reliance cemet

8/12/2019 reliance cemet

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AKNOWLEDGEMENT

I am deeply indebted to my esteemed HOD Dr. N. PanchanathanAnnamalai.University, Chennai (N! "or his #ind and constant

enco$ra%ement.

&y %ratit$de is also d$e to &r. &. '. &ishra, &r. a)endra

'hin*asara, &r.+.P.&andaviva and &r.ilson David, &r. -o%esh

&ishra Dep$ty &ana%er C "or coordinatin% and providin% all

assistance o" %$idance thro$%h o$t my *or#.

I also e/press my than#s to my teachers &rs. $)atha "or boostin% meto complete the pro)ect.

I *o$ld li#e to e/tend my than#s to all the respondents *ho patiently

ans*ered to all my 0$eries and cooperated *ith $s and provided me

*ith all the val$able in"ormation that, I needed "or my pro)ect st$dy.

Alka SinghChauhan

MBA 2008-2010

AnnamalaiUni!"#i$%

Tamil Na&u


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DECLA'AT(ON

his is to certi"y that dissertation entitled )T"aining an&D!!l*+m!n$, at 2A'H3I C3&3N O' ,

2a#heri has been prepared by &iss. Al#a in%h Cha$han in thepartial "$l"illment o" the re0$irement o" &asters de%ree in H$man

eso$rces at Annamalai University Chennai (.N.!

I here by declare that all the in"ormation and "act prod$ced here are

based on my o*n "indin%s and st$dies at 2A'H3I C3&3N

O' are ori%inal in nat$re. he contents o" report are a tr$e

e/pression o" my e""orts on the said topic.

Any resemblance to earlier pro)ect or research is p$rely co4incidental.

Alka SinghChauhan

MBA 2008-2010

AnnamalaiUni!"#i$%

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CONTENTS

CHAPTER-:1 INTRODUCTION ABOUT COMPANY

INODUCION O7 CO&PAN-

HIO- O7 32IANC3 C3&3N CO&PAN-

PI8A3 2I&I3D 2I&I3D

O2D 8IION O7 32IANC3 C3&3N

CO&PAN- PI8A3 2I&I3D

N3 8IION O7 32IANC3 C3&3N

CO&PAN- PI8A3 2I&I3D

&IION

&I23ON3 9 ACHI383&3N 9 AAD

O838I3 O7 2A'H3I C3&3N O' 9

P2AN HIO-

INODUCION O7 HU&AN 3OUC3

&ANA:3&3N

OCCUPAIONA2 H3A2H AND A73-

CHAPTER-:2 INRODUCTION OF TOPIC

(TRAINING&DEVELOPMENT)

D37INIION O7 AININ:

N33D AND I&POANC3

&3HOD AND 3CHNI;3 O7 AININ:

3P IN AININ: AININ: N33D A3&3N

AININ: 9 D3832OP&3N

38A2UAION

CHAPTER-:3 RESEARCH METHODOLOGY

UNI833

A&P23 I


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B+$. D+.

Cement prod$ction bein% an ener%y intensive activity, relies heavily

on ener%y reso$rces li#e coal and po*er alon% *ith ra* materials,

lo%istics, and plant in"rastr$ct$re. he syner%y o" these "actors

combined *ith 0$ality o" o$r prod$ct *ill help drive the b$siness to

the levels aspired "or.

O P'.*%

I6 R.7+'$- C.$%8 I$+

tate4 &adhya Pradesh

Inte%rated Unit at &aihar >lendin% Unit at :ondavali and a

:rindin% $nit at '$ndan%an)

otal Capacity4 =.? &PA

II6 R.7+'$- 9.%.$ I$+

tate4 &aharashtra

Inte%rated Unit at -avatmal and t*o :rindin% $nits, one at

>$tibori and another located in North estern &aharashtra

otal Capacity4 =.? &PA

S%+$8. D..8'0/.$%

eliance Cement Company Private 2imited is committed to*ards

s$stainability *itho$t any compromise. Principles o" $stainable

development are inte%ral to o$r b$siness strate%y and "lo*s "rom o$r

8ision tatement. It covers all the themes a""ectin% the CompanyEs

sphere o" in"l$enceF climate protection, ener%y e""iciency,

environment, h$man ri%hts, codes o" %overnance, health and sa"ety,

labor practices, social initiatives, 0$ality o" prod$cts and processes,

relations *ith c$stomers and s$ppliers, research and innovation.

