metals powerhouse, among the world's most cost-efficient aluminium and

copper producers. Hindalco-Novelis from its fold is a Fortune 500 company. It is
the largest aluminium rolling company. It is one of the three biggest producers of
primary aluminium in Asia, with the largest single location copper smelter.
  No.1 in viscose staple fibre
  The fourth largest producer of insulators
  The fourth largest producer of carbon black
  The 11th largest cement producer globally
  Among the world's top 15 BPO companies and among India's top three
  Among the best energy efficient fertiliser plants

In India:
 A premier branded garments player
 The second largest player in viscose filament yarn
 The second largest in the chlor-alkali sector
 Among the top five mobile telephony companies

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  A leading player in life insurance and asset management
 Among the top three supermarket chains in the retail business
Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not
come in the way of the need to keep learning afresh, to keep experimenting.

Beyond business – “Reaching Out”

A value based, caring corporate citizen the Aditya Birla Group inherently believes in the
trusteeship concept of management. A part of the group’s profits is ploughed back in to
meaningful welfare driven initiative that make a qualitative difference to the lives of
marginalized people. These activities are carried out under the aegis of the Aditya Birla
Centre for community initiatives and Rural Development spearheaded by Mrs. Rajshree Birla.

Beyond business — the Aditya Birla Group is:

  Working in 3,700 villages.

  Reaching out to seven million people annually through the Aditya Birla Centre for
Community Initiatives and Rural Development, spearheaded by Mrs. Rajshree
Birla
  Focusing on: health care, education, sustainable livelihood, infrastructure and
espousing social causes
  Running 41 schools and 18 hospitals

Aditya Birla Management Corporation Ltd. (ABMCL)

In a strategic move to institutionalize its management process, the Aditya Birla Group has set
up Aditya Birla Management Corporation Limited (ABMCL) it is headed by Board of
Directors with Mr. Kumar Mangalam Birla as a Chairman.
It is a Group’s apex decision making body and provides strategic direction to group
companies.

Group Vision:
To be a premium global conglomerate with a clear focus on each business.

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Group Mission:
To deliver superior value to our customers, shareholders, employees and society at la
if by living our values means, perhaps growing at a pace slower than we would otherwise have liked, so be it.

“Respect for the individual integrity, speed, simplicity, seamlessness, self assuredness, and a
100% commitment, are all values we value. Our values are non-negotiable. They are never to
be jettisoned. For us, our values are our well-springs.”

FIVE VALUES OF THE ORGANIZATION

 Integrity
 Commitment
 Passion
 Seamlessness
 Speed

“Integrity” is defined as: Honesty in Every Action

Acting and taking decisions in a manner that these are fair, honest following the highest
standards of professionalism and are also perceived to be so. Integrity for us means not only
financial and intellectual integrity, but in all other forms as are commonly understood.
“Commitment” is defined as: Delivery on the Promise
On the foundation of Integrity, doing whatever it takes to deliver value to all stakeholders. In
the process, taking ownership for our own actions and decisions, those of our team and that
part of the organization that we are responsible for.

15
“Passion” is defined as: Energized Action
A missionary zeal arising out of emotional engagement with the organization that makes
work joyful and inspires each one to give his or her best. Relentless pursuit of goals and
objectives with the highest level of energy and enthusiasm, that is voluntary and spontaneous.
“Seamlessness” is defined as: Boundary less in letter in Spirit

Thinking and working together across functional silos, hierarchies, businesses and
geographies. Leveraging the available diversity to garner synergy benefits and promote
oneness through sharing and collaborative efforts.
“Speed” is defined as: One Step Ahead Always

Respond to internal and external customers with a sense of urgency. Continuously seek to
crash timelines and choose the right rhythm to optimize organization efficiencies.

Our values — Path to excellence

Honesty in every action.

On the foundation of integrity, doing whatever it takes to deliver, as promised.

Missionary zeal arising out of an emotional engagement with work.

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Thinking and working together across functional silos, hierarchy levels, businesses and
geographies.

Responding to stakeholders with a sense of urgency.

Fig.iii

Achievements

The Group has following Achievement to its credit:

 The world’s no.1 in viscose staple fiber.

 The third largest producer of insulator.
 The world’s third largest producer of carbon black.
 The world’s eighth largest producer of cement and the largest in a single geography.
 Asia’s largest integrated aluminum producer.
 A globally competitive, fast growing copper producer.
 India’s premier branded garments player.
 Among India’s most energy efficient private sector fertilizer plants.
 India’s second largest producer of viscose filament yarn.
 India’s second largest private sector insurance company.
 Among the world’s top 15 and India’s top three BPO companies.
 The group has also made successful forays into it and IT sector and has a significant
presence in the Financial Sector and telecommunications sectors in tie-ups with giants
like Sun Life insurance (Canada) and At &T (USA) respectively.

17
 HINDALCO – OVERVIEW

Hindalco Industries Limited, the metals flagship company of the Aditya Birla Group, is an
industry leader in aluminium and copper. A metals powerhouse with a consolidated turnover
in excess of US$ 14 billion, Hindalco is the world's largest aluminium rolling company and
one of the biggest producers of primary aluminium in Asia. Its Copper smelter is the world's
largest custom smelter at a single location.

‘Hindalco’ was set up in collaboration with Kaiser Aluminium & Chemicals Corporation
USA, in a record time of 18 month. The plant started its commercial production in the year
1962 with a capacity of 20,000 TPA. It has since grown to become the largest integrated
aluminium producer in India.
The company has grown manifold and is managed by Board of Directors, with Shri Kumar
Mangalam Birla as the chairman of the board of directors.
Company's principal products comprise of Aluminium Ingots, Aluminium Billets, Aluminium
Wire Rods, Sheet Products, Extrusions, Aluminium Foils and Aluminium Alloy Wheels. The
Company's by products include Gallium Metal, Vanadium Sludg and Aluminium Dros
established in 1958, Hindalco commissioned its aluminium facility at Renukoot in Eastern
U.P. in 1962. Later acquisitions and mergers, with Indal, Birla Copper and the Nifty and Mt.
Gordon copper mines in Australia, strengthened the company's position in value-added
alumina, aluminium and copper products, with vertical integration through access to captive
copper concentrates.
In 2007, the acquisition of Novelis Inc. a world leader in aluminium rolling and can recycling
marked a significant milestone in the history of the aluminium industry in India. With Novelis
under its fold Hindalco ranks among the global top five aluminium majors, as an integrated
producer with low cost alumina and aluminium facilities combined with high-end rolling
capabilities and a global footprint in 12 countries outside India. Its combined turnover of US$
14 billion, places it in the Fortune 500 league.
Hindalco, at Renukoot, houses a fully integrated plant, comprising of 3 main plants i.e. the
Alumina, Smelter & Fabrication Plants. Each plant employs varying Technology. With
integrated facilities, output from various plants is used by next, along with varying raw
materials. Company has its own captive power plant at Renusagar (30 Km away from

18
Renukoot) with installed capacity of 741.7 MW and 78 MW of Co Generation Plant at
Renukoot itself.

Alumina Plant: -

It was commissioned with an initial capacity of 40,000 MTPA, which has now increased, to
700000 MTPA. The plant has been expanded in phases using new technology from time to
time for energy efficiency and capacity enhancement. It employs the basic Bayer’s process
and the major raw materials for the plant are Bauxite, Steam, and Caustic Soda and Furnace
oil.

Aluminum Smelter: -

It has 11 Pot lines with 2067 Pots installed with annual production capacity of 3, 45,000
MT. The Smelter employs the Hall Heroult Electrolysis Process for the extraction of
Aluminum from Alumina. Basic raw materials for the smelter are Alumina, Power, Anodes
and Aluminum Fluoride.

Fabrication Plant (Value Added Products): -

The Fabrication Plant at Renukoot comprises of 4 Main Sections Remelt Shop, Cast House,
Rolling Mills, and Extrusion& Conform which produce Wire Rod, Sheets, Coils and Extruded
Products.
Hindalco, an ISO 14001, ISO 9001: 2000 and OHSAS 18001 Company. Recently these three
systems have integrated as IMS (Integrated Management System).
Today Hindalco occupies a place of pride in the global aluminium scenario with its most
efficient working in all areas of operations. The company has kept pace all along with latest
development in aluminium technology and has occupied its manufacturing facilities. Hindalco
has bagged 14 prestigious International & National Awards for Business Excellence, Quality,
Energy Conservation and its efforts for preserving the Environment in FY 05-06.

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 BOARD OF DIRECTORS

The Aditya Birla Management Corporation Private ltd., is the Group’s apex decision
making body and provides strategic direction to Group companies. Its Board of
Directors comprises:
 Mr. Kumar Mangalam Birla, Chairman
 Mr. Sanjeev Aga
 Mr. Debu Bhattacharya
 Mr. Rajiv Dube
 Dr. Rakesh Jain
 Mr. K. K. Maheshwari
 Dr. Santrupt Misra
 Mr. Vikram Rao
 Mr. Ajay Srinivasan

HINDALCO TODAY

Aluminium has turned out to be the wonder metal of the industrialized World. No other single
metal can do so many job’s so well, and so Economically also. Aluminium growth rate is the
highest amongst the major basic metals today. Hindalco ranks as the largest aluminium
producer in India and contributes about 40 % share in total production of the country. The
company’s fully integrated aluminium operations consists of the Mining of bauxite,
conversion of bauxite in to alumina, production of primary aluminium from alumina by
electrolysis and production of Properzi redraw roads, rolled products, extructions and value
added products like foil wheel at silvasa.
Hindalco integrated operations and operational efficiency has enabled the company to be
one of world’s lowest cost producers of aluminium. The company’s cost efficiency has
helped it to record an outstanding performance in the face of adverse market conditions.
Hindalco also owns a large captive thermal power plant at renusager that Meets the power
requirment of the company very efectively, has a current Generation units . Hindalco currently
has primary aluminium capicity of 3, 50,000 MTPA.

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Their well-crafted growth and integration hinges on the three cornerstones of cost
competitiveness, quality and global reach. They are also committed to the triple bottom line
accountability of economic, environment and social factors. Care for the community around
there operating units is best exemplified by their deep-rooted social commitment.

Over the years, Hindalco has grown into the largest vertically integrated aluminium company
in the country and among the largest primary producers of aluminium in Asia. Its copper
smelter is today the world's largest custom smelter at a single location.

