ON

Effectiveness of Financial Analysis

IN

Britannia INDUSTRIES LIMITEDPLOT NO.1; SECTOR -1 INDUSTRIAL STATE, PANTNAGAR, RUDRAPUR (U.S. NAGAR)

FOR

THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE

ACKNOWLEDGEMENT

I take this opportunity to express my profound and sincere gratitude to

AAPEX COLLEGE RUDARPUR for providing me with the opportunity

to explore the corridors of the corporate world and gather invaluable

information and practical experience via sung research report project in

human resource .

MANDEEP KAUR

MBA III SEM

PREFACE

The project report in based on my study in BRITANNIA PVT LTD,SIDCUL,

PANTNAGAR, RUDRAPUR, producing biscuits under the brand name

‘BRITANNIA’.

The Research report is to acquaint the study with the real life situation of the

organization.

The most valuable critical aspect of any organization is dealing with its

financial matters. Fulfillment of legal requirements and maintaining timely

and proper accounts and preparing budgets are some of the critical and

complex part of finance department's duties. Maintaining cash and handling

funds is also important for the survival and growth of any organization.

MANDEEP KAUR

MBA III SEM

LIST OF CONTENT

CHAPTER ARRANGEMENT

CHAPTER- 1

INTRODUCTION OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY LIMITATIONS OF THE STUDY SCOPE OF THE STUDY

CHAPTER-2

INDUSTRIAL PROFILE COMPANY PROFILE

CHAPTER- 3

FINDING DATA ANALYSIS AND INTERPRETATION

CHAPTER-4

CONCLUSION SUGGESTION & RECOMMENDATION BIBLIOGRAPHY QUESTIONNAIRE

CHAPTER -1

INTRODUCTION

Financial Analysis is a means of communicating new knowledge and skills and changing attitudes. It can raise awareness and provide people with the opportunity to explore their existing knowledge and skills. There are many different kinds of Financial Analysis for many different audiences, including service providers and service users. This newsletter concentrates on planning, preparing, delivering and reviewing Financial Analysis sessions designed for employees like health workers.

Financial Analysis is ‘the process of bringing a person to an agreed Standard of skill by practice and instruction’. Another definition is ‘a trainer and Participant working together to transfer information from the trainer to the Participant, to develop the participant’s knowledge, attitudes or skills so they can perform work tasks better’.

The term Financial Analysis refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic Financial Analysis required for a trade, occupation or profession, observers of the labor-market[who?] recognize as of 2008 the need to continue Financial Analysis beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of Financial Analysis as professional development.

Management Games / Role Plays:

Management Games & Role Plays help to bridge the gap between "Knowing & Doing", "Insight & Action" thus pushing you to hear more, see more, feel more and act more. The participants are thus aligned with the concepts being taught and feel more alive as the exercise inspires enthusiasm for learning. The exercises are designed to involve all types of learners:

VisualAuditoryKinesthetic

Experiential Learning:

Our Outdoor Experiential Learning Division has been designed to tackle some of the most pressing issues in organizations.

The objective of Outbound Financial Analysis is to focus on the overall physical and mental development of the trainee through experiential approach towards education. There has been tremendous growth in outdoor education during the last few years due to its immediate results and continued effectiveness.

In our residential outdoor Financial Analysis programs, we replace the participants’ typical home or work environments and take them on a journey into the nature, where the earth, skies and mountains serve as their black boards and power point presentations are replaced by self serving physical and mental assignments. The outdoor experience is a key condition for outdoor activities to become learning experiences; the unfamiliar environment facilitates participants in developing new perspectives about themselves and their normal environments.

Financial Analysis is a set of a systematic processes designed to meet learning objectives related to trainees' current or future jobs. These processes can be grouped into the following phases; needs analysis, design, development, implementation, and evaluation.

Financial Analysis is to make sure the availability of a skilled and willing workforce to an organization. Financial Analysis involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. It aims at helping the workers to work better in a more meaningful manner, physically, socially, morally, economically and intellectually.

A significant definition describes Financial Analysis as the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic Financial Analysis required for a trade, occupation or profession, observers of the labor-market[who?] recognize as of 2008 the need to continue Financial Analysis beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of Financial Analysis as professional development.

In today’s environment of increased accountability, the Financial Analysis evaluation process is a critical component of an organization’s Financial Analysis program. Organizations administering the -program not only are accountable for what employees learn, they also are accountable for ensuring that employees transfer their knowledge to their work performance. While traditional Financial Analysis evaluation methods focus on using the assessment process to improve Financial Analysis delivery, information should also be collected to determine whether Financial Analysis is assisting the organization to improve its business performance

Financial Analysis Evaluation Approach

Evaluation methods should be determined based on the goals of the Financial Analysis process and should meet the demands of the various stakeholders involved. Every organization has multiple stakeholders and not everyone within the organization has the same information needs. Typically,

organizational stakeholder groups include the Financial Analysis department, employees and business units. Their information requirements fall into two categories: whether the competencies have been learned and whether the learning has been applied toward improved performance.Assessment of Competency Learning

The assessment of competency learning, whether the Financial Analysis material has been learned, is best conducted at the individual level. It is at the individual level that organizations are able to assess employees’ reactions and increased understanding. Reactions are important because, if students react negatively to a course, they are less likely to transfer what they learned to their work. Increased understanding in terms of new or improved knowledge, skills and abilities is the primary aim of a Financial Analysis event. The Financial Analysis department requires information about competency learning to determine the effectiveness of Financial Analysis delivery and approach. Data concerning the overall effectiveness of Financial Analysis procedures, appropriateness of media and instruction methods and other issues relating to possible revisions in instructional design may prove to be very valuable to the Financial Analysis department and will assist them in better serving the needs of the other stakeholders involved. This information can be obtained through:

• Questionnaires- Questionnaires offer a structured tool that may provide both quantitative and qualitative information about employee reactions to the Financial Analysis event. The questionnaire should focus on both Financial Analysis content and delivery. The Financial Analysis content section should target questions to ascertain whether the Financial Analysis materials provide useful information that will assist in performing work tasks and whether the employee is more knowledgeable about the subject matter following the Financial Analysis event. The Financial Analysis delivery section should determine whether the information was presented in a logical order, at the appropriate level of detail and in an appropriate format.