@


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H+%' & P',+8. ', RELIANCE CEMENT

COMPANY PRIVATE LIMITED C./.$%

9';

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D *as "ormed

in ?11 *hen ten e/istin% cement companies came to%ether $nder one

$mbrella in a historic mer%er G the co$ntryEs "irst notable mer%er at a

time *hen the term mer%ers and ac0$isitions *as not even coined.

he history o" 32IANC3 C3&3N CO&PAN- PI8A3

2I&I3D spans a *ide canvas be%innin% *ith the lonely str$%%le o"

its pioneer F E D+$ S


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he 32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D >oard

comprises o" 15 persons. hese incl$de e/ec$tive, non4e/ec$tive, and

nominee directors. his %ro$p is responsible "or determinin% the

ob)ectives and broad policies o" the Company 4 consistent *ith the

primary ob)ective o" enhancin% lon%4term shareholder val$e.

he >oard meets once a month. *o other small %ro$ps o" directors 4

comprisin% hareholdersKLInvestorsK :rievance Committee and A$dit

Committee o" the >oard o" Directors 4 also meet once a month on

matters pertainin% to the "inance and share disciplines. D$rin% the last

decade, there has been a streamlinin% o" the senior mana%ement

str$ct$re that is more responsive to the needs o" the CompanyKs prime

b$siness. A &ana%in% Committee 4 comprisin%, in addition to the

&ana%in% Director and the t*o e/ec$tive directors, the presidents

representin% m$lti"ario$s disciplinesF "inance, prod$ction, mar#etin%,research and cons$ltancy, en%ineerin% and h$man reso$rces G meets

once a *ee#. >esides these bodies, there are senior e/ec$tives and

other re%ional mana%ers 4 based at the CompanyKs corporate o""ice and

at its mar#etin% o""ices and man$"act$rin% $nits 4*ho contrib$te to the

development and operation o" the vario$s "$nctions. hile these

%ro$ps "orm the core mana%ement team that "rames and %$ides

corporate policy, 32IANC3 C3&3N CO&PAN- PI8A3

2I&I3D is pro$d o" its manpo*er stren%th o" abo$t ,??? people,

*ho comprise e/perts in vario$s disciplines assisted by a dedicated

*or#"orce o" s#illed persons. ;$ite a n$mber o" them have lo%%ed

many years o" service *ith the or%aniation. hey come "rom all parts

o" the co$ntry and belon% to a variety o" ethnic, c$lt$ral and reli%io$s

bac#%ro$nds. >eca$se o" s$ch a cosmopolitan ma#e4$p, 32IANC3

C3&3N CO&PAN- PI8A3 2I&I3D can ri%htly be said to

embrace *ithin its "old a "amily that "orms a Kmini4IndiaK.

A S%%.7+* A88+$*.:

he ho$se o" ata *as intimately associated *ith the herita%e andhistory o" 32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D,

ri%ht "rom its "ormation in 15 $p to ???. he ata %ro$p sold all

16.6=M o" its shareholdin%s in 32IANC3 C3&3N CO&PAN-

PI8A3 2I&I3D in three sta%es to s$bsidiary companies o"

:$)arat Amb$)a Cements 2td. (:AC2!, *ho are no* the lar%est


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sin%le shareholder in 32IANC3 C3&3N CO&PAN- PI8A3

2I&I3D.

his enabled 32IANC3 C3&3N CO&PAN- PI8A3

2I&I3D to enter into a strate%ic alliance *ith :AC2 a company

rep$ted "or its brand ima%e and cost leadership in the cement ind$stry.