AWARDS
Hindalco has won several awards for community welfare, environment protection, and also
for quality and export performance.
Year
2010 | 2009 | 2008 | 2007 | 2006 | 2005 | 2004 | 2003 | 2002 | 2001 | 2000 

Hindalco Renukoot won the Golden Peacock Award 2010 for corporate social
responsibility
 

Hindalco Renusagar's power division bagged the Golden Peacock Environment

Management Award during the Global Convention on Climate Security. The convention
was held at Palampur, Himachal Pradesh from 12 to 14 June 2009. Dr. Madhav Mehra,
President, World Council for Corporate Governance honoured Renusagar's power
division with the award in the services category.

Greentech Safety Gold Award 2008 for outstanding achievement in safety management
in coal based power sector.

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Hindalco Hirakud Systems ranked runners-up at the state level IT Competition 2008
organised by CII in association with the department of information technology,
Government of Orissa.
Hirakud smelter was awarded the state level safety award for Best Occupational
Healthcare 2006 — presented in February 2008 at Bhubaneswar.
Talabira coal mines won a host of safety awards, namely, first in working face and
maintenance of Dozer & Payloader and second in dust suppression at the Annual Coal
Mines Safety Fortnight 2008 organised by Directorate of Mines Safety, Bhubaneswar
and Chaibasa region.

The Golden Peacock Award 2007 by the World Environment Foundation for its
remarkable achievements in occupational health & safety.
The Safety Innovation Award 2007 for excellence in the field of occupational health,
presented by The Institute of Engineers India.
The National Energy Conservation Award 2007, second prize, awarded by the Ministry
of Power and Energy, Government of India.
Renukoot was selected for the Rajiv Gandhi National Quality Award 2007 – Silver
Trophy, presented by the Bureau of Indian Standards, in the large scale manufacturing
(metallurgy) category.
The CII National Award for Excellence in Water Management (Beyond the Fence)
2007, for its land and water management projects in neighbouring villages.
The IMC Ramkrishna Bajaj National Quality Award 2007 – special award for excellent
performance in the service category.
The CII Human Resource Excellence Award 2007 for strong commitment and
significant achievement in the field of HR.
The “Greentech Environment Excellence Silver Award 2007” by the Greentech
Foundation.
Renusagar’s quality circle teams “VAYUDOOT” and “NAVODAYA” achieved the Par
Excellence Quality Circle Award at the National Level Convention NCQC 2007.
Hirakud smelter - National Energy Conservation Award — first prize 2007.
Hirakud smelter - National Safety Award for performance year 2005 (presented in Oct
07) by Ministry of Labour and Employment, Government of India.
Hirakud power - CII - Orissa Award for Best Practices in Environment, Safety, Health
for the year 2007.
Hirakud power plant’s ‘Jeevan Jyoti’ and ‘Aryan’ quality circles won the Distinguished
Award at the National Convention of Quality Circles – 2007. Other Hirakud power
teams, bagged awards at the regional and state level QC competitions.
Hirakud power plant’s “Shakti” and “Prerana” quality circles also bagged third prize in
the operations & production category and repair & maintenance category respectively

22
during the seventh Supervisor Skills Competition organised by CII in December 2007.
Muri alumina plant selected for CII’s National Award for Excellence in Water
Management 2007 for both Within and Beyond the Fence 2007.
Belur was selected for the National Safety Award for outstanding performance in
industrial safety as runners up for the performance year 2005 in achieving the lowest
average frequency rate (presented in October 2007), by the Ministry for Labour and
Employment, Government of India .
Winner of the GreenTech Environmental Gold Award in the metals and mining sector
for its outstanding achievement in environment management during 2007 - 2008.
Earned the National award as an "Energy Efficient Unit", presented by CII.
Belur sheet plant was adjudged the winner of the "CII – Eastern Region Energy
Conservation Award for 2007 – 2008".
Alupuram complex awarded the Outstanding Safety Performance Award 2007 in the
small scale engineering industrial category, presented by the National Safety Council,
Kerala chapter.
Taloja sheet plant was presented the Metallics Systems USA — Maintenance Award for
best operation & maintenance of molten metal pump at its recycling plant.
Hindalco awarded the CII-Sorabji Green Business Centre "National Award for
Excellence in Water Management 2007".
Hindalco won the prestigious “D.L. Shah National Award for Economics of Quality”
given by quality council of India. Chief manufacturing officer, Mr. R. P. Shah and Mr.
Arun Kumar received the award from the President of India, H.E. Dr. A.P.J. Abdul
Kalam on 9 February 2007 at New Delhi.

Belur sheet plant was presented the Good Green Governance Award 2006 from Srishti
Publications.
The prestigious “National Energy Conservation Award-2006” was awarded to Hindalco
by Ministry of Power, Government of India.
The IT department of Hindalco received prestigious IT certificates BS15000 (IT
services), ISO 9001 (Software development) and BS7799 (Information security).
Hindalco Renukoot IT department is the first in our group as well as in India to be
recommended for all these certifications in an integrated manner.
The prestigious Greentech Safety Award came Hindalco's way for its outstanding
performance towards organisation health and safety.
The company's fabrication plant’s hot mill team won the prestigious Qualtech Award for
their project “Reduction of time in work role change time”.
Hindalco received the Integrated Management System Certificate from D.N.V.
certification agency. This certificate was for ISO-9001, ISO-14001, OHSAS-18001 in
an integrated manner.

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 Hindalco, Renukoot has won the National Award for Excellence in Water Management
2006 organised by CII.
The quality circle teams at Hindalco, Renukoot were adjudged winners in the live quiz
competition organised by the Quality Circle Forum of India.
J P Nayak of Hirakud Smelter awarded 'Young Metallurgist of the Year 2006' award
sponsored by the Ministry of Steel & Mines, GoI
Hirakud Power team bagged second prize at the state level CII Orissa Award 2006 for
Best Practices in Environment, Safety & Health.
Hirakud Power Team earned the "Distinguished Presentation Award" during the 14th
Chapter Convention on Quality Circle, Rourkela, during September 2006.

Mr. Debu Bhattacharya, Managing Director was conferred with "Asian business leader
award for the Asia corporate citizen of the year" by CNBC. The award was conferred in
recognition of Hindalco's outstanding contribution to arts, education, the environment and
community development.
Mr. Kumar Mangalam Birla, Chairman, has been named "Business Today young super
performer in the CEO category".
Hindalco's fabrication team won the Qualtech Award 2005 presented by Quimpro
College, Mumbai.
Five workmen of our smelter, Mr. Rajesh Pal, Mr. A. K. Gupta, Mr. R. K. Singh, Mr. H.
N. Singh and Mr. S. K. Singh were awarded the prestigious Vishwakarma Rashtriya
Purashkar by the government of India, ministry of labour and employment.
Mr. Kumar Mangalam Birla, Chairman, has been named as Ernst & Young entrepreneur
of the year 2005. He represented India at the award function in Monte Carlo, Monaco in
June 2006.
Hindalco Renukoot alumina refinery team made four presentations at the Himer National
Conference-2005 (HIMER-2005) and bagged the best paper award.
Mr. Debu Bhattacharya, Managing Director conferred with "India business leader award
2005" by CNBC-TV.
Hirakud Smelter awarded the National Safety Award 2005 for lowest accident frequency
rate and longest accident free period presented by Ministry of State for Labour and
Employment, GoI.
Hindalco won the first prize for National Energy Conservation 2005 in aluminium sector
given by the Government of India, Ministry of Power.
Hindalco recieved the ICWAI National Award for Excellence in Cost Management 2005
in recognition to their efforts towards cost management.
Hindalco won the Greentech Safety Award for the year 2005-06 for its excellent efforts in
occupational health and safety.
The Muri Alumina Plant won the Greentech Safety Gold Award 2004-05 and Silver

24
Award 2005-06 as also the Greentech Environment Silver Award 2004-05.
Kalwa foil plant won the Dhanukar rotating trophy for 2005-06 presented by the Indian
Association of Occupational Health, Mumbai.
National Award for Excellence in Water Management 2005 (Water Efficient Unit) from
CII - Sohrabji Godrej Green Business Centre.
Greentech Environment Excellence Gold Award 2005 from Greentech Foundation, New
Delhi.
The Belur Sheet Plant was named the winner of the National Awards for Excellence in
Water Management 2005 (Water Efficient Unit) and for Excellence in Energy
Management 2005 (Energy Efficient Unit), presented by the CII - Sohrabji Godrej Green
Business Centre. Belur also won the Greentech Environment Excellence Gold Award
2005.
Alupuram extrusions earned first prize in the Kerala state level quality circle competition
organised by CII.
Alupuram smelter earned third prize in the Kerala state level quality circle competition
organised by CII.
Best safety performance award conferred on Alupuram extrusions by the National Safety
Council (Kerala chapter).
Lohardaga Bagru Mines, Durgmanwadi, Chandgad mines and Talabira coal mines have
won awards in safety, environment, pollution control and overall performance during the
mines safety week and mines, environment and mineral conservation week programmes
organised by the Indian Bureau of Mines and the Directorate of Mines Safety in the
Ranchi, Goa and Bhubaneswar/Chaibasa regions.
Chandgad mines — super status award for winning the overall first prize for three
consecutive years.
Kasarsada mines awarded special prize for super status mine for excellent all round
performance for the second consecutive year during the mines, environment and mineral
conservation week, Goa region.
Durgmanwadi and Kasarsada Bauxite Mines have earned a host of awards during the
Mines Environment & Mineral Conservation Week programmes, including special prize
for being ranked first for 3 consecutive years in overall performance along with other
prizes for safety and other mining operations.