This information will assist the Financial Analysis department in determining how the Financial Analysis material should be revised or supplemented and whether the Financial Analysis medium used is best suited to the Financial Analysis content. It will also allow the Financial Analysis

department to maintain an internal inventory of Financial Analysis vendors or offerings that have been rated best or least effective.

• Knowledge Review- Knowledge reviews offer an objective means of determining whether Financial Analysis content has been learned. Knowledge reviews refer to a general group of assessment tools in which employees read questions and respond in writing. The knowledge reviews may be administered by delivering the tool at the start and end of the Financial Analysis event. The tool should be developed as a short answer or multiple-choice instrument using the same questions in each administration, presented in a different order. The questions on the knowledge review should adequately address the learning objectives of the Financial Analysis . The results of each administration of the knowledge review can be compared to measure knowledge transfer during the Financial Analysis event. This information will be useful in assisting the Financial Analysis department to improve the course material.

• Observation- Observation is another evaluation method that provides information regarding employee reactions to the Financial Analysis . Financial Analysis department personnel should observe employee interaction, level of engagement with Financial Analysis instructors and responses to course content. This evaluation technique may be informal or highly structured. Informal observation can be used to provide general information about the Financial Analysis structure. Alternatively, highly structured observation focuses on monitoring particular points in the Financial Analysis event and commonly involves the utilization of a checklist of the points to be observed.

Employees also require information about competency learning. However, the information provided to employees should be related to their ability to do their job better. These stakeholders will benefit by understanding their own strengths and weaknesses and how they have been addressed through the Financial Analysis process. This information can be obtained through:

Employee Portfolio- The employee portfolio is an effective means of providing information to employees as well as their managers about the level of mastery of particular knowledge, skills or abilities following a Financial Analysis event. The employee portfolio should be designed to be used for informational purposes only. The results of the portfolio are not intended to be linked to employee performance evaluations.

To implement this concept, employees should be required to identify the learning objectives of the Financial Analysis and within a 60-day time frame develop a work sample for review by the manager that demonstrates the application of their learning. The business unit manager should be required to ensure that within that time frame employees are assigned activities that will allow them to produce the portfolio. After receiving the portfolio, the manager should review it and provide feedback to the employee on strengths and areas for improvement.

Skill Gap Analysis - Another means of providing employees information about their skill development is to require business unit managers to conduct an assessment of each employee’s level of knowledge, skills and abilities relative to the level required for successful performance in the position. The Skill Gap Analysis can be administered using a survey instrument. A skill gap occurs when an employee is rated with a lower level of skill than the position requires. This assessment should be used for informational purposes only and should not be linked to the employee evaluation process. Employees can use the results of this assessment to track their skill development over time from their manager's perspective.

Assessment of Competency Application

The assessment of competency application, whether the competencies have been applied to improve performance and justify the investment, is best conducted at the organizational level, where performance changes can be assessed and related to Financial Analysis costs incurred. If, as a result of Financial Analysis , employees are using appropriate behaviors on the job,

this should have a positive impact on their performance. However, the level of performance improvement should justify the expenditure. For the business units, the Financial Analysis evaluation process can provide opportunities to determine how competencies are being applied on the job. The information will assist them in making sound business decisions and determining Financial Analysis priorities. This information can be obtained through:

• Analysis of Organizational Performance Measures - Organizational performance measures identify the metrics against which successful business unit operations can be evaluated. These measures will enable performance tracking to identify trends and areas requiring further attention and/or interventions.

OBJECTIVES OF THE STUDY

The organization must foster the type of Financial Analysis that can encourage the natural desire of the employees to contribute their services and sincerity towards their work.

The main objectives of the study are:

To understand the pattern of Financial Analysis programme at Britannia.

To understand the effectiveness of the Financial Analysis programme conducted by a company.

To understand the impact of Financial Analysis programme on employees.

To know the satisfaction level of employees with the work followed in BIL

To provide guidelines for changes/ improvement of work system of

employees within the related area or department.

RESEARCHMETHODOLOGY

Research Design

Acc. to Kerlinger, “Research design is the plan structure & strategy of

investigation conceived so as to obtain answers to research questions and to

control variance.

Research design refers to the pattern or outline of a project. It comprises a series of decisions that are taken together and provide a plan for the execution of the project.

Population – Workers of Britannia

Sample – The work on whole population is done through a sample of population, considering that sample represent the characteristics of population. Stratified random sampling method is used.

Random sample of 60 employees is taken into consideration.

DATA COLLECTION:-

When research problem has been defined or research plan has been chalked

out, the task of data collection begins.

There are two types of data-

1- PRIMARY DATA

2- SECONDARY DATA

PRIMARY DATA:–

Primary data are those which are collected fresh and for the first time and original in character.

METHODS OF COLLECTING PRIMARY DATA:-

1- OBSERVATION METHOD2- INRTVIEW METHOD 3- QUESTIONNAIRE4- SCHEDULES

SECONDARY DATA:-

Secondary data are those which have already been collected by someone and this data has already been passed through a statistical process.

COLLECTION OF SECONDARY DATA:-

Secondary data means that are already available i.e., they refer to the data which have already been collected and analyzed by someone else. When the researcher utilizes secondary data, then he has to look into various sources from where he can obtain them. In this case he is certainly not confronted with the problems that are usually associated with the collection of original data. Secondary data may either be published data or unpublished data. Usually published data are available in:

Various publications of the control state are local government. Various publications of foreign government or of international bodies and their Subsidiary organization. Technical and trade journals, books, magazines and newspapers. Reports prepared by research scholars, unadvertised, economists etc in different fields. Public record and statistics, historical document, and other sources of published information. The sources of unpublished data are many; they may be found in diaries, letter, published biographies and autobiographies and also may be available with scholarship and research workers, trade association, labour bureaus and public/ private individuals and organizations.