H'8*+/ = A N.< P%$.+0:

A ne* association *as "or%ed bet*een 32IANC3 C3&3N

CO&PAN- PI8A3 2I&I3D and he Holcim %ro$p o"

*iterland in ??=. In +an$ary ??=, Holcim anno$nced its plans to

enter into lon% G term alliances *ith Amb$)a :ro$p by ac0$irin% a

ma)ority sta#e in Amb$)a Cements India 2td. (ACI2!,*hich at thetime held 15.M o" total e0$ity shares in 32IANC3 C3&3N

CO&PAN- PI8A3 2I&I3D. Holcim sim$ltaneo$sly anno$nced

its bid to ma#e an open o""er to 32IANC3 C3&3N CO&PAN-

PI8A3 2I&I3D shareholders, thro$%h Holdcem Cement Pvt.

2td. and ACI2, to ac0$ire a ma)ority shareholdin% in 32IANC3

C3&3N CO&PAN- PI8A3 2I&I3D. An open o""er *as made

by Holdcem Cement Pvt. 2td. alon% *ith ACI2, "ollo*in% *hich the

shareholdin% o" ACI2 increased to 56.M o" 30$ity share capital o"

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D.Conse0$ently , ACI2 has "iled declarations indicatin% their

shareholdin% and declarin% itsel" as a promoter o" 32IANC3

C3&3N CO&PAN- PI8A3 2I&I3D.

Holcim is the *orld leader in cement as *ell as bein% lar%e s$pplier o"

concrete, a%%re%ates and certain constr$ction related services. Holcim

is also a respected name in in"ormation technolo%y and research and

development. he %ro$p has its head0$arters in *iterland *ith

*orld*ide operations spread across more than @? co$ntries.

Considerin% the "ormidable %lobal presence o" Holcim and itse/cellent rep$tation, the broad o" 32IANC3 C3&3N CO&PAN-

PI8A3 2I&I3D has *elcomed this ne* associati

P8$% & T.+ C0*+%:

1?


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O8 V++'$ ', RELIANCE CEMENT

COMPANY PRIVATE LIMITED:

1


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N.< V++'$:

15


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M++'$ ', RELIANCE CEMENT

COMPANY PRIVATE LIMITED

16


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1>3 Incorporation o" he Associated Cement Companies 2imited on A$%$st

15.

1>3 7irst >oard &eetin% o" he Associated Cement Companies 2imited held

3splanade Ho$se, &$mbai on November 1?, 15.

1>3! ith the trans"er o" the 1?th company to 32IANC3 C3&3N

CO&PAN- PI8A3 2I&I3D, vi. De*ar#hand Cement Company, th

"ormation o" 32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D

complete on October 5, 15@.

1>44 32IANC3 C3&3N CO&PAN- PI8A3 2I&I3DEs "irst comm$nit

development vent$re near >ombay

1>4! IndiaEs "irst entirely indi%eno$s cement plant established at Chaibasa i

>ihar

1>52 8illa%e el"are cheme la$nched

1>55 indri cement *or#s $sed the *aste prod$ct calci$m carbonate sl$d%e "rom

"ertilier "actory at indri.

1>5 >$l# Cement Depot established at O#hla, Delhi

1>5! echnical trainin% instit$te established at 'ymore, &adhya Pradesh.

1>5! 'atni e"ractories

1


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A*+../.$% ', RELIANCE CEMENT COMPANY

PRIVATE LIMITED L+/+%.:

YEAR

1>3 he Associated Cement Companies 2imited incorporated on A$%$st 1

1>4! IndiaKs "irst entirely indi%eno$s cement plant installed at Chaibasa.

1>55

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D indri $ses *aste

material 4 calci$m carbonate sl$d%e 4"rom "ertilier "actory at indri to ma#e

cement

1>5 >$l# Cement Depot established at O#hla, Delhi

1>1

>last "$rnace sla%, (a *aste by4prod$ct "rom steel! "rom ICO $sed at

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D Chaibasa to

man$"act$re Portland la% Cement.

1>1

Oil*ell Cement man$"act$red at 32IANC3 C3&3N CO&PAN-

PI8A3 2I&I3D hahabad "or cementation o" oil *ells $p to adepth o"

,??? "eet.

1>1&an$"act$re o" Hydrophobic (*aterproo"! cement at 32IANC3 C3&3N

CO&PAN- PI8A3 2I&I3D 'halari.

1>5&an$"act$re o" Portland Poolana Cement $sin% nat$rally available materials.