Hindalco won the fourth annual Greentech Safety Gold award for the year 2004-05 in
metallurgy sector.
Renusagar Power awarded the Innovation Training and Development (HR) Practices
award-2004 by Indian Society for Training & Development, New Delhi.
The mines division has been recognised by Indian Bureau of Mines, government of India
for afforestation, plantation, waste dump management, top soil management, reclamation
and rehabilitation, dust suppression arrangement, publicity and propaganda and overall

25
performance.
Joint winner of Aditya Birla planet award 2004 for community initiatives and rural
development.
National energy conservation award 2004 in aluminium sector by the government of
India, ministry of power.
IMC Ramkrishna Bajaj National Quality award 2004 certificate of merit.
Quality circle shakti of reduction plant won the excellence case study presentation award
at NCQC, Mumbai in December 2004.
Prime Minister's Shram awards 2004 — Shram Veer award to Mr. Ram Kailash of
Alumina Plant and Shram Shree award to Mr. Suresh Prasad of alumina plant.
CII National Award for Excellence in Energy Management 2004.
Qualtech Award 2004 for quality management by Quimpro College, Mumbai.
CIOL-Dataquest award for best performance in the pioneer category for 2004-05 by
CIOL, an IT portal along with Dataquest Magazine.
Hirakud smelter presented the Shrestha Surakhya Puraskar 2004 and Prasansa Patra
2005, from the National Safety Council of India, Mumbai for developing and
implementing effective occupational safety and health management systems and
procedures.
Hirakud smelter presented the State Safety Award 2004 for best performance in safety,
health and environment management.
Hindalco Industries Limited, Renukoot, has been awarded the Certificate of Merit at the
IMC Ramkrishna Bajaj National Quality Award 2004 in the manufacturing category.
Outstanding Industrial Relations Award conferred on Hindalco's aluminium division by
AIOE (FICCI).
National Safety Award (runners-up) for the aluminium division, presented by the
Ministry of Labour for lowest accident frequency rate.

Hindalco has been awarded the trophy for highest exports — prime metal ferrous and non
ferrous (non-SSI) — 2003-04 by Engineering Export Promotion Council (EEPC), India in
recognition of outstanding export performance of engineering goods and services
Industrial safety award (runners up) presented to Alupuram smelter for 2003-2005 for
lowest average accident frequency by the National Safety Council, Kerala chapter.
Greentech gold award 2003-04 to Renusagar Power by Greentech Foundation, New Delhi
for organisational health and safety.
National Safety Award 2003 by Ministry of Labour and Employment.
Joint award winner of Rajiv Gandhi National Quality Award 2003 in large scale
manufacturing category. The award is instituted by Bureau of Indian Standards, Ministry
of Consumer Affairs, and Government of India.

26
Greentech gold award 2003-04 by Greentech Foundation, New Delhi for organisational
health and safety.
Asian Corporate Social Responsibility Award for 2003 for its aluminium division's Rural
Poverty Alleviation Project.
Hindalco achieves ISO/TS16949 certification for Aura Alloy Wheels in March 2003. It is
one of the first few alloy wheel companies in India and the world to receive this
certification.
CII National Award for Excellence in energy management 2003 for the aluminium and
copper divisions.

FIMI's Social Awareness Award.

The FICCI Socio-Economic Development Foundation's (FICCI-SEDF) Social
Responsiveness Award for the year 2001, for projects on rural development and
promoting economic self-reliance in over 334 villages.
Birla Copper is accredited with ISO 9001 and ISO 14001.

The 'Fair Business Practices' award by the CFBP Jamnalal Bajaj Uchit Vyavahar
Puraskar 2001.
The 'Outstanding Export Award' for the years 2000 and 2001 from EEPC and
CAPEXIL.
Mother Teresa Commendation Certificate for Community Initiative Activities.
FICCI Award for Community Initiative Activities.
Energy Conservation Award by the Ministry of Power.
Various Awards for Mines Environment and Mineral Conservation by the Indian
Bureau of Mines.

Alumina refinery is named as the 'Best Safety Performing Plant' in the world by the
International Aluminium Institute.
Safety Performance Benchmarking — 'Joint Best Smelter' by International Aluminium
Institute.
Safety Performance Benchmarking — 'Best Refinery' by International Aluminium
Institute.
Export Award from EEPC.

27
 Export Award from CAPEXIL.
Annual Report - Best in Asia Winners by CFO Asia.

RENUSAGAR POWER DIVISION – AN OVERVIEW

 1962 - Commencement of Production at Hindalco

Source of Rihand Hydroelectric Power
 1965 - Late Shri G.D. Birla visualized power shortage & started work on RPD.
Renusagar power division an associate of Hindalco industries limited one of the biggest
Companies in “The Aditya Birla group”. Renusagar power division was conceived as the
captive power plant of Hindalco Industries Limited in 1964. The first power generating units
of 67.5 MW each were commissioned in the year 1967-68. The coal- based thermal power
plant presently has a capacity of 742 MW with 10 turbo- generator sets and 11 steam
generators (boilers). It generates around 6111 Million Units. Renusagar is situated at about 35
km from Renukoot in Sonebhadra district of Uttar Pradesh, on the bank of Rihand Lake. The
geographical location is 24◦ 10’ N to 24◦ 12’N and 82 46’ E to 82 48’ E. the site is located at
an average elevation of the north and west side. Township area is about 176 hectares and the
plant has an area of about 58 hectares. Renusagar power division is well known in the power
sectors of India. It has the reputation of consistently achieving around 90 % Plant Load Factor
(PLF) and around 90% Plant Availability Factor (PAF) of its installed capacity of 575 MW, in
spite of odds like low- grade coal and disturbance in the northern grid. Right from inception,
Renusagar power division has laid emphasis on high degree of technical skill and quality
control in workmanship and training. Renusagar has developed the concept of need – based
rolling maintenance plan through intensive condition monitoring as against the time – bound
maintenance plan hitherto being followed by other power station.

PLANT DETAILS OF RENUSAGAR POWER DIVISION

RenuSagar Power Division is a division of Hindalco Industries Ltd. for generating and
supplying uninterrupted Power exclusively to the interated Alumina Complex at Renukoot,
UP. RenuPower is located at RenuSagar, almost at the pithead of Singrauli Coal Mines of
Northern Coal Fields Ltd. in the vicinity of Govind Vallabh Pant Sagar
(Popularly known as Rihand Lake)in the district of Sonebhadra of the State Uttar Pradesh,
India. The total installed capacity of plant is about 742 MW and comprises of 10 T.G. set 11
Boilers. RenuSagar Power Plant is one of the most efficiently operating at a plant Factor of
around 90%.

28
 Fig. xv

Unique Features:

 First Captive Power Plant for an Aluminum Industry in India.

 Commissioned way back in 1967 with 2 Units, each of 67.5 MW.
 Present Installed Capacity of 742 MW with 10 Turbo Generating Sets.
 1st Power Plant in India to have additional Spare Boiler (1981) to avoid Generation
Loss in case of outage of Unit Boilers.
 Consistently operating at Plant Load Factor (PLF) above 90% and is comparable to the
best world-wide.

Fig. xvi

Renusagar Power Division (RPD) is a Captive Power Plant of Hindalco Industries Ltd,
country’s leading aluminum producer and a flagship company of The Aditya Birla Group. It
has the distinction of being the first Captive Power Plant for Aluminum Company in India.

29
The great visionary Late Syt G.D. Birla conceptualized the Power Plant at Renusagar way
back in 1964. Renusagar Power Division is located at the pithead of Singrauli Coal Seam of
Northern Coal Fields Limited (NCL) and on the banks of Rihand Lake. It is situated in
Sonebhadra District of Uttar Pradesh (U.P.) on the border of U.P. and M.P. It is 200 KM from
Varanasi and 40 KM from Renukoot.
This region is known as Power Capital of the country and contributes approximately 10000
MW to the national economy.

Fig. xvii

Fig. xviii

30
Corporate Social Responsibility (CSR)
Winning smiles…touching hearts
Long before corporate social responsibility found a place in the corporate lexicon, it was
already textured into the Group's value system. As early as the 1940s, the late Mr. G.D. Birla
espoused the trusteeship concept of management — investing a portion of the company's
profits for the larger good of society. The late Mr. Aditya Birla went beyond chequebook
philanthropy when he brought in the concept of 'sustainable livelihood'.

For over 50 years, Hindalco has worked in the

hinterlands of India to better the quality of life of
the underprivileged sections of society.
Today, they reach out to millions of people in the
villages, of whom more than 60 per cent live
below the poverty line. Their needs include:
access to water, agriculture and sustainable
livelihood, healthcare, and education. These four
areas form the focus of our efforts. The company
also works to bring about social reform through widow re-marriage and dowerless marriages.
They work in partnership with government agencies and the beneficiaries to provide these
necessities and encourage social reform.

FOCUS AREAS

A. ECONOMIC SELF RELIANCE & WATERSHED DEVELOPMENT

B. EDUCATION & CAPACITY BUILDING
C. HEALTH AND FAMILY WELFARE
D. INFRASTRUCTURE DEVELOPMENT
E. SOCIAL WELFARE

31
A. ECONOMIC SELF RELIANCE & WATERSHED DEVELOPMENT

 Self employment programme

 Farmers resource center (frc)
 Land & watershed management
 Vegetable growing programme
 Animal vaccination & first aid
 Formation of SHGS

Check Dam Construction at Amahawa Village SHG Training at Sonvani Village

Agriculture field at Labhari Skill Development Programme at Parasi

32
B. EDUCATION & CAPACITY BUILDING

 Aid to meritorious students

 Training for villagers & village volunteers
 Balwadi center
 Mass awareness programme
 Computer education

C. HEALTH AND FAMILY WELFARE

 Hand pump repairing for safe drinking water

 Family welfare programme
 Rural medical camp
 Treatment of chronic diseases
 Homeopathic clinic

D. INFRASTRUCTURE DEVELOPMENT

 Construction/ repairing of family welfare center/community center

 Construction/ repairing of road/culverts
 Repairing of well
 Indra awas

E. SOCIAL WELFARE

 Cultural programme
 Rural sports
 Widow old age pension
 Aid to physically challenge person
 Help to old age person

33
 PERFORMANCE

As the aluminum smelters need continuous and steady power supply, high plant availability
and operation at rated capacity is of paramount importance for RENUSAGAR POWER
PLANT. Renusagar has achieved high plant availability factor (PAF) and plant load factor
(PLF) of around 95% and more consistently for over two decades (against the national
average of 55%) right from its inception. It has dispelled the misconception that such a high
PAF and PLF can’t be achieved by the thermal power plant, using low grade coals.

CONTRIBUTION IN THE FIELD OF POWER SECTOR

It is to the credit of RENUSAGAR POWER that despite the fact it uses high ash (35%) and
abrasive natural coal, high PAF and high PLF have been achieved by it consistently.
Modification in the ID fans, Dust Collectors and indigenous methodology of prolonging the
life of pressure part tubes, was a trend setter. Its result oriented approach to bring down tube
leakage to less than one per boiler per annum, has worldwide acclaim. RENUSAGAR
POWER DIVISION is an acknowledged leader of thermal power plant. It adopted modern
management techniques for initial stages itself and was able to limit its planned overhaul
duration by resorting to PERT.