Preparation of the questionnaire

An extensive questionnaire covering the minute details of the responses of the

workers was prepared. The respondents were personally contacted and the

information was received.

Various guidelines for constructing a questionnaire were kept in mind like:

Various aspects related to problems in study

Closed ended questions

Simplicity

Straightforward questions

Avoidance of technical and vague terms

Crosscheck questions

Use of proper scale

Pilot study

Design of the questionnaire

Concrete question to conform as much as possible the respondent’s

way of thinking

Number and length of questions

Intensive literature survey

LIMITATIONS OF THE STUDY

Every search work has limitations. During course of study, although every

effort has been made to make the study as precise & accurate as possible, but

one cannot guarantee 100% accuracy & preciseness because of limitation one

has to undergo during the study. Even though the necessary measure have

been taken in conducting this research, it in culminates several limitations:

Whole population is not considered to avoid in the analysis. As the

complete enumeration of the whole population would not have

justifiably increased the accuracy.

Sample has been taken out according to personal judgment, which may

not be accurate.

Respondents might not have answered few questions correctly out fear

of management and unstated biasness.

Difficulty was faced in getting the resources to various questions

because respondents could not devote enough time to us.

SCOPE OF STUDY

1. The research is to be carried out in a comprehensive and exhaustive manner so that staff becomes familiar with all aspects of the recovery process.

2. Consideration should also be given to the development of a comprehensive corporate awareness programme for communicating the procedures for the business recovery process.

CHAPTER - 2

INDUSTRIAL PROFILE

FMCG covers the industry overview, general economic environment, food inflation, food and beverages industry, household care and personal care. It also covers the market trends and outlook, Union Budget 2010-2011, e-Choupal, growth in rural areas, regulatory issues namely National Food Processing Policy, FDI Policy in Retail Trading and government policies and initiatives, plus the comparative matrix and SWOT of the industry leading players: Hindustan Unilever Ltd, Nirma Ltd Dabur India Ltd, Colgate-

Palmolive India Ltd, and Godrej Consumer Products Ltd

Summary

In 2008, India's FMCG sector had a value of INR86,000cr and analysts projected a growth of 15% in 2010 (2009: 12%) as the economy shows signs of recovery. With a total market size in excess of USD14.7 billion, India's FMCG industry is the fourth largest sector in its economy and plays a vital role in India's socio-economic front with nearly eight million stores selling FMCG and employing about 25 million people as wholesalers, distributors and others. Besides that, the FMCG sector purchases nearly INR9,600cr worth of agricultural products and processes them into value-added products while the sector accounted for nearly 40% of the media industry's revenue. In India, the retail price for rice in Bangalore had the most drastic hike in price, where its price increased two-fold from INR12 per kg in 2007 to INR36 per kg two years later. India's food industry accounted for nearly 65% of the nation's retail market and has an estimated value of USD182 billion. On the other hand, exports of fresh and processed vegetables, fruits, livestock and cereals increased by 10% to reach USD8.67 billion in 2008-09. India's INR3, 360cr oral care market (includes toothbrush and tooth powder) experienced a 10.8% growth during the first quarter of 2009-10. Meanwhile, the hair care market size (includes hair oils, shampoos, creams, conditioners, hair dyes and etc.) was approximately INR8, 000cr with strong growth of 14.68% in the first quarter of 2009-10.

COMPANY PROFILE

The present report is based on Britannia Industries ltd. SIDCUL in which I

would like to pursue my internship. The summary Financial Analysis is to

acquaint the study with real life situation of the organization. It gives an

opportunity to utilize and integrate the theoretical knowledge acquired in the

classroom with the practical experiences acquired from the organization.

Britannia is among the top ten FMCG companies in India and is positioned

successfully on the specialist biscuits platform. Britannia had proven its

expertise in the fields of Food product, Diary product, Health product,

Biscuits flavors.

The company has 3 manufacturing units in India. In India Britannia industries

are located in Rudrapur (Uttarakhand), Kolkata, & Delhi.

More importantly, Britannia was acquiring a reputation for quality and value.

It celebrated its Platinum Jubilee. In 1997, the company unveiled its new

corporate identity – “Eat Healthy, Think Better” – and made its first

foray into the dairy products market. In 1999, the “Britannia Khao,

World Cup Jao” promotion further fortified the affinity consumers had

with ‘Brand Britannia ’The Company is pursuing for ISO14001

certificate and it is ISO 22000 certified.

Britannia strode into the 21st Century as one of India’s biggest brands

and the pre-eminent food brand of the country. It was equally

recognized for its innovative approach to products and marketing: the

Lagaan Match was voted India’s most successful promotional activity of

the year

Registered office of Britannia Industries Limited is situated in West

Bengal. This company is registered under Companies Act, 1956.

A Britannia biscuit Company Limited was originally incorporated on

21st March 1918 under Indian Companies Act under the name “The

Britannia Biscuits Company Limited” under section 21 of Companies

Act and approval of Central Government.

The main aim of the Company is to make available good and

improved quality biscuits to each and every part of the country.

The Company has got ISO14001 certificate and as well as ISO 22000

certificate also.

The Company was established at the Pantnagar branch on 1April2005

mainly for production with a production coverage area of approximately

20 acres.The control of management is through Board of Directors.

GROWTH AND DEVELOPMENT OF COMPANY

The story of one of India’s favorite brands reads almost like a fairy

tale. Once upon a time, in 1892 to be precise, a biscuit company was

started in a nondescript house in Calcutta (now Kolkata) with an initial

investment of Rs.295. The company we all know as BRITANNIA today.