An 3co4"riendly cements $sin% an eco4"riendly process.

1>

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D ind$cts $se o"poll$tion control e0$ipment and hi%h e""iciency sophisticated electrostatic

precipitators "or its cement plants and captive po*er plants decades be"ore it

becomes mandatory to do so.

1>!?Introd$ction o" the ener%y e""icient pre4calcination technolo%y "or the "irst time

in India.

1>?2Commissionin% o" the "irst 1 &PA (million tonne per ann$m! plant in the

co$ntry at adi, 'arnata#a.

1>?4

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D achieves a

brea#thro$%h in import s$bstit$tion by developin% and s$pplyin% a special :type o" oil *ell cement to ON:C.

1>?!

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D develops a ne*

binder, *or#in% at s$b4ero temperat$re, *hich is s$ccess"$lly $sed in the

Indian e/pedition to Antarctica.

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1>>2Incorporation o" >$l# Cement Corporation o" India, a +8 *ith the :overnment

o" India.

1>>3 Commercial man$"act$re o" ready4mi/ed concrete at &$mbai.

2@@1 Commissionin% o" the ne* adi plant o" . &PA capacity in 'arnata#a, thelar%est in India, and amon% the lar%est sied #ilns in the orld.

1


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Ay Indian >$rea$ O" &ines "or e/tra ordinary e""orts in protection

o" 3nvironment and mineral conservation in the lar%e mechanied mines sector.

Indo +erman +reentech (nironment (,cellence Award

+olden #eacock (nironment Management !pecial Award4 "or o$tstandin%

e""orts in 3nvironment &ana%ement in the lar%e man$"act$rin% sector.

Indira +andhi Memorial National Award4 "or e/cellent per"ormance in

prevention o" poll$tion and ecolo%ical development

(,cellence in Management of "ealth !afety and (nironment .Certi"icate o"&erit by Indian Chemical &an$"act$rers Association

$ishwakarma Rashtriya #uraskar trophy"or o$tstandin% per"ormance in sa"ety

and mine *or#in%

+ood Corporate Citi/en Award4 by PHD Chamber o" Commerce and Ind$stry

0amnalal Bajaj 1chit $yaahar #uraskar4 Certi"icate o" &erit by Co$ncil "or

7air >$siness Practices

+reentech !afety +old and !iler Awards4 "or o$tstandin% per"ormance in a"ety

mana%ement systems by :reentech 7o$ndation

%IMI National Award4 "or val$able contrib$tion in &inin% activities "rom the7ederation o" Indian &ineral Ind$stry $nder the &inistry o" Coal.

Rajya !thariya #aryaaran #uraskar4 "or o$tstandin% *or# in 3nvironmental

Protection and 3nvironment Per"ormance by the &adhya Pradesh Poll$tion.

Control >oard.

National Award for %ly Ash 1tilisation -by &inistry o" Po*er, &inistry o"

3nvironment 9 7orests and Dept o" cience 9 echnolo%y, :ovt o" India 4 "or

1


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man$"act$re o" Portland Poolana Cement.

+ood Corporate Citi/en Award -by >ombay Chamber o" Commerce and Ind$stry

"or *or#in% to*ards an environmentally s$stainable ind$stry *hile p$rs$in% the

ob)ective o" creation o" a better society.

National Award for (,cellence in 2ater Management -by the Con"ederation o"

Indian Ind$stry (CII!

RELIANCE CEMENT COMPANY PRIVATE LIMITED*as the

"irst recipient o" ASSOCHAMEs "irst ever N%+'$8 A!.

Decades later, PHD C/. ', C'//.*. $ I$%selectedRELIANCE CEMENT COMPANY PRIVATE LIMITED as

*inner o" its G'' C'0'%. C+%+.$ A


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5. 32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D

Nihon Castin% 2td (ANC2!