ENERGY CONSERVATION

Renupower is conscious of energy conservation and has made concentrated efforts to reduce
and limit its auxiliary power and oil consumption. It is remarkable that the average oil
consumption per unit generated has been maintained at less than 0.8 ml per KWH (against the
national average of about 11 KWH for its size of units).

34
ENVIRONMENT AND POLLUTION CONTROL

At Renusagar, all the boilers have electro-static precipitators (ESP). the stack emission are
closely monitored and controlled well below the permissible limits. Renusagar Power is
known for its environment friendly plans. The vast greenery in the complex simply conveys
its culture. There is an Environment Cell, which is properly functioning under the guidance of
P & IR department for proper monitoring.

Make
Sr. No. Unit Capacity(MW)
Boiler
Turbo Generator

1. TG# 1 67.5 GE(USA) CE(USA)

2. TG# 2 67.5 GE(USA) CE(USA)
3. TG# 3 77 SIEMENS/ BHEL CE(USA)
(Consortium)
4. TG# 4 77 SIEMENS/ BHEL
(Consortium) CE(USA)
5. TG# 5 68 BERGMANN BORSIG BHEL

6. TG# 6 74 ABB (GERMANY) BHEL

7. TG# 7 74 ABB (GERMANY) BHEL

8. TG# 8 77 GE (USA) BHEL

9. TG# 9 80 SIEMENS (GERMANY) BHEL

10. TG# 80 SIEMENS (GERMANY) BHEL

10

Table-2
800
742
700

600 575
500
500
425
MW

400
350

300
283
209
200
135
100 67.6

0 35
1966-67 1967-68 1980-81 1982-83 1988-89 1996-97 1997-98 1998-99 1992-03
Year
 Fig. xix

“HINDALCO”
They are guided by their
Vision, Mission & Values
that provide direction to all their efforts.

The Vision, Mission and values of their Power Unit are as follows:

VISION
“To be one of the best operated and maintained Captive Power Plant, with enviable Plant
Load Factor, to supply uninterrupted power

MISSION
“To pursue creation of value at all levels of plant Operations for our customers, shareholders,
employees and society at large”

“HINDALCO” – Powered By People

“My objective has been to build a meritocracy…an organization is about

people who make it and it would continue to be my focus.”

Kumar Mangalam Birla

36
At the heart of Hindalco’s processes, products, growth and success lies the endeavour and
dedication of the RPD team. A multilingual, multicultural cross functional team of people
bound by the strong organizational values and pursuing a common mission to create superior
value, realize full potential and steer the company towards a position of a global metal major.

An achievement focused and development-oriented work culture embedded in high

standards of business ethics supported by sound management practices and good HR policy is
the defining characteristics of the RPD work ethos.
RPD has made its HR policy keeping all the things in the mind and in the favour of its human
capital.

Overview of Human capital: (as on 1st Jan 2009)

Category of employee Total Employee Strength

Staff 1032

Work men 1839

Total strength 2871

Table-3

37
 HR VISION
“To provide an enabling environment where employee’s competencies are nurtured and
harnessed towards sustainable business growth & leadership.”

HR MISSION
“To proactively assess and provide services for the HR needs of the business & customers for
the attainment of organizational goals.”

HR OBJECTIVES
 To collaborate with and support internal customers of HR in achieving business
objectives through services viz. effective manpower planing ensuring harmonious
industrial relations etc.

 To review and redesign the structure of the organization with clarity of roles,
responsibility and accountability for overal organizational effectiveness and speedy
response to the emerging business challenges.

 To develop knowledge and skills of the employees and groom leaders with functional
and business competencies to meet future demands of the organization ( viz.
Flexibility & change management)

 To benchmark best HR practices in order to enhance human resource efectiveness.

 To promote employee involvement in decision-making, team working, creatively

and empowerment.

 To institutionalise transparency by farming, updating & communicating systems and

processes.

 To maintain good liaison with government/ external agencies in order to better serve
the organizational cause.

 To provide a safe and healthy work environment and continuously benchmark and
upgrade the standerds of safety and hygiene.

38
 OBJECTIVE OF
THE STUDY

OBJECTIVE OF THE STUDY

Training is one of most important and effective means of bringing about change
in an organization. Implementation of Training & Development in the
Organization helps the employees to become people oriented and inculcates in
them respect and regard for general public.

39
This study shows that how Training & Development enhances the efficiency of
the employees and develop their capacities.
The main objectives of this project are –

 To find out the process of training and development undertaken by

Renusagar Power Division.
 To develop training effectiveness form for behavioural programs.
 To study about the various innovative training practices.

40
 REASERCH
METHODOLOGY

RESEARCH METHODOLOGY
Descriptive and Conclusive types of research are conducted. On the basis of the emphasis laid
on the analysis of the information and the data the type of research used in descriptive
research. This kind of research is needed to provide a theoretical framework and background
on which, total knowledge and operational practices can be used and judged. The major
purpose of descriptive research is description of the state of affairs, as it exits at present.

RESEARCH DESIGN
The study is carried out on the basis of information and data collected from Renusagar Power
Division, Hindalco Ind. Ltd (RPD).

41
The following procedure is followed:
I. The research includes interpretation of Training & Development process at Renusagar
Power Division, Hindalco.
II. Understanding the Training Policies and Procedures of Renusagar Power Division,
Hindalco.
III. Determining the Training Methodology involved in Renusagar Power Division,
Hindalco.
IV. Evaluation and conclusion.

DATA COLLECTION METHOD

The data is collected through both Primary and Secondary methods.

PRIMARY METHOD
Information gathered from Discussions with the employees of various Departments and my
Project Guide.
SECONDARY METHODS
Secondary data is being collected through following methods;
I. Learning planner.
II. Other training documents and valuable books available at the library of training centre.
III. Company Website.

DATA ANALYSIS
Data is analysed on the basis of available information.

42
 THEORITICAL
PRESPECTIVE OF
TRAINING &
DEVELOPMENT
INTRODUCTION

Every organisation needs to have well-trained and very experienced people to perform the
activities that have to be done. If the current or potential job occupant can meet this
requirement, then also training is important for any oranzation.

Empoyee’s traning is the pricess where learn the skill’s , knowledge, attitude and
behaviour necessary to perform the job effectively. A newly employed person is introduced
to his department, its relation to other departent, its place in the whole organization, the
organization’s objective, philosophy and practices. Training is required at every assignment to
an other one of different nature. As the job has become more and more complex, the
importance of employees training has increased. When jobs were easy to learn, simple and
influenced to only a small degree by technological changes, there was little need for the
employee’s to upgrade or alter their skills.

43
 The management development on the other hand is designed to over all effectiveness of
manager to their present position and them to preapair for greater responsibility when they are
promoted. Management development has become more prevalent in recent year because of
increasingly complex demand, being made on manager and training the manager only through
experience is a time consuming and unreliable process . Training is linked with
performance appraisal career development. Employees are trained on jobs are through house
training programs. For some employees including manager outside training may be utilized to
enhance, upgrade or develop specific skills. Thus it can be concluded that training and
devopment is an essential tool in human resource development. A society is facing a rapid rate
of technological social changes, so management need to be developed as they have to tackle
problem arising out of automation intense market competition growth of new market, enlarge
labour participation in management and greatest interest taken by the public government in
various activities of business.

The participants also have opportunity to improve their knowledge base by learning the
theme related to concept and building their skills and attitudes through various practical
exercise. Besides above the small group exercises, Role-play, interface/ panel dicussion also
promote participant culture and break the psychological barriers.

Some programs have a common methodology like knowledge sharing, group discussion
and presentation etc., however a judicious mix of Lecture/ Discussion/ Case studies/ Role
play/ Business game etc. is used to make absorption learning spontaneous and instant.
CONCEPT OF TRAINING AND DEVELOPMENT

Definition:

Training is the process of learning a sequence of programmed behaviour. It is an application

of knowledge. It’s an attempt to improve the performance on the current job and prepare
them. Training should be an integral component of the business activity which makes good
business sense to train the whole staff.

Training is essentially a process of developing skills, knowledge, attitude or behaviour of

the people through instruction, practice domestic demonstration or other techniques, either on
the job or in the class room. It aims at ensuring the effective use of people at all levels and in
all types of employment and creating such individually or collectively, enable people to make
the best contribution to the success of helping employees to be more effective in present or
future work. Well-trained employees will not only do the job efficiently but also get more
satisfaction from work.

44
 OBJECTIVES OF TRAINING AND DEVELOPMENT

 Training helps the trainees to accquire the subject matter.

 Training helps to bring a change of attitude and behaviour towards a particular
problem.
 Training aims at enhanching the capabilities of the trainees so as to enable them to
increase their probem solving capacity.
 Training aims at bridging the gap between the expected levels of performance and
actual performance.
 To assure the organization the availability of required number of manager with
requisite skills to meet the present and anticipated future needs of business.
 To encourage manager to grow as efficient person and increased their capacities and
handling more responsibility.
 To improve the performance of managers at all levels of job they hold.
 To sustain good performance of manager through out their career.
 To prepare managers with forward-looking approach.

PRINCIPLES OF TRAINING

A sound program of operative training is based on the following principle:

 Every human being is capable of being trained.
 An adequate interest and motive for training is essential.
 People achieve more of their training when they are informed of their achievements.
 Training is an active process.
 Training is related to attention concentration process.
 Trainees learn better when they learn at their own place .
 Training technique and process should be directly related to the needs of the
organization.
 Training should be conducted in the actual job environment to the maximum
possible extent. There is always some gap beetween actual performance and the
capacity to perform, which provide opportunities for improvement.
 Feedback from subordinate to superiors & group to individual is necessary for
recognition of shortcomings and for keeping oneself in touch with the progress.

IMPORTANCE OF TRAINING
45
 Training makes employees more effective and productive.
 Training helps to keep the human factor upgraded and keeping pace with the
competitors.
 Training helps to upgrade their skills.
 Training helps in rescaling and multi-scaling.
 Training is important to develop the potential leaders in futures and to take care of key
positions and managerial effectiveness.
 To develop identified executives and have sufficient number of year, good track record
and adequate qualification.
 Training imparted is beneficial in term of organization performance as well as the
individual growth in performance and training.