The beginnings might have been humble-the dreams were anything but. By

1910, with the advent of electricity, Britannia mechanized its

operations, and in 1921, it became the first company east of the Suez

Canal to use imported gas ovens. Britannia’s business was flourishing.

But, more importantly, Britannia was acquiring a reputation for quality

and value. As a result, during the tragic World War II, the

Government reposed its trust in Britannia by contracting it to supply

large quantities of “ service biscuits” to the armed forces .

As time moved on, the biscuit market continued to grow… and

Britannia grew along with it. In 1975, the Britannia Biscuit Company

took over the distribution of biscuits from Parry’s who distributed

Britannia biscuits in India. In the subsequent public issue of 1978,

Indian shareholding crossed 60%, firmly establishing the Indian ness of

the firm. The following year, Britannia Biscuit Company was re-

christened Britannia Industries Limited (BIL). Four years later in 1983,

it crossed the Rs.100 crore revenue mark. On the operations front, the

company was making equally dynamic strides. In 1992, it celebrated its

Platinum Jubilee. In 1997, the company unveiled its new corporate

identity – “ Eat Health Think Better” – and made its first foray into the

dairy products market.

In 1999 the “Britannia Khao, World Cup Jao” promotion further

fortified the affinity consumers had with ‘Brand Britannia’.

Britannia strode into the 21st Century as one of India’s biggest brands

and the pre-eminent food brand of the country. It was equally

recognized for its innovative approach to products and marketing: the

Lagaan Match was voted India’s most successful promotional activity of

the year 2001 while the delicious Britannia 50-50 Maska-Chaska

became India’s most successful product launch. In 2002, Britannia’s

New Business Division formed a joint venture with Fonterra, the

world’s second largest Dairy Company, and Britannia New Zealand

Foods Pvt. Ltd.was established. In recognition of its vision and

accelerating graph, Forbes Global rated BRITANNIA ‘One amongst the

Top 200 Small Companies of the World’, and The Economic Times

pegged BRITANNIA India’s 2nd Most Trusted Brand.

Today, more than a century after those tentative first steps, Britannia’s

fairy tale is not only going strong but blazing new standards, and that

miniscule initial investment has grown by leaps and bounds to crores of

rupees in wealth for Britannia’s shareholders. The company’s offerings

are spread across the spectrum with products ranging from the healthy

and economical Tiger biscuits to the more lifestyle-oriented Milkman

Cheese. Having succeeded in garnering the trust of almost one-third of

India’s one billion populations and a strong management at the helm

means Britannia will continue to dream big on its path of innovation

and quality. And millions of consumers will favor the results, happily

ever after.

The success formula of India's leading bakery Products Company

”Zindagi Mein Life”. That may be a hard-to-digest tag line, but that's

precisely what Britannia has been attempting to follow. The mantra of

India's leading bakery products firm is to continuously infuse more

zindagi into its lifeline - the seven pillar brands, each of which does

more than Rs 200 crore business.

The vigour in the company's operations seems to have increased after

two important events in the past couple of months - first, the Wadias

bought out French foods major GroupeDanone's stake in the company;

and second, Britannia ended its joint venture with New Zealand-based

Fonterra for the dairy business.

Britannia Managing Director Vinita Bali, of course, doesn't want to

talk about the tumultuous relationship the company had with Danone as

it's strictly a shareholder issue. "It never affected the running of the

business," she says.

She could well be right as despite the past problems, Britannia controls

a third of the Rs 8,000 crore biscuits market in India and the seven

pillar brands - Tiger, Good Day, Marie, Treat, 50:50, Milk Bikis and

Nutritive - have already become household names across the country.

The only thing it is seeking to do now is to keep pace with India's

fast evolving consumption patterns and needs. In keeping with the

underlying theme that the company produces good food that is fun to

eat, the company is offering products spanning across segments - right

from a basic glucose biscuit to a wholesome wheat grain to a richer

creamy chocolate biscuit.

This perhaps is the specific insight that has made Britannia morph its

glucose-only brand 'Tiger' into a much larger brand by offering variety.

The company has been in the glucose market since the past decade and

has managed to garner around 17 per cent share in this high volume

segment, lagging behind Parle's share of around 65 per cent.

"Glucose is part of Tiger, but Tiger is more than glucose. We are

leaders in all segments except glucose biscuits. It is the biggest

turnover generator as volume is high. With Tiger we are looking at a

broader canvas of kids' nutrition, and glucose is a part of it. Under the

Tiger brand, we are offering a range of other varieties including

cream, banana flavour, fortified with iron and others. Glucose is a big

chunk. It is growing but others are also showing good growth," chandra

says.

But wanting to move away from a historical only-glucose offering,

Britannia is also leveraging the fact that children want to have fun

along with nutrition. "It is a combination of positioning as a brand

which is more enjoyable and good for you. The reason is kids like

variety in any kind of segment and that is our approach behind

expanding the Tiger brand, " Chandra says.

The company is also constantly expanding its list of brands with a

sharp focus. Example: Three years ago, broadly two to three brands

were active - Goodday, Tiger and to an extent Marie. But the base has

now been enlarged to seven powerful brands.

But some brand and marketing consultants wonder whether Britannia is

spreading itself too thin. Says a consultant: "It's a two-way sword and

it depends on how well they are able to execute this strategy in the

market place."

But Chandra counters this by saying "For the past 12 quarters, we

have been recording a 20 per cent compounded growth rate and it is a

reasonable period. So far so good, but how it will pan out in the

future, we do not know. But we are working to ensure growth.

THE ORIGIN OF ‘EAT HEALTHY THINK BETTER’

Britannia –the ‘biscuit’ leader with a history-has withstood the tests of time.

Part of the reason for its success has been its ability to resonate with the

changes in consumer needs-needs that have varied significantly across its

100+ year epoch. With consumer democracy reaching new levels, the one

common thread to emerge in recent times has been the shift in lifestyles and a

corresponding awareness of health. People are increasingly becoming

conscious of dietary care and its correlation to wellness and matching the

new pace to their lives with improved nutritional and dietary habits. This new

awareness has seen consumers seeking foods that complement their lifestyles

while offering convenience, variety and economy, over and above health and

nutrition.