C./.$% P8$%:

1. >ar%arh Cement or#s

. Chaibasa Cement or#s

5. Chanda Cement or#s

6. Damodar Cement or#s

=. +m$l Cement or#s

. :a%al Cement or#s

@. 'ymore Cement or#s

. 2a#heri Cement or#s

. &adh$##arai Cement or#s1?.&ancherial C3&3N or#s

11.indri Cement or#s

1.adi Cement or#s

15.i#aria Cement or#s

R.7+'$8 M;.%+$7 O,,+*.:

>AN:A2O3

>HOPA2

CHNDI:AH

COI&>AO3

'ANPU

'O2'AA

&U&>AI N3 D3HPANA

PUN3

3CUND3A>AD

A. O,,+*.:

1


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A22AHA>AD AANO2

AUAN:A>AD

>322A- COCHIN

CH3NNAI 7AAD

:U2>A:A

:UAHAI

+A&&U

>HU>AN3HA

+A2ANDHA 'OCHI

'Oan%alore4 hite"ield

>an%alore4 Peenya

>an%alore4 Hos$r oad

>an%alore4 betta Halsoor

'ol#ata4 onap$r


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F'$. O, L;.+T. G.% L;

In the "ol#lore o" a)asthan, a :$))ar named 2a#ha, is credited*ith establishin% the to*n o" 2a#heri several h$ndred years

a%o.

It *as an ideal %rain% spot. ell protected "rom storms, and

nestlin% in the hills o" the north4eastern span o" the Aravalli

ran%e in >$ndi District.

his patch o" %reen, covered thic# *ith babool trees attracted

2a#ha *ho raised t*o temples as a prel$de to b$ildin% the

to*n.

he temples have end$red G silent spectators to the chan%in%

destiny o" the to*n.

Deserted by the nomadic :$))ars a"ter 2a#haEs death, the to*n

*as resettled cent$ries latest by His Hi%hness o" >$ndi, *ho

%i"ted 1 bi%has (ei%ht acres! o" land to the ne* settlers, "or

every so$rce o" *ater b$ilt by them.

=


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oday, the bavadis, #$nds, and *ells o" that era are "o$nd

dotted all over the area.

A journey from 3456777till date

L;.+ @5

L;.+ 2@@!

ince the be%innin% o" this cent$ry, other str$ct$res have

come $p to challen%e 2a#heriEs traditional s#yline o" r$%%ed

hills and embattled *alls.

A *8%. ', ,' *8+$+*8 0+88'-0. .%+*8 +8$

', 08$% .% 0 +$ 1>@5 %' 0'*. 8+* 8+/. %$

8+;. 7+8. .$%+$.8 '$ C8+,,+.6


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It *as this primitive plant, *hich *as converted in to a

cement "actory in 11@ o*ned by 'illic# G Ni/on , that

ma#es 2a#heri Cement or#s the oldest r$nnin% cement

"actory in India.

2a#heri or#s is also credited *ith man$"act$rin% pop$larcement o" the times and #no*s as >>> CementQ or >$ndi

>a%h >rand Cement.

Commencin% operations *ith t*o 1?? PD *et process

'ilns, there a"ter 2a#heri or#s has three 'ilns *ith an

a%%re%ate capacity 5. 2a#h tonne per ann$m

D+$7 T. . 1>>! $ 2@@! L;.+


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P'*% (C./.$%):Quality

Prod$ct development has al*ays been an important activity at

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D, arisin% o$t

o" a "oc$s on 0$ality and process improvement. It has been a constantpartner, drivin% research, innovation and eval$ation. In 16, a

centralied research "acility G the Central esearch tation (C! *as

established in hane. he research comple/ no* renamed as

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D hane

Comple/, spread over an area o" ??? s0 m has modern labs *ith the

latest e0$ipment and manned by hi%hly 0$ali"ied scientists and

technolo%ists *ho carry o$t prod$ct development *or# in cement and

allied "ields.

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D hase""ectively pled%ed its rep$tation as the mar#et leader in 0$ality o"

cement. &aintainin% this lead calls "or harnessin% the reso$rces and

e/pertise o" the company G "rom applied research and prod$ction to

mar#etin%. eliance Cement Company Private 2imitedordin%ly, all

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D "actories are

e0$ipped *ith state4 o"4 the4 art process control instr$mentation and

associated 0$ality control and testin% laboratories. rained en%ineers,

chemists and technicians sta"" these. he Central 2aboratory at

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D haneComple/ is $sed as a re"erence laboratory "or dia%nosis and resolvin%

speci"ic tro$ble G shootin% cases.