BENEFITS OF TRAINING
 It will create healthy competition among different organizations.
 It helps in reducing wastages because of good technologies.
 It makes people of the organization updated.
 It helps in individual development in all fields.
 It helps in motivating the employees.
 Employees can gain recognition for skills and knowledge through achievement of
vocationally relevant qualifications.

TRAINING
46
 &
DEVELOPMENT
IN
RENUSAGAR
TRAINING AND DEVELOPMENT IN RENUSAGAR POWER DIVISION
(RPD)

Introduction:

Hindalco seeks to create an environmet where each employee can give his best, through the
acquisition of the needed competencies and skills.

The Training and Development Centre of Renusagar has taken up a comprehensive,

innovative, real world approach to employee education, training and development that mirror
the multi disciplinary nature of today’s business and opportunity. This approach expands the
scope and reach of training programs to clarify challenges, identify opportunities, develop
relevant competencies and deliver effective training solution.
T & D Centre offers the training services to the individual, departments/ functions. The
Training Programs are designed to support employees at various levels from High Potential,
Young Achiever, to Middle level to Supervisor including workers.

47
 Fig. xx
All the training/ development related activities for employees at RPD is managed by the State
of the Art Technical Training & Management Development Centre (TTMDC) recognized by
Central Electricity Authority, Ministry of Power, Govt. of India. To cater to the Functional/
Technical training requirement of its employees TTMDC strives to create multiple learning
opportunities for development.

TECHNICAL TRAINING AND MANAGEMENT

DEVELOPMENT CENTRE

A motivated workforce equipped with latest knowledge and skill is underlying philosophy for
all HR related strategies of Renusagar Power Division. For overall development of our
employees, we have a well-established Technical Training and Development Centre
(TTMDC), which is equipped with all the facilities and well-trained faculties. The training
centre is recognized as GRADE-A institute in Category-I by Central Electricity Authority
- Ministry of Power – Government of India, for imparting training to power plant
personnel.

OVERVIEW OF TTMDC
Letter of Renewal of Recognition

48
Front View of Technical Training & Management Development Centre (TTMDC)

Fig. xxi
TTMDC is the only private sector training institute recognized as Grade ‘A’ training centre in the
country.

TTMDC represents Renupower commitment to identify and build capabilities of its people. In
doing so, it strives to create multiple learning opportunities for its people and create a culture
of learning and development.

Fig. xxii

 TTMDC is conceived, as a one-stop solution provider to the capability needs of the

business and promoting a culture of self-learning.

 Training and retraining of our employees is one of the motivating factors responsible
for outstanding plant performance (PLF, specific oil & water consumption, Aux.
power consumption etc.), best maintenance practices and productive work culture.

49
  Training and Development activities of the centre are comprehensive covering all
aspects of power plant operation & maintenance and management development; and
methodology adopted to ensure that these training experiences are effective.

 Professor TV Rao (IIM-Ahmadabad and presently director of HRD –

Hyderabad) visited training centre in 1995 and gave his comments for the
training centre which is as follows:

“Very impressive Training centre”. Well equipped, arranged and explained. This could be a
model for all educational and training institutions in the country. I would strongly
recommend this centre to become a National Resource Centre in technical training.”

Training and Development activities at Renusagar are grouped into three categories:

 Functional/Technical Programmes
 Managerial/Behavioural Programmes
 Supporting Programmers

 Catering to the need of organizational initiatives like ISO Certification (ISO 9001, ISO
14001, and OHSAS 18001), QC, WCM Implementation, ERP etc.
 While Induction & Orientation Level Training (IOLT), Technical Skill Development
Programmes, Management and Supervisory Development Programmers, Mock Drills
and Supportive Programmers on ISO-14001 and ISO-9001 and OHSAS 18001 are
aimed at knowledge and skill development. A number of initiatives like departmental
Learning System and Coaching (LSC), Mentoring, Quality Circle, Inter Unit Visits,
One Point Lessons, KAIZENS contributes to creating an open atmosphere and spread
the implicit & explicit knowledge concentrated in different pockets of the
organization.

50
TRAINING & DEVELOPMENT PROCCESS IN RENUSAGAR

Framework:
SETTING TRAINING OBJECTIVES

TRAINING NEED IDENTIFICATION (TNI)

TRAINING MODULE PREPARATION

IMPARTING TRAINING

PREPARATION OF DEVELOPMENT PLAN

EVALUATION AND FEEDBACK

TRAINING NEED IDENTIFICATION PROCESS

Competency
Hr Meet Departmental Performance Talent Mapping & Recruitment
Brain Storming Appraisal Management Skills Chart Planning(IOLT)

Individual IDP
Hr Priorities Department Training &Training Competency Skill Gaps
Priorities Needs Need Gaps(Staff) Workmen

Analysis of Staff Analysis of Workmen

Training Need Training Need
51
 Learning planner

Fig. xxiii
TRAINING POLICY

At Hindalco, we are commited to develop and maintain the training culture through the grass
root to apex level. The training shall equip the employees with modern technological
innovation for manufacturing facilities along with the development on social and
behavioral aspects.
Training shall also be to maintain a positive work culture with a skilled and motivated
workforce with a sense of pride.

Continuous development of human resources at all levels will be the guiding principle to realize
our vision “To be one of the best operated & maitained Captive Power Plant, with enviable Plant
Load Factor, to suply uninterrepted power ti hindalcp-renusagar at the lower cost”.

Our Training & development resources will be directed towards –

 Optimum utilization of existing resources and enhancing productivity.

 Bridge the skill gap- Functional & Managerial, arising from career growh and
technological advancements.
 Develop multiskill workforce for overall business perspective, pocess orientation and
flexibiulity in ther deployment.
 Nurture talent to develop across all levels of the organization.
 Provide multiple learning opportunities to employees and help them realize their full
potential.
 Prepare the organization to anticipate & lead change.
 Promote the work ethos, which emphasize performance orientation, participation and
innovation.

Management is commited to provide opportunity to all employees, time and resources to

develop their full potential.

52
 TRAINING METHODOLOGY

Selection of methodology has been done very carefully keeping the sensitivity and
objectives of the programs in mind. Fine blend of theoretical & practical approach is used to
make programs more learning oriented.
TRAINING

ON- THE- JOB OFF- THE- JOB

TRAINING TRAINING

a) Job Rotation a) Lecture & Case Studies

b) Apprenticeship b) Conference & Seminar

ON THE JOB TRAINING:

a) Job Rotation
Job rotation is an organization strategy that has been advocacy to prevent the development of
work-related musculoskeletal injuries after engineering controls have failed to reduce
musculoskeletal stress. Included in the recommendation of the use of job rotation is usually
the qualification that the jobs must be dissimilar. The goal is to "dilute" the exposure of the
worker to injurious movements.
It is a movement between different jobs. This avoids employee becoming bored with job and
help them in learning new skills. It has number of positive impacts as well as negative impacts
on employees as well as organisation. Multi skilled employee may be good in one
organisation but may not be at all suitable with precision/ speciality based organisation.

b) Apprenticeship

53
Apprenticeship is a system of training a new generation of practitioners of a skill. Most of
the training is done on the job while working for an employer who helps the apprentices learn
their trade, in exchange for their continuing labor for an agreed period after they become
skilled. Theoretical education may also be involved, informally via the workplace and/or by
attending vocational schools while still being paid by the employer.
During the programme it is not allowed to assign the apprentice to a regularly employment
and he is well protected from abrupt dismissal until the programme ends. The defined content
and skill set of the apprentice profession must be fully provided and taught by the employer.
The time taken is also regulated. Each profession takes a different time, usually between 24
and 36 months.

OFF-THE JOB TRAINING:

a) Lecture & Case Studies

Lectures present training material verbally and are used when the goal is to present a great
deal of material to many people. Lecturing is one-way communication and as such may not be
the most effective way to train. Also, it is hard to ensure from the trainer’s side that the entire
trainees understand a topic on the same level. It is the most cost-effective way of reaching
large trainees. The main attraction of lecturing as a training method is its deceptive simplicity
and the control over the session it purportedly yields to trainers. The simplicity of lecturing is
deceptive, first and foremost, because what lecturers say is not directly related to what
listeners learn. This relation, as we have seen, is anything but neat. The very qualities of a
good lecture threaten its value as a training method. The more complete and logically
consistent the argument, the more erudite its deviation, and more appealing its delivery, more
it tends to be “bought” as the final answer. It is effective at that stage of the learning process
which seeks to increase intellectual understanding.
Case study is a description of a real or imagined situation which contains information that
trainees can use to analyze what has occurred and why. The trainees recommend solutions
based on the content provided. It can present a real-life situation which lets trainees consider
what they would do. It can present a wide variety of skills in which applying knowledge is
important. One purpose of case study is to multiply, well beyond what they would meet in
their day-to-day work, situations and problems participants can be exposed to during training.
Another is to present each sample of real life in slow motion, so that through its detailed study
trainees can learn the most from the data offered. The communication should be clear. The
third purpose of case method is to help trainees to develop the habit of taking more factors
into account than usually done, to analyze them carefully, and to put them together in an
integrated picture for guiding understanding and action.

b) Conference & Seminar

54
Conference is a group composed usually of 2 to 50 persons who represents different
organizations, departments, or points of view but who have some common interest or
background. They gather information and discuss mutual problem, with a reasonable solution
as the desired end. Problem identification and solution is often the basic objective of
conference.

Seminar is a group of person gathered together for the purpose of studying a subject under the
leadership of an expert or learned person. Often the procedure followed is to identify the
problem, explore the problem, discuss or lay out necessary research involved in the solution
of the problem, conduct the research, share the findings with others in the group, and reach a
conclusion on the basis of the research.

Workshop is a group of person with a common interest or problem, often professional or

vocational, who meet for an extended period of time to improve their individual proficiency,
ability, or understanding by means of study, research and discussion. The workshop allows
considerable flexibility, and the emphasis is on improving individual proficiency and
understanding. Theory and practices are often treated concurrently. The learner is encouraged
to work out a program of personal study and receives help with this program from the other
participants and resources people.