Britannia saw the writing on the wall. Its “SwasthKhao Tan Man Jagao” (Eat

Healthy, Think Better) re-position directly addressed this new trend by

promising the new generation a healthy and nutritious alternative – that was

also delightful and tasty.

Thus, the new logo was born, encapsulating the core essence of Britannia –

healthy, nutritious, and optimistic – and combining it with a delightful

product range to offer variety and choice to consumers.

CODE OF CONDUCT

The reputation that Britannia has built over the years for high ethical

standards is one of our greatest business assets. To share the responsibility

To preserve and enhance this asset, the company has documented the code of

business conduct (COBC) for its employees. This handbook covers the code

of details.

The COBC outline the principle, policies, and the laws that govern the

activities of the company, and to which employee of Britannia and other who

work with, or represent Britannia directly or indirectly, must adhere,

The code is distributed to all employee and director and other associated

With the business of the company, and offers and guidance for professional

Conduct under six main headings, which include the following key points :

1. Responsibility of Employee

Maintaining ethical standard, including appropriate accounting controls

Identify, surface and resolve ethical issues with great speed.

Corporate assets (physical and intellectual) must not be used for

personal Benefit

Exercise good judgment and standard of good taste when creating

Company

Maintain company record accurately and remain retain them in

accordance with law

2. Workplace Responsibility

Being committed to far employment practices.

Being committed to the safety of our employee.

Being committed to discipline at workplace

Compliance with appropriate laws and internal regulation

3. Representing Britannia to customer and other external constituencies

Treating customer, supplier and competitor. Fairly,

Maintaining high standard of quality.

Preparing accounts accurately and maintaining records.

Ensuring not to use unfair and misleading statements when marketing

Britannia product and services.

4. Privacy / Confidentially

Product proprietary and confidential information at all the times in

accordance with applicable law

Keep employees information confidential

5. Corporate Social Responsibility

Catering to the national interest.

Committed to be a good corporate citizen.

The company prohibits any payment of bribes.

OBJECTIVES OF THE COMPANY

The objectives of the company are as follows:

1. To acquire and take over as a going concern the biscuit manufacturing

business now carried on at Dum dum junction under the styles or firms of

V.S Brothers and company, Gupta and company and Britannia biscuits

company and all or any of the lands, buildings, plant and machinery,

assets and liabilities of the proprietors of that business in connection there

with and with a view thereto to enter into the agreement referred to in

clause 3 of the companies article of association and to carry the same into

effect with or without modification.

2. To manufacture, buy, sell, prepare for market and deal in farinaceous

foods for all kinds and in particular biscuits, breads, cakes and

confectionary and food of every description suitable for individuals.

3. To carry on business as millers and grain merchants, dealers in flour, rice

and other produces.

4. To carry on business as bakers and confectioners and to manufacture buy,

sell, refine prepare, grow, import export and deal in provisions of all kinds

of wholesale and retail, whether solid or liquid.

WHAT MAKES A BRITANNIA

If you think Britannia’s are extraordinary individuals who are passionate about

everything they do…create inspiration through everything they do…and

succeed in everything they do…you’re probably right. Britannia’s are hand-

picked for a singular purpose…to perpetually ensure Market Leadership and

generate exemplary performance in every function. Britannia’s exhibit the

following leadership behaviors (we fondly call Bulbs – Britannia Universal

Leadership Behaviors)     :

Integrity

Team Orientation

People Development

Learning Orientation

Customer Orientation

Quality Orientation

Drive for Results

Entrepreneurial Spirit

System and Process Orientation

Communication

ACTIVITIES OF COMPANY

Marketing

Human Resources & Legal

IMPORTANCE OF FINANCIAL ANALYSIS

• Optimum Utilization of Human Resources - Financial Analysis and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

• Development of Human Resources - Financial Analysis and Development helps to provide an opportunity and broad structure for the development of human resources' technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.

• Development of skills of employees - Financial Analysis and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.

• Productivity - Financial Analysis and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.

• Team spirit - Financial Analysis and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.

• Organization Culture - Financial Analysis and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.

• Organization Climate - Financial Analysis and Development helps

building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.

• Quality - Financial Analysis and Development helps in improving upon the quality of work and work-life.

• Healthy work-environment - Financial Analysis and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.

• Health and Safety - Financial Analysis and Development helps in improving the health and safety of the organization thus preventing obsolescence.

• Morale - Financial Analysis and Development helps in improving the morale of the work force.

• Image - Financial Analysis and Development helps in creating a better corporate image.

• Profitability - Financial Analysis and Development leads to improved profitability and more positive attitudes towards profit orientation.

FINANCIAL ANALYSIS PROCESS

Financial Analysis is one of the most profitable investments an organization can make. No matter what business or industry you are in the steps for an effective Financial Analysis process are the same and may be adapted anywhere.

If you have ever thought about developing a Financial Analysis program within your organization consider the following four basic Financial Analysis steps. You will find that all four of these steps are mutually necessary for any Financial Analysis program to be effective and efficient.

Establishing a need analysis

Developing training programs

Deliver the training program

Evaluate training program

STEP 1- ESTABLISHING A NEEDS ANALYSIS.This step identifies activities to justify an investment for Financial Analysis . The techniques necessary for the data collection are surveys, observations, interviews, and customer comment cards. Several examples of an analysis outlining specific Financial Analysis needs are customer dissatisfaction, low morale, low productivity, and high turnover.

The objective in establishing a needs analysis is to find out the answers to the following questions:

- “Why” is Financial Analysis needed?- “What” type of Financial Analysis is needed?- “When” is the Financial Analysis needed?- “Where” is the Financial Analysis needed?- “Who” needs the Financial Analysis ? And "Who" will conduct the Financial Analysis ?- “How” will the Financial Analysis be performed?