As a res$lt o" this "oc$s on 0$ality, 32IANC3 C3&3N

CO&PAN- PI8A3 2I&I3D cement speci"ication e/ceeds those

set by >I by *ide mar%in. oday, all 32IANC3 C3&3N

CO&PAN- PI8A3 2I&I3D cements plants have the IO ??1

;$ality ystems Certi"ication. his demonstrates o$r tradition o"

providin% reliable and consistent 0$ality thro$%h the application o"

modern technolo%y, and )$sti"ies the pre"erences o" a nation*ide

c$stomer base.

RELIANCE CEMENT COMPANY PRIVATE LIMITEDman$"act$res the "ollo*in% types o" cement, in addition to *hich,it provides >$l# Cement and eady &i/ Concrete.

O+$ P'%8$ C./.$%


29/76

OPC 65 :rade

B8.$. C./.$%

7ly4ash based Portland Poolana Cement

O+$ P'%8$ C./.$% 43 G. C./.$% (OPC 43

G.):

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D Cement is

the most commonly $sed cement in all constr$ctions incl$din% plain

and rein"orced cement concrete, bric# and stone masonry, "loors and

plasterin%. It is also $sed in the "inishin% o" all types o" b$ildin%s,

brid%es, c$lverts, roads, *ater retainin% str$ct$res, etc.

hat is more, it s$rpasses >I peci"ications (I 1141 "or 65

%rade OPC! on compressive stren%th levels.

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D Cement is

mar#eted in specially desi%ned =? #% ba%s.

RELIANCE CEMENT COMPANY PRIVATE LIMITED +$ '%.

08$% 8' /$,*%. 53 G. C./.$% his is an Ordinary

Portland Cement *hich s$rpasses the re0$irements o" IF 14=5:rade. It is prod$ced "rom hi%h 0$ality clin#er %ro$nd *ith hi%h

p$rity %yps$m.

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D =5 :rade

OPC provides hi%h stren%th and d$rability to str$ct$res beca$se o" its
http://www.acclimited.com/newsite/cement.asp#53g%2353ghttp://www.acclimited.com/newsite/cement.asp#ppc%23ppchttp://www.acclimited.com/newsite/cement.asp#53g%2353ghttp://www.acclimited.com/newsite/cement.asp#ppc%23ppc


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optim$m particle sie distrib$tion, s$perior crystalline str$ct$re and

balanced phase composition.

It is available in specially desi%ned =?4#% ba%s.

B8.$. C./.$%:

F8- . P'%8$ P''8$ C./.$%

his is special blended cement, prod$ced by inter4%rindin% hi%her

stren%th Ordinary Portland Cement clin#er *ith hi%h 0$ality

processed "ly ash 4 based on norms set by the companyKs 9D

division. his $ni0$e, val$e4added prod$ct has hydra$lic bindin%

properties not "o$nd in ordinary cements. It is available in specially

desi%ned =?4#% ba%s.

P+'$.. & T.$.%%.:

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D has a $ni0$e

trac# record o" innovative research, prod$ct development and

specialied cons$ltancy services. It is a important benchmar# "or the

cement ind$stry in respect o" its prod$ction, mar#etin% and personal

mana%ement process.

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D is pro$d o"

its many innovation over the years and realies that innovativeness is

an essential characteristic o" leadership.

RELIANCE CEMENT COMPANY PRIVATE LIMITED

C./.$%:

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3DEs brandname is synonymo$s *ith cement . its mar#etin%, sales and

distrib$tion processes are ind$stry standards. he brand b$ildin%

approach to mar#etin% cement *hich *as "irst adopted by

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D has proved

to be e/ceptionally s$ccess"$l in respect o" blended cements in terms

5?


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o" providin% more e""ective comm$nication *ith c$stomers and has

been em$lated by other companies in the ind$stry.

R.- M+ C'$*.%.:

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D established

the co$ntryEs "irst commercial ready4mi/ concrete (&R! in &$mbai.