LEARNING PROCESSES FOR ALL

In Addition to these, some other Learning Processes are –

1) Induction Orientation Level Training (IOLT)

2) Talent Management (TM)
3) Mentoring
4) E- Learning
5) Quality Circles (QC)
6) Learning System & Coaching (LSC)
7) Mock Drill
8) Benchmarking Visit
9) Talent Retention (TR)

1) Induction Orientation Level Training

Induction Orientation Training is a type of training given as an initial preparation upon taking
up a post. Its goal is to help new employees reach the level of performance expected from an

55
experienced worker. It often contains information dealing with the layout of the firm's
operating facility, health and safety measures and security systems.

In Hindalco, Induction Orientation Level Training is conducted to new Graduated

Engineering Trainees(GETs), Diploma Engineering Trainees (DETs), MBAs and MCAs to
acquaint them with plant, equipment, organization structure and more importantly to make
them aware about organization culture & values. 1 year schedule is for GETs and 1and1/2
year for DETs. The training schedule includes 3 months classroom training include plant visit,
group discussion, assignment & video based session on all topics related to Technical,
Mechanical & Supportive areas. After completing 3 months classroom training the trainees
are placed on the job training & assigned with a Mentor, who guides and monitor the progress
of trainees. The Training centre monitors the development of trainee through the mentor by
getting information’s getting from him.

The main objective of this program is to learn best practices from other units and implement it
in their respective areas.
The methodology for this IOLT Program is -

 First of all Needs Survey for Inter-unit visit is done.

 After receiving the need, projects are finalized alongwith the list of persons who will
be sent for Inter-unit visit to learn the best practices.

 Data is collected by the team on existing level of performance and System being
followed at Renusagar.

 The team visits the partner unit and compare the performance level and studies their
processes to find out the practices responsible for superior performance.

 The team prepares on action plan to implement the best practices and improve our
performance to reach the benchmark level.

 The Action Plan is monitored.

2) Talent Management

Talent management refers to the process of developing and nurturing leadership pipeline of
the organization.
Talent Management is an approach to attract, develop and retain people with the:
 Aptitude and abilities to meet current and future organizational needs.

56
  It involves individual and organizational development in response to a changing and
complex operating environment.
We have a structured methodology to identify talent and groom them. Based on performance
and supervisor’s assessment of individual’s potential, executives are selected to undergo
comprehensive assessment and development centre, which is conducted by Eicher Consultants
and Hewitt. Detailed profile of the executive is prepared, feedback on his strengths and
weaknesses are given. Based on individual’s profile and matching with competency required
at different levels of respective career Stages, the executive are placed in either of the
leadership/ managerial/support talent pool.

To develop Leadership in Pipeline, there are two criteria-

1. Employee Performance Rating
2. Employee Potential Rating

For making a rating scale of an employee’s performance, there is a 9 Box Matrix Performance
Rating.

A- HIGH POTENTIAL- In this type of performance rating an employee can move up to

4 job bands for next 7 to 8 years.
B- MEDIUM POTENTIAL- In this type of performance rating an employee can move
up to 2 job bands for next 5 to 6 years.
C- LOW POTENTIAL- In this type of performance rating an employee will retain on
their same job.

1. LOW PERFORMANCE- If an individual rating Below Expectation (BE) or Far

Below Expectation (FBE).

2. MEDIUM PERFORMANCE- If an individual rating Meet Expectation (ME)

or Exceed Expectation (EE).

3. HIGH PERFORMANCE- If an individual rating Exceed Expectation (EE) or

Far Exceed Expectation (FEE).

57
 HIGH A
P O T E N T I A LLOW CMEDIUM B

here is a nine box matrix-

LOW 1 MEDIUM 2
P E R F O R M A N C E
HIGH 3

Nine Box Matrixes

Fig. xxiv
M
L
H
P
N
U
D
T
W
IG
1
2
3
A
B
CA
O
F
R
E
For understanding the concept of Employee’s Performance Rating,

58
 PROCESS OF TALENT MANAGEMENT

Career Stage Classification

Talent Segmentation

Potential Validation

Consensus Discussion

Individual Development Plan

Talent Review Discussion

Fig. xxv

The individual development plan (IDP) is prepared, which details training courses as
well assignment to be given to the Individual for developing identified competencies. It also
encompasses rotation, major cross functional team projects and role amalgamations. Progress
on IDPs is monitored by Functional Head, HR head and Unit Head.
In summary there are many benefits of taking on the complicated multi-layered
project of creating an integrated talent management and workforce planning structure.

 Predictability of performance
 Higher customer satisfaction rates
 Lower employee turn-over
 Increased profits as a result of right people/right time
 Increased revenue as a result of efficiencies

59
  Increased employee engagement

3) Mentoring
Mentorship is an informal transmission of knowledge, social capital, and the psychosocial
support perceived by the recipient as relevant to work, career, or professional development;
mentoring entails informal communication, usually face-to-face and during a sustained period
of time, between a person who is perceived to have greater relevant knowledge, wisdom, or
experience (the mentor) and a person who is perceived to have less.
In Hindalco, Mentoring is practicing for smooth induction of new employees into the
organization and their overall development.
Analysis of Plant After
Upsetcompletion
Condition of 3-month induction and orientation level training, new employees are put
for on-the-job-training. During on-the-job training and after completing it they are assigned to
a Mentor, who guides them in their day-to-day clarifications and facilitate their learning.
Mentors monthly sends the progress report of mentees to be reviewed by the training centre.
Presently we have 22 experienced Mentors, who support this exercise-
The main objective is to discover and develop the Mentee’s latent abilities and thereby
empower the Mentees. The process also aims at helping the Mentee to fit into organization
culture.

Who is a Mentoree: New Employee

Who is a Mentor: An experienced and successful professional/manager with a mindset to help
someone who is willing to invest in others.
Selection of Mentor: Jt. President (Power) appoints Mentors with -
 Good Soft skills
 Great Values
 Willingness to help young protégés.

In the earlier system Mentors used to be senior executives from the same department. In the
revised system Mentor will be Cross-Functional.

Period of Mentoring: Two years from date of joining.

Role of a Mentor: Role of the Mentor is primarily:

 To infuse Group’s Values in the protégé.
 To help the Mentee gel smoothly in the organizational culture.
 To develop protégé by making use of his knowledge and experience.
 To develop a pragmatic approach.
 To help the protégé develop good communication & inter personal skills.
 To help the protégé overcome emotional lows.
 To keep track of Mentee’s professional development.

60
The Mentor will send a Quarterly Mentor’s Report regarding development of the Mentee to
TTMDC.
Role of a Mentee: Mentee will meet his Mentor (at least twice in a month) and Guide
regularly to discuss issues and seek clarifications. The Mentee will send a monthly Mentee’s
Report to TTMDC. (Annexure III)

Role of Mentoring Coordinator: The mentoring coordinator will compile/analyze the

reports, monitor progress of the Mentee and give feedback to the concerned HOD and HR
Head, if required. His role is to create opportunity for informal interaction among Mentors
and Mentees. He will be in close touch with Mentors to monitor the progress & development
of Mentees.
Mentoring Process
1. A minimum of two monthly meeting of the Mentor & the Mentee.
2. Mentor, Guide & Mentee shall submit progress reports to TTMDC.
3. Quarterly informal get together.
4. Monthly progress report to be submitted to Unit Head & HR Head.

MENTOR’S REPORT

Name of the Mentee: ______________________________

Quarter: __________________

How would you describe the progress (professional development) of the Mentee?

Your opinion on how the Mentee is adapting to working environment and culture of the
organization? Is he facing any problem (give description)?

Did you recommend any assignment, project for him and how is he doing on it?

Date: ____________________ (Signature of the Mentor)

61
 Monthly Progress Report of the Mentees
(To be filled & signed by Guide)

Name of the Mentee: Month:

Designation: Deptt:
1. Sections/Subjects covered during the month.
2. Performance of the trainee – in terms of learning the subject matter.
Grading as per BMC.
3. Was there any variation from the training schedule and reason for
variation?
4. Is Mentee maintaining work diary regularly?
Work dairy was checked and sign on date? (Yes/No)
5. Do you have regular interaction with Mentee?
Topic discussed.
6. Duration and date of discussion.
7. How do you perceive the personal attributes of the trainee with
regard to his interpersonal relations, communication, learning
aptitude and attitude.
8. How do you plan to improve upon the short comings?
9. What specific training you recommend for him-
Technical-Behavioural/Managerial.
10. Has the Mentee being given on the job in the plant training Yes/No
schedule for one week/one month/one year. Duration

Signature:

Name of the Guide:

Grading as per BMC

Very Good - “A” (81-100%)

Good - “B” (71-80%)
Average/Fair - “C” (60-70%)
Poor - “D” (Below 60%)

62
 4) E-Learning

E-learning refers to using electronic applications and processes to learn. E-learning

applications and processes include Web-based learning, computer-based learning, virtual
classrooms and digital collaboration.
As the letter “e” in e-learning stands for the word “electronic”, e-learning would incorporate
all educational activities that are carried out by individuals or groups working online or
offline, and synchronously or asynchronously via networked or standalone computers and
other electronic devices.
In Hindalco, E-learning initiative started in June 2002, has been extremely successful in
imparting quality training at the learner's convenience, on his/her computer, and at his/her
pace. A chat-based virtual class gives the learner an opportunity to interact with experts and
share experiences with colleagues, while online databases allow access to a host of learning
materials such as presentations, articles and training guides.
To increase the learner comfort we have e-facilitators. It consist of a team of 2 people, one
from HR and one from IT .In the year 2008-09 we achieved the target of 6 courses per user.
Today we have more than 350 Courses Online and a Course Completion rate 107.8% which is
a benchmark.