By determining Financial Analysis needs, an organization can decide what specific knowledge, skills, and attitudes are needed to improve the employee’s performance in accordance with the company’s standards.

The needs analysis is the starting point for all Financial Analysis . The primary objective of all Financial Analysis is to improve individual and organizational performance. Establishing a needs analysis is, and should always be the first step of the Financial Analysis process.

FINANCIAL ANALYSIS NEED ANALYSIS (TNA)

An analysis of Financial Analysis need is an essential requirement to the design of effective Financial Analysis . The purpose of Financial Analysis need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance.Financial Analysis need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where Financial Analysis is required, and also highlights the occasions where Financial Analysis might not be appropriate but requires

alternate action.Corporate need and Financial Analysis need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group.

Organizational Level – Financial Analysis need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the Financial Analysis interventions, while strengths can further be strengthened with continued Financial Analysis . Threats can be reduced by identifying the areas where Financial Analysis is required. And, opportunities can be exploited by balancing it against costs.

For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required. Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level.

Individual Level – Financial Analysis need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of Financial Analysis .

However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are:

Appraisal and performance review Peer appraisal Competency assessments

Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

Operational Level – Financial Analysis Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future.

Based on the information collected, Financial Analysis Need analysis (TNA) is done.

STEP 2- DEVELOPING FINANCIAL ANALYSIS PROGRAMS AND MANUALS.This step establishes the development of current job descriptions and standards and procedures. Job descriptions should be clear and concise and may serve as a major Financial Analysis tool for the identification of guidelines. Once the job description is completed, a complete list of standards and procedures should be established from each responsibility outlined in the job description. This will standardize the necessary guidelines for any future Financial Analysis .

FINANCIAL ANALYSIS DESIGN

The design of the Financial Analysis program can be undertaken only when a clear Financial Analysis objective has been produced. The Financial Analysis objective clears what goal has to be achieved by the end of Financial Analysis program i.e. what the trainees are expected to be able to

do at the end of their Financial Analysis . Financial Analysis objectives assist trainers to design the Financial Analysis program.

The trainer – Before starting a Financial Analysis program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees – A good Financial Analysis design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect Financial Analysis design.

Financial Analysis climate – A good Financial Analysis climate comprises of ambience, tone, feelings, positive perception for Financial Analysis program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong.

Trainees’ learning style – the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program.

Financial Analysis strategies – Once the Financial Analysis objective has been identified, the trainer translates it into specific Financial Analysis areas and modules. The trainer prepares the priority list of about what must be included, what could be included.

Financial Analysis topics – After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents – Contents are then sequenced in a following manner:

From simple to complex Topics are arranged in terms of their relative importance

From known to unknown From specific to general Dependent relationship

Financial Analysis tactics – Once the objectives and the strategy of the Financial Analysis program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors:

Trainees’ background Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources, etc Support facilities –It can be segregated into printed and audio visual.

The various requirements in a Financial Analysis program are white boards, flip charts, markers, etc.

Constraints –The various constraints that lay in the trainers mind are: Time Accommodation, facilities and their availability Furnishings and equipments Budget Design of the Financial Analysis , etc

STEP 3: DELIVER THE FINANCIAL ANALYSIS PROGRAM.

This step is responsible for the instruction and delivery of the Financial Analysis program. Once you have designated your trainers, the Financial Analysis technique must be decided. One-on-one Financial Analysis , on-the-job Financial Analysis , group Financial Analysis , seminars, and workshops are the most popular methods.

Before presenting a Financial Analysis session, make sure you have a thorough understanding of the following characteristics of an effective trainer. The trainer should have:

- A desire to teach the subject being taught.

- A working knowledge of the subject being taught. - An ability to motivate participants to “want” to learn. - A good sense of humor. - A dynamic appearance and good posture. - A strong passion for their topic. - A strong compassion towards their participants. - Appropriate audio/visual equipment to enhance the Financial Analysis

session. For a Financial Analysis program to be successful, the trainer should be

conscious of several essential elements, including a controlled environment, good planning, the use of various Financial Analysis methods, good communication skills, and trainee participation.

FINANCIAL ANALYSIS IMPLEMENTATION

To put Financial Analysis program into effect according to definite plan or procedure is called Financial Analysis implementation. Financial Analysis implementation is the hardest part of the system because one wrong step can lead to the failure of whole Financial Analysis program. Even the best Financial Analysis program will fail due to one wrong decision.

Financial Analysis implementation can be segregated into:

Practical administrative arrangements Carrying out of the Financial Analysis

Implementing Financial Analysis

Once the staff, course, content, equipments, topics are ready, the Financial Analysis is implemented. Completing Financial Analysis design does not mean that the work is done because implementation

phase requires continual adjusting, redesigning, and refining. Preparation is

the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing Financial Analysis program:

The trainer – The trainer need to be prepared mentally before the delivery of content. Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach.

Physical set-up – Good physical set up is pre requisite for effective and successful Financial Analysis program because it makes the first impression on participants. Classrooms should not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant.

Establishing rapport with participants – There are various ways by which a trainer can establish good rapport with trainees by:

Greeting participants simple way to ease those initial tense moments Encouraging informal conversation Remembering their first name Pairing up the learners and have them familiarized with one another Listening carefully to trainees’ comments and opinions Telling the learners by what name the trainer wants to be addressed Getting to class before the arrival of learners Starting the class promptly at the scheduled time Using familiar examples Varying his instructional techniques Using the alternate approach if one seems to bog down

Reviewing the agenda – At the beginning of the Financial Analysis program it is very important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at

the end of the program, and how the program will run. The following information needs to be included:

Kinds of Financial Analysis activities Schedule Setting group norms Housekeeping arrangements Flow of the program Handling problematic situations

STEP 4: EVALUATE THE FINANCIAL ANALYSIS PROGRAM.