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3DEs pioneerin%

e""orts in this respect alon% *ith the introd$ction o" b$l# cement

handlin% "acilities have been responsible "or rede"inin% the pace and

0$ality o" constr$ction activity in metropolitan cities and in me%a

in"rastr$ct$re pro)ects. he ++ "lyover in &$mbai *as the "irst me%a

constr$ction pro)ect in India to $se Hi%h Per"ormance Concrete o" &4

@= %rad.

R..* & D..8'0/.$%:

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D is the only

cement prod$cer in India *ith its o*n in4ho$se esearch and

Development "acility. he spra*lin% esearch and Cons$ltancy

Directorate

(CD! comple/ at hane near &$mbai has a $ni0$e trac# record o"

innovative research and specialied technolo%ical services.

CD has helped introd$ce some $ni0$e special pro)ects o" immenseval$e to the concrete and constr$ction sectors. hese incl$de repair

prod$cts and %ro$ts and Ancones, a non e/plosive demolition a%ent.

CD has developed eliance Cement Company Private 2imitedmar%,

a revol$tionary ne* prod$ct and %ro$tin% composition "or the

constr$ction and repair o" ne* roads and hi%h*ays.

he services o" concrete %ro$p at CD have been $tilied in the

striation o" several herita%e b$ildin%s across the co$ntry, s$ch as the

C termin$s at &$mbai, ch$rches and royal palaces in :oa, &ysore

and Hyderabad.

S+$7 $'


32/76


33/76

In partic$lar, "or pro%rams involvin% %reenin%, A""orestation,

rehabilitation o" mines, noise abatement and other visible meas$res

li#e tree plantation and *ater mana%ement.

A forestation and +reening the (nironment8

ree plantation is a re%$lar and committed activity at 32IANC3

C3&3N CO&PAN- PI8A3 2I&I3D. 8acant land in plant,

mines and colony at each "actory is $sed to develop %reenery o"

vario$s species. ome 32IANC3 C3&3N CO&PAN- PI8A3

2I&I3D plants (vi. :a%al, +am$l, 'ymore and Chaibasa! have

developed as m$ch as 6?M area "or %reen belts as compared to

stat$tory re0$irement o" 5? M. 3very cement plant has its o*n s$ccess

story o" tree plantation, %reenin% activities, hortic$lt$re, "lo*er and

"r$it c$ltivation and *ater conservation. ree plantation and %reen belt

development pro%rams have been e/tended to cover areas in vicinity

o" o$r plants "or the bene"it o" local comm$nity.

oc#y areas in mines have been rendered s$itable "or plantation by

overspreadin% topsoil obtained "rom minin% activity. A "orestation

pro%rams have helped trans"orm the once barren and dry ambience

into l$sh %reenery.3ach One G Plant One has been an inspirin%

messa%e practiced by many o" o$r employees. he total plantation

$nderta#en across 32IANC3 C3&3N CO&PAN- PI8A3

2I&I3D is more than 5.5 million n$mbers o" trees, *ith an avera%e

s$rvival rate o" =M and spread over an area o" 1??? acres in mines,

"actories and residential to*nships.

9%. C'$.%+'$:

ater conservation is a note*orthy contrib$tion in a *ater scarce

co$ntry li#e o$rs. 32IANC3 C3&3N CO&PAN- PI8A3

2I&I3D cement $nits maintain a norm o"


34/76


35/76


36/76


37/76

mana%ers

>ehavio$ral a"ety rainin% pro%rammes "or *or#ers at all plants

Incident investi%ations "or all incidents incl$din% near misses (*ith

potential "or in)$ries!. he "indin%s and recommendation are shared

across the company.

OUR OH & S VISION

NO HARM ANY9HERE TO ANYONE ASSOCIATED 9ITH

RELIANCE CEMENT COMPANY PRIVATE LIMITED

NO HARM /.$:

No "atalities

No disablin% In)$ries

No 2ost ime In)$riesNo &edical treatment In)$ries

No 7irst Aid In)$ries

No Occ$pational Illness

ANYONE /.$:

3mployees

Contractors personnel on site

eady4mi/ drivers on )ob

hird party contractors on site8isitors to 32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D site

OUR OH & S POLICY

e mana%e o$r activities in a responsible manner to avoid ca$sin% any

harm to the health and sa"ety o" o$r employees, contract personnel and

visitors.

e apply OH9 standards and %$idelines provide the necessaryreso$rces, trainin% and ed$cation and meas$re per"ormance "or

contin$o$s improvement.