Snapshots of the “Adityadisha” web portal page containing course catalogue

Fig. xxvi Fig. xxvii

63
E-learning data for the year 2008-09

Total No. of Courses ( 6 courses for each employee) : Target 2616

Total No. of Courses Completed : Actual 2820

Completion Ratio 107.8%

LEARNING THROUGH WEB PORTAL- RENUGYAN SAGAR:

A web portal of Renusagar has been designed with a motive of Information sharing. It has
been named as RenuGyanSagar.
It consists of various informations relating current plant performance, Policies, experiences of
Plant Personnel, Case Studies etc.
Home Page of Renu Gyan Sagar

Fig. xxviii
5) Quality circles

Quality Control Circle is a small group to perform voluntarily quality control activities within
the same workshop. This small group carries on continuously as a part of companywide
quality control activities for self development and mutual development and improvement
within the workshop, utilizing quality control techniques with all the members participating.
It is a volunteer group composed of workers (or even students), usually under the leadership
of their supervisor (but they can elect a team leader), who are trained to identify, analyse and
solve work-related problems and present their solutions to management in order to improve

64
the performance of the organization, and motivate and enrich the work of employees. It has
emerged as a mechanism to develop and utilize the tremendous potential of people for
improvement in product quality and productivity.
The concept of Quality Circle is primarily based upon recognition of the value of the worker
as a human being, as someone who willingly activates on his job, his wisdom, intelligence,
experience, attitude and feelings. It is based upon the human resource management considered
as one of the key factors in the improvement of product quality & productivity.
Quality Circle concept has three major attributes:
 Quality Circle is a form of participation management.
 Quality Circle is a human resource development technique.
 Quality Circle is a problem solving technique.

QC CIRCLE ACTIVITIES AIM TO:

 Develop members' capabilities and achieve self-actualization,
 Make the workplace more pleasant, vital and satisfying,
 Improve customer satisfaction and contribute to society.

THE BASIC PRINCIPLES OF QUALITY CIRCLE ACTIVITIES:

 Fully reveal human capabilities and eventually draw out infinite possibilities.
 Respect humanity and build a pleasant, vital and satisfying workplace.
 Contribute to the improvement and development of the enterprise.

THE OBJECTIVES OF QUALITY CIRCLES ARE MULTI-FACED:

a) Change in Attitude.
 From "I don’t care" to "I do care"
 Continuous improvement in quality of work life through humanisation of work.

b) Self Development
 Bring out ‘Hidden Potential’ of people
 People get to learn additional skills.

c) Development of Team Spirit

 Individual Vs Team – "I could not do but we did it"
 Eliminate inter departmental conflicts.

d) Improved Organisational Culture Positive working environment.

 Total involvement of people at all levels.
 Higher motivational level.
 Participative Management process.

65
 STRUCTURE OF QUALITY CIRCLE FUNCTIONING

Corporate coordination

Role of Top
Management/
Lebe ader r Co-ordinator /
Facilitator/
Unit level
Member
M
Co ana ge ment
mmitee Leader/ Member/
Dy. Potential Member
coordinato M iddle
PMeotential
St eering m
Le ader &/
Fa c ilita tor

Fig. xxix

ROLE AND FUNCTIONS OF FACILITATOR

 Clarifying and defining the problem. goal setting and planning.
 Proper choice and application of problem solving techniques.
 Preparation for management presentation.
 He should also give proper feedback to circles for improvement.
ROLE AND FUNCTIONS OF LEADER
Unlike a regular work leader QC leader plays a much difficult role. QC working
needs self-discipline.
 A QC leader should be a highly disciplined person.
 He/She should conduct meetings regularly.
 He/She should have knowledge of group dynamics and of interactive
behaviours for purposeful group function.

66
  He / She are expected to be task oriented and at the same time play a socio-
emotional part too.
 He/She is the one who should lead his/her team towards goals.
 He/She should ensure that records of circle activities are maintained properly.
 He/She should work to plan and assign roles to members and prepare the team
for management presentation and ensure that everyone is involved in one way
or other understanding their capability and assigning work accordingly.
 He/She is needed to be knowledgeable and should be able to clarify doubts of
group members. If he/she does not know the answer he/she should find out
from the right person and convey to them.
 He/She should not take credit for he/she but give credit to his/her group
members when the group wins.
 He/she should send a monthly Quality Circle activity report all concerned.

ROLE AND FUNCTIONS OF MEMBERS

Unlike any other concept or form of small group working, the leadership in Quality
Circle is rotatable Today's Members could be tomorrow's Leaders Therefore, it is
essential that each member involves and develops himself/herself to take up leadership
role at a later date As a QC member he or she should:

• Understand why QC group is formed and why one is a member.

• Attend QC meetings regularly.
• Cooperate with the leader and perform roles assigned to him/her efficiently.
• Respect other members and cooperate with them.
• Learn to listen, appreciate, accommodate & assimilate others' viewpoints or opinions.
• Share QC teams' goals and objectives.
• Interact with members freely.
• Do the homework before every meeting.
• Contribute to the success of the group.

A suggested format is given below:

MONTHLY QUALITY CIRCLE ACTIVITY REPORT

Period from _____________________ to _____________________

Name of the Circle __________________
67
Area / Dept. ___________
Number of meetings to be held ________ Actual __________
% Attendance of members _____ Number of A = ____ D = _______
No. of meeting attended by Facilitator: _____________
Dy. Facilitator: _____________
No. of Meeting minutes signed by HOD: ____________
Facilitator: _______________
Dy. Facilitator: _________
Project Taken: ________________
Status of Project: ________________
Remarks: _________________________
Facilitator / Dy. Facilitator_________________________
HOD _________________________

6) Learning System & Coaching

Employees are the most valuable resources of an organization. To improve knowledge,

Communication Skill and developing learning culture among employees, we have started a
new initiative i.e. LSC at department level to involve Shop floor employees. The employees,
who have attended either external or internal programme, share his/her learning's among
employees through LSC.

68
The main objective of LSC is to develop the learning culture among employees at Shop floor
level through LSC (Learning System & Coaching).

Impact of LSC

 Skill Index increases.

 More no of internal Trainers developed.
 Communication Skill developed.
 Self Confidence increases.
 Man Power Productivity increases.

LSC - Reporting format 

Deptt: Date: Time:

Resource person Attended By (S/Shri) Subject/Topic Material

Used

M1& above S1-S3 Workmen

Table-4

As a knowledge sharing and integration initiative, this forum has been instrumental in
developing a culture of knowledge sharing throughout the organization. Employees are
encouraged to share their knowledge at department level through Learning System &
Coaching meetings (LSC). Each department prepares a LSC schedule for the year, planning at
least one LSC session in each month. These schedules are compiled and a list of LSC
meetings to be held during the month is circulated to all departments. The monthly LSC list
enables employees to select topics of their interest, even if it is not from their department and
attend it. No. of LSCs held against the schedule is reviewed every month.
On an average we have 35 - 40 LSCs /Month

69
 Date Time Subject/Topic Department
4/May/09 9.30 AM WCM Dimension AutoShop
4/May/09 3.30 PM TG # 5 Governing System Turbine Mtc.
5/May/09 3.15 PM Sewage Treatment Plant Operation
5/May/09 3.30 PM Heater tube leakage attending work Turbine Mtc.
5/May/09 9.00 AM Traffic Control in various gate and colony Security & TA
5/May/09 2.00 PM Safety Precautions at Construction site Civil Engg.
5/May/09 3.30 PM Warm Gear & warm shaft alignment procedure Coal Mill Mtc.
8/May/09 3.15 PM Plant Performance Operation
8/May/09 3.15 PM Co Analyzer Instrumentation

Table-5

Sample of LSC Schedule – May 2009

Fig. xxx

7) Mock Drill

MOCK DRILLS ON PLANT UPSET CONDITIONS

In order to improve the reflexes of the plant personnel and develop confidence to handle plant
emergencies, we organize Mock Drills.

In this we take past record of plant upset conditions whose frequency is high. Analyze
possible reasons of the condition & the actions to be taken by the responsible person against
the plant responses.

70
71
Analysis of Plant Upset Condition

Fig. xxviv

72
 Report Generation at the end of the Mock Drill
Fig. xxxi

26.5

26

25.5

25

24.5

24

23.5

23
2006-07 2007-08 2008-09

Numbers of Mock Drills

Fig. xxxii

8) Benchmarking Visit

Format
RP-TTMDC - Int-Unit -

Inter Unit Visits

Observation Sheet & Report of Inter Unit Visit

Unit Name: Date of Visit: _______________

Objective of the Visit:

Team Members:

73
 Sl. Critical Success Factors Enablers (practices, systems
No. (which determine Value of Critical Success responsible for better
effectiveness of Factors performance – to be filled
workshop) during visit)
Present Value observed in
the unit visited (to
be filled during
visit)
1.
2.
3.
4.
5.
6.

*Separate sheet may be attached if more Critical Success Factors (CSF) are to be compared.

Action Plan for Implementation of Enablers (to be filled after the visit):

Sl. No. Action Plan Expected Benefits Target Date

1.
2.
3.
4.
5.
6.
7.

Date: ______________________
(Signature)
cc: HOD
cc: TTMDC

Fig. xxxiii

9) TALENT RETENTION

Talent Retention is a major challenge in our organization. Hence, we are enriching our all
sections of the employees to acquire higher skills and knowledge so that we may enhance the
average level of our skill inventory.

I. Corporate Post Graduate Diploma in Business Administration for Executives (C-

PGDBA): Opportunity for Executives to become a Management Post Graduate.

74
C-PGDBA started in collaboration with Symbiosis Pune. This was an 18 Months Program.
The classes are held by Symbiosis Faculty on Saturday and Sunday. Students were evaluated
on the basis of On – Line assignments and examinations.

The streams for specialization are:

 HR
 Finance
 Operations
 Information Technology
 Customer Relationship
 Marketing

RESULT

 90% of employees enrolled in Operation Specialization got A+

 94% of employees enrolled in HR Specialization got A+
 100% of employees enrolled in Finance Specialization got A+

IMPACT

It helps line manager in understanding the business needs and hence they become good
decision makers which are reflected in the financial results of the business.

II. BS-Power Engg. Course For Diploma Engineers: Opportunity For Technical
Diploma Holders To Become Graduate Engineers.

Bachelor of Science in “Power Engineering” course started with the collaboration of BITS
Pilani. It is a 6 semester part time course. Classroom sessions are held by BITS faculty.
Students are evaluated on the basis of assignment & written examination, 61 Diploma Engg.
are presently enrolled in the Course and have completed four semesters. At the end of the
fourth semester, approx. 90% of the students have attained first division or above.

75
RESULT

66 Diploma Engineers were enrolled.

 5 engineers got Distinction.

 55 engineers got I position.
 6 engineers got II position.

IMPACT

Getting a chance to upgrade their knowledge. Helps to improve their career growth
opportunities.

III. Sarva Shiksha Abhiyan (Workers Continuous Education Program) :

Opportunity for 5th-8th pass workmen to acquire degree of matriculate and
Intermediate.