This step will determine how effective and profitable your Financial Analysis program has been. Methods for evaluation are pre-and post- surveys of customer comments cards, the establishment of a cost/benefit analysis outlining your expenses and returns, and an increase in customer satisfaction and profits.

The reason for an evaluation system is simple. The evaluations of Financial Analysis programs are without a doubt the most important step in the Financial Analysis process. It is this step that will indicate the effectiveness of both the Financial Analysis as well as the trainer.

There are several obvious benefits for evaluating a Financial Analysis program. First, evaluations will provide feedback on the trainer’s performance, allowing them to improve themselves for future programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an efficient way to determine the overall effectiveness of the Financial Analysis program for the employees as well as the organization.

The importance of the evaluation process after the Financial Analysis is critical. Without it, the trainer does not have a true indication of the effectiveness of the Financial Analysis . Consider this information the next time you need to evaluate your Financial Analysis program. You will be amazed with the results.

The need for Financial Analysis your employees has never been greater. As business and industry continues to grow, more jobs will become created and available. Customer demands, employee morale, employee productivity, and employee turnover as well as the current economic

realties of a highly competitive workforce are just some of the reasons for establishing and implementing Financial Analysis in an organization. To be successful, all Financial Analysis must receive support from the top management as well as from the middle and supervisory levels of management. It is a team effort and must be implemented by all members of the organization to be fully successful.

FINANCIAL ANALYSIS EVALUATION

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

Purposes of Financial Analysis Evaluation

The five main purposes of Financial Analysis evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and Financial Analysis .

Control: It helps in controlling the Financial Analysis program because if the Financial Analysis is not effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.

PROCESS OF FINANCIAL ANALYSIS EVALUATION

Before Financial Analysis : The learner's skills and knowledge are assessed before the Financial Analysis program. During the start of Financial Analysis , candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

During Financial Analysis : It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals.

After Financial Analysis : It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the Financial Analysis . This phase is designed to determine whether Financial Analysis has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.

TECHNIQUES OF EVALUATION

The various methods of Financial Analysis evaluation are:

Observation Questionnaire Interview Self diaries

MANAGEMENT FINANCIAL ANALYSIS PROGRAMME AT BRITANNIA

The search for young, enthusiastic talent is always on at Britannia. The work culture at Britannia is characterized by strong performance focus coupled with result orientation

Nurturing Talent

An innovative company like Britannia is always on the lookout for innovative, young minds. The Management philosophy encourages nurturing of talent through grooming of bright and young entry-level managers. The organizational culture provides a perfect blend of fun and learning that helps in the overall development of talented individuals recruited into the system.

Today, with a huge variety of professional institutions spread across the country, there is a broader canvas to choose from. The main sources of recruitment of Management Trainees are:

Business Schools (MBA) Engineering Institutes Food Technology Institutes ICAI/ICWAI/ICSI/ICFAI and other such institutes offering

professional courses.

An alternative route is for candidates to apply directly to Britannia or through a recruitment consultant. The distinguishing factor between MTs and other lateral hires would be in terms of their experience and qualifications. In this case, however, candidates may or may not have prior experience. For

experienced candidates, 1 year or less would be the maximum cap to be eligible for the Management Financial Analysis Scheme.

Campus - Campus recruitment has two stages, viz. Summer Trainee Recruitment and Management Trainee Recruitment. Summer Financial Analysis takes place for a period of two months where students from Business Schools and Functional Institutes (Engineering/Food Technology/Finance) work on projects with Britannia in the following functional areas - Marketing; Sales and Distribution; Operations and Supply Chain; Human Resource Management; Finance and Quality Assurance. Summer Trainees at the end of their Financial Analysis tenure are taken through an evaluation process to assess placement within the company as Management Trainees. This happens through a Pre-Placement Interview by a panel that assess the candidate on his/her project and his/her potential to fit into the organisation.

Management Financial Analysis - Management Trainees are recruited on the basis of actual vacancies in the system. They are recruited either through Pre-placement offers made to exceptional Summer Trainees or through direct Campus Recruitment. MTs join the covenant grade as Management Trainee - (function), and are absorbed into the following functions - Sales and Distribution; Operations and Supply Chain; Human Resources; Finance and Quality Assurance. The Marketing function has so far been insulated from the Management Financial Analysis Route as entry level marketing positions require knowledge of Sales or prior knowledge of Marketing (lateral route).

The Program - Once MTs are on-board, they are taken through a series of carefully designed Financial Analysis Modules that encompass almost all functions of the business. The Financial Analysis Modules are interspersed with live projects in different functions to test their knowledge and problem-solving abilities. Ideally, any Management Trainee would need to complete at

least 2 live projects related to his/her stream of interest and 1 live project in a related function or a function of choice.

At the end of the Financial Analysis period, all MTs are assessed on the basis of their learning and project performances by a cross-functional panel consisting of Functional Heads. On successful completion of their Financial Analysis Program, MTs are confirmed as Managers in their respective functions.

The total tenure of Management Financial Analysis is 18 months for a Technical Trainee (Engineer/Food Technologist) and 12 months for all other trainees.

METHODS OF FINANCIAL ANALYSIS

There are various methods of Financial Analysis , which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving Financial Analysis .

Cognitive methodsare more of giving theoretical Financial Analysis to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:

LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED FINANCIAL ANALYSIS (CBT):

Intelligent Tutorial system

Programmed Instruction (PI) Virtual Reality

Behavioral methods are more of giving practical Financial Analysis to the trainees. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:

GAMES AND SIMULATION BEHAVIOUR-MODELING BUSINESS GAMES:

Case studies Equipment stimulators In –Basket Technique Role Plays

Both the methods can be used effectively to change attitudes, but through different mean

Another Method is MANAGEMENT DEVELOPMENT METHOD –

MANAGEMENT DEVELOPMENT METHOD

The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes.