FIVE CARDINAL RULES FOR SAFETY

1. Do not override or inter"ere *ith any sa"ety provision nor allo*

anyone else to override or inter"ere *ith them.

5@


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39/76

I$%'*%+'$ ', T'0+*

rainin% is an or%anied proced$re *hich brin%s abo$t a semi4

permanent chan%e in behavior, "or a de"inite p$rpose. he three main

areas involved are s#ill, #no*led%e and attit$des b$t al*ays *ith

de"inite p$rpose in mind. 3very or%aniation needs to have *ell4

trained and e/perienced people to per"orm the activities that have tobe done. I" c$rrent or potential )ob occ$pants can meet this

re0$irement, trainin% is not important. hen this is not the case, it is

necessary to raise the s#ill levels and increase the versatility and

adaptability o" employees. rainin% ma#es the employees versatile in

operations. All ro$nders can be trans"erred to any )ob. rainin%

pro%ramme is important as it lends stability and "le/ibility to an

or%aniation, besides contrib$tin% to its capacity to %ro*. eliance

Cement Company Private 2imitedidents scrape, and dama%e to

machinery and e0$ipment can be avoided or minimied thro$%h

trainin%. 7$rthermore, "$t$re needs o" employees *ill be ta#en care by

trainin%.

As )obs have become more comple/, the importance o" employee

trainin% has increased. hen )obs *ere simple, easy to learn, and

in"l$enced to only small de%ree by technolo%ical chan%es, there *as

little need "or employees to $p%rade or alter their s#ills. >$t the rapid

chan%es ta#in% place d$rin% the last 0$arter4cent$ry in o$r hi%hly

sophisticated and comple/ society have created increased press$res

"or or%aniations to readapt the prod$cts and services prod$ced, themanner in *hich prod$cts and services are prod$ced and o""ered, the

types o" )obs re0$ired, and the types o" s#ills necessary to complete

there )obs. In a rapid chan%in% society, employee trainin% is not only

an activity that is desirable b$t also an activity that an or%aniation

m$st commit reso$rces to i" it is to maintain a viable and

#no*led%eable *or# "orce.

5


40/76

D.,+$+%+'$ ', T+$+$7:

rainin% is a learnin% e/perience in that it see#s a relatively

permanent chan%e in an individ$al that *ill improve his or her ability

to per"orm on the )ob. e typically say trainin% can involve the

chan%in% o" s#ills, #no*led%e, attit$des, or social behavior. It may

mean chan%in% *hat employees #no*, ho* they *or#, their attit$des

to*ards their *or#, or their interactions *ith their co4*or#ers or their

s$pervisor.

N.. $ I/0'%$*.:

3""ective trainin% enables employees to learn to do their )obs better

and per"orm more pro"iciently *ith increasin%ly advanced technolo%y,

contin$o$s trainin% o" personnel has become essential to the s$ccess

o" the or%aniation. Companies increasin%ly need to provide

opport$nities "or the contin$o$s development o" employees not only

in their present )ob, b$t also to develop their capabilities "or )obs *ith

*hich they may be entr$sted in the "$t$re.

rainin% is the systematic process o" enhancin% the )ob4related s#ills,

attit$des and #no*led%e o" personnel "or the p$rpose o" improvin%

individ$al and or%aniational per"ormance. It is "$ndamentally

important "or the contin$ed %ro*th and development o" both the

individ$al employee and the or%aniation. 7rom the point o" vie* o"

the individ$al, learnin% and absorption %o on contin$o$sly thro$%ho$t

li"e. rainin% provides the direction and %$idance "or this perpet$al

learnin% process. ec$rity and con"idence are additional attrib$tes that

a *ell4trained employee ac0$ires. rainin% contrib$tes to employeeEs

stability in at least t*o *ays. 3mployees become e""icient a"ter

$nder%oin% trainin%. 3""icient employees contrib$te to the %ro*th o"

the or%aniation.

7rom the