The scheme was launched by TTMDC, Renusagar. It is affiliated with National institute of
Open Schooling. Evening classes are conducted by the teachers of Intermediate Colleges.
 3 batches got cleared.
2007-2008, 2008-2009, & 2009-2010.
 Till now 24 workmen have passed.

IMPACT:
It enhanced the Quality of Life.

IV. ITI level training programme: Opportunity for unskilled workmen to become
skilled.

It is a 3 months duration program. Workmen are developed on different trades like Fitter,
Mechanist, Welder, and Electrician. Written examinations are conducted on weekly basis to
check their positive growth. After the programme, workmen are assigned skilled jobs under a
guide, their progress is monitored on-the-job and employees are promoted subject to
vacancies. Till date 108 workmen have under gone ITI level training.

IMPACT:

76
46 unskilled workmen got promoted to skilled. Overall average workmen skill index has
improved.

9th Batch 11-12-2009 to 10-03-2010

Total no. Of workmen – 18
8th Batch 01-09-2009 to 31-10-2009
Total no. Of workmen – 28

V. English Speaking Courses & Computer Literacy Program for mothers:

Enhancing Quality of life in our township.

Home literacy practices have a substantial impact on children’s literacy development. Mothers
have an enormous influence on their children’s education for several reasons, but most
importantly because she is children first teacher. Therefore to make the children to be “fittest
of the fittest”, one month duration courses of English speaking & Computer Literacy for
mothers was initiated.

IMPACT:
Helps in translating the learning environment into their homes and to guide their children
in better manner. It also benefits them in respect of adding in their qualification record and
inculcating confidence in them.

Fig. xxxiv Fig. Xxxv

VI. Computer Literacy Program for teachers: Help in transferring Computer

Knowledge to schools.

It is important that all members of society be aware of the many uses of computers. Persons
with no understanding of computers are at a disadvantage in an information-oriented society.

Computer Literacy Program for teachers English Speaking Course for employee’s house wives
77
Gurus - the builder of this society if kept aloof from computer literacy has great impact on
society and then the organization. Looking into this Computer literacy program was organized
for the School Teachers. This incorporated buoyancy in them which enabled them to guide the
students in effective and efficient manner.
49 teachers were made computer literate.

Teachers in rapt of computer session

Fig. Xxxvi

ANALYSIS OF
DATA
78
 INTERPRETATIO
N

Q1: - How do you feel about this training programme?

S.N Response Number of Response percentage

1 Very good 13 76.46
2 Good 4 23.52
3 Average 0 0

Good 23.53

very good
very good Good
76.47 Average

IMPACT:

79
 Impact of training is very good according to percentage of survey out of 17
emmployees.76.46% trainees were satisfied with the training program according to this
question.

Q2:-What do you think about the quality of this programme?

S.N Response No of Response Percentage

.
1 Very good 11 64.70
2 Good 6 35.29
3 Average 0 0

Column1
Very Good Good Average

35%

65%

80
 IMPACT:
After the answer of this question it is cleared that impact of
training is to good because only 65% employees are satisfied with the
training programme .But overall performance of training is measured as
good.

Q3:-How was the communication skill of the trainer?

S.N Response No of Response Percentage

1 Very good 7 41.18
2 Good 9 52.94
3 Average 1 5.88

81
 60

50

40 Very good
30 Good
20 Average
10

0
Communication skill

IMPACT:
This gives both positive and negative response in the matter of
communication.

Q4:-Duration of the training programme is adequate?

S.N. Response No of Response Percentage

1 Yes 14 52.94
2 No 6 47.05

82
 53
52
51
50
49
Yes
48 No
47
46
45
44
Time duration

IMPACT:
In more than 50% of trainees are satisfied with timing. But they
want more time.

Q5:-Did you already know about the content which is covered in

this training programme?

S.N. Response No of Response Percentage

1 Yes 1 5.88
2 No 16 94.12

83
 100
90
80
70
60 Yes
50 No
40
30
20
10
0
Knowledge before training

IMPACT:
Most of the trainees near about 90% says that they have no any
knowledge of training programmed before.

Q6:-Do you share the knowledge gained by this training programme?

S.N. Response No of Responses Percentage

1 Yes 15 88.24
2 No 2 11.76

84
 Knowledge share with other

12%

Ye
s

88%

IMPACT:
More then 80% of the employees say that they have shared the
knowledge of training program.

Q7:-Has your supervisor provide you the new knowledge after attending the
training programme?

S.N. Response No of Response Percentage

1 Yes 15 75
2 No 5 25

85
 70
58.82
60
50 41.18
40
Yes
30 No
20
10
0
New knowledge after trainnig

IMPACT:
More than 50% employees are satisfied with supervisor’s behavior.

Q8:-Has your supervisor assigned the new job after attending the training
programme?

S.N. Response No of Responses Percentage

1 Yes 9 58.82
2 No 8 41.18

86
 54
52.94
53
52
51
50
49 Yes
48 No
47.06
47
46
45
44
Assign the new job after training

IMPACT:

Most of the employees accept that after the training program they have assigned new work
and new environment

Full satisfaction

87
itfq
88
T
g
p
h
s
rn
a
le
o
c
u
Q
m
.b
fi
d
y
ti
 100

90

80

70

60

50

40 Yes
No
30

20

10

0
ee
e

ge

t
r

en
he
m

in
ed
am

nt
ot

tra
wl

ca
gr

or

no

or
th
o

gf
pr

ek

lf
wi
in

fu
of

th
ain

on

lp
ty

ed

cti

He
Tr
ali

ov

sfa
Qu

pr

tie
Im

Sa

IMPACT:
Most of employes accept that they 100% satisfy
with the programme

89
 RESULT OF WORKMEN SURVEY

Qu. No. Very Good Good Average

1 85% 15% 0%

2 45% 55% 0%

Qu. No. Yes No

3 100% 0%

4 95% 5%
Qu. No. Very Good Good Average

5 45.% 50% 5%

Qu. No. Yes No

6 95% 5%

7 70% 30%

8 100% 0%

9 30% 70%

10 95% 5%

11 100% 0%

12 100% 0%

13 75% 25%

14 40% 60%

90
 CONCLUSION
CONCLUSION

Human Resources play a vital role in shaping a healthy and growing

organization. The increasing complexity and problems of managing human
resources places heavy demands on ensuring equal emphasis on all the sub-
systems which play a crucial part in ensuring holistic development of the human
resources. People can gain recognition for skills and knowledge through
achievement of vocationally relevant qualifications. Today for any organization
training should be an integral component of the business activity & good

91
business sense to train the whole staff. For that, it is important to know about the
main concepts of training & development.
In my project” Training & Development”, I have analyzed the policy, processes
and methodologies of training & development which had been conducted since
long time in Renusagar Power Division, Hindalco Industries limited.
Based on this study at this esteemed organization it can be concluded that human
resource is an organization’s most valuable asset and, investment in the learning
and development of this precious resource, if they got well equipped training in
the best possible way, they shall definitely help in achieving the bottom line for
the company. The action plan developed by me is based on my careful study
and practical training here at Hindalco, this shall help the organization to
overcome its shortcomings in the training and development process and shall
definitely support the system to grow and maintain its reputation globally.

92
 LIMITATION
S

LIMITATIONS OF TRAINING & DEVELOPMENT

PROGRAM

Although this organization includes relevant and beneficial training processes

and methodologies in their working schedule, but then also they are not able to
93
check whether the employees are satisfied with their work or they required
personal development also.
After getting a thorough overview of process & methodologies of training &
development, I found some limitation in that which is as follows:

 Time Constraints
 Since it is a broad topic, therefore, in depth analysis of each & every
aspects of this topic is not possible.
 Training effectiveness response obtain from immediate supervisor is
based on perception of concerned supervisor, actual on the job impact in
terms of increased productivity is not measured.

94
 RECOMMENDATIO
NS

RECOMMENDATION

Thus to overcome this limitation I created an action plan, with the help of it one can easily
evaluate how much the participant/trainee has grasped and what more efforts are required to
make him/her equally competent and dexterous so that his learning can be well utilized for the
well-being of the organization and the trainee’s personal development also.

95
The Action Plan is a document containing two parts. The Former section (Feedback Form) is
to be filled by the trainee and the Latter Section is filled by the HOD of the concerned
department.

The document incorporates various attributes to be filled by the participant after he has
attended the Training Program, So he/ she can mention what he has learned from the program
and how he/ she is going to implement the same and in what span. The form is then forwarded
to the Departmental Heads who observe the trainees work and behaviour over the Time Period
(as mentioned by the trainee in the Feedback Form) and scrutinises him whether he has
accomplished what he has mentioned in the feedback form and as per his/her performance he
is graded at the prescribed scale by the HOD of his department.

NEW FORMULATED ACTION PLAN

Training Effectiveness Form

(To be circulated to participants at the beginning of the programme)

Participant’s Name : _______________ Code No.: ________ Depart. : ____________

Superior/Appraiser’s Name:
Programme Title & Date:
Learning Objective:

(To be filled by the participant immediately after the programme)

Learning Points
S.No Learning Points

96
(Action Plan to further implement/enhance the knowledge /competency)

S.No Action Plan Target Date

(Participant’s Signature)

(To be filled by the Superior / Appraiser after Action Plan Target date)

S.No. Parameters Excellent Very Good Good Fair Poor

1. Work Performance
2. Learning
3. Professional Appearance
4. Perseverance in Working
Towards Goals
5. Self Confidence
6. Self Efficacy
7. Initiative Capability
8. Power to influence

Date Superior/Appraiser’s Signature

Fig. xxxvii

97
 BIBLIOGRAPH
Y

BIBLIOGRAPHY

Related Articles from-

 Manuals & Reports.

 Learning Planner of the organization.

Books from Library-

 “Training & Development Handbook”, Craig, III Edition, Sponsored by

“The American Society for Training & Development.
 “Training for Development all you need to know”, Sahu R.K., EB
Publication.
 “Training for Development”, Lynton & Pareek, II Edition.
 “Organization Behaviour”, Robbins, IX Edition, Prentice-Hall India.

98
Websites-

 www.adityabirla.com
 www.hindalco.com
 www.google.com
 www.renugyansagar.com
 www.humanresourcemanagement.com
 www.googlescholars.com

99
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