Management development method is further divided into two parts:

ON-THE-JOB FINANCIAL ANALYSIS -

The development of a manager's abilities can take place on the job. On-the-job Financial Analysis is given at the work place by superior in relatively short period of time. The four techniques for on the job development are:

Coaching Mentoring Job rotation Job Instruction Technique (JIT)

OFF THE JOB FINANCIAL ANALYSIS –

There are many management development techniques that an employee can take in off the job. The few popular methods are:

Sensitivity Financial Analysis Transactional Analysis Straight Lectures Simulation Exercises

]

CHAPTER -3

FINDINGS

After undergoing my research report at Britannia my analysis is that the Financial Analysis process is properly held in the company and the employees are well benefited from these Financial Analysis activities.

The various findings of my project are as follows:

69% of the workers prefer on the job Financial Analysis and rest 31% prefer off the job Financial Analysis

Most of the workers feel that company takes Financial Analysis process seriously

Most of the workers feel restricted by rules, policies and procedures while Financial Analysis .

Most of the workers thinks consider Financial Analysis as part of organizational strategy

Most of the workers said that the Financial Analysis provided in their in their organization is planned

The target group for Financial Analysis is mostly new staff.

DATA ANALYSIS AND INTERPRETATION

1. Which type of Financial Analysis program do you prefer?

a) On the job b) off the job

on the jobof the job

Interpretation

Most of the workers were with on the job Financial Analysis

69% of the workers said on the job

31% of the workers said off the job

2. Do you feel that company takes Financial Analysis process quite

seriously?

a) Yes b) No

yesno

Interpretation

Most of the workers replied yes

3. Do you feel restricted by rules, policies and procedures while undergoing

the Financial Analysis process?

a) Yes b) No

yessometime no

Interpretation

Most of the workers replied yes.

4. Your organization consider Financial Analysis as part of organizational strategy, do you agree with this statement—

a) Yes b) no

yesno

Interpretation

55% of the workers were agree with the statement.

5. Which target group undergoes most of the Financial Analysis process?

a) Middle level managersb) Junior staffc) New staff

middle leveljunior staffnew staff

INTERPRETATIONTarget group undergoes in Financial Analysis process 15% for middle level, 35% of junior staff and 50% for new staff.

6. What are the Financial Analysis methods to identify the Financial Analysis needs in your organisation(Yes wherever applicable).

a) self report questionnaires b) observationc) individual interviewsd) performance appraisalse) opinion surveysf) critical incident

7. Do you feel that Financial Analysis has benefited you in any way?a) Yesb) No

yesno

8. Rate the quality of Financial Analysis that you received from the Financial Analysis session.

a) Very beneficialb) Beneficialc) Not very beneficiald) unimportant

very beneficialbeneficialnot very beneficialunimportant

CONCLUSION

The most significant impact of BRITANNIA of ambitions plan for growth and globalization is on the Financial Analysis of employees or HUMAN RESOURCE of the organization as it is the single most critical resource which helps in the effective utilization of all the resources.

With the changing business scenario the challenges for the Financial Analysis activities will be unused that the Financial Analysis policies will align not only with the business policies of the company, but also with the changing needs & expectations of its employees.

It will also have to ensure the development of the workers in terms of empowering them with necessary knowledge, skill, leadership, competencies and alive the innovative capabilities for facing challenges.

SUGGESTIONS

There should be a counseling programmed which will help in

motivating employee's so that they will not lose their performance.

Should make aware about the different types of programme& should be

concluded by the experienced person by seniors.

There should not be biasness among the employee's everything should

be clear to employees in written as well as in oral after the assessment.

Time is not relevant and additional time is not provided if required.

They promote only theoretical knowledge.

Off –the-job Financial Analysis is also required.

QUESTIONNAIRE

1. Personal Information:-

Name of the employee :

Age :

Address :

Designation :

Pay scale :

Experience :

1. Which type of Financial Analysis program do you prefer?

a) On the job b) off the job

2. Do you feel that company takes Financial Analysis process quite

seriously?

a) Yes b) No

3. Do you feel restricted by rules, policies and procedures while

undergoing the Financial Analysis process?

a) Yes b) No

4. Your organization consider Financial Analysis as part of organizational

strategy, do you agree with this statement—

a)Yes b) No

5. Which Financial Analysis is provided in your organisation?

a) Planned

b) Provided only when problem occurs

6. Which target group undergoes most of the Financial Analysis process?

i. Middle level managers

ii. Junior staff

iii. New staff

7. Do you feel that Financial Analysis has benefited you in any way?

a. Yes

b. No

8. Rate the quality of Financial Analysis that you received from the

Financial Analysis session.

a. Very beneficial

b. Beneficial

c. Not very beneficial

d. Unimportant

2. What is the class\category of your job?

Executive (L1-L2)

Skilled

Semi-skilled

Unskilled

3. What are the benefits you are availing at your workplace?

Medical facility canteen facility Shelter & rest facility Recreational facility

4. What more benefits you think should be provided?

Better working place

More overtime rates

More salary

More facility like LTA,

Medical etc.

5. (a) Are you satisfied with the incentive plan and benefits ?

being provided by the company?

Yes No

(b) Are the plan being communicated to you?

Yes

No

(c) What is the satisfaction level?

Satisfaction

Average

Unsatisfactory

6. (a)What are the benefits/facility you availing at present

regarding your family welfare?

Education facility

Housing

Medical

Loan

Transport

(b) What is the satisfaction level?

Satisfactory

Average

Unsatisfactory

7 Are you satisfied as an employer of BRITANNIA ?

YES

NO

BIBLIOGRAPHY

Agrawal, R.D., Dynamics of personnel management in India

K. Aswathapa, Human Resource & Personnel Management, India, 1945

Counseling Skill Management – Peterson S.

Human Resource Management – C.B Gupta

Industrial Relation – ArunMunnapa

Britannia website and library

WEBSITES

managementhelp.org

appraisals.naukrihub.com

www.britannia.co.in

www.wikepidia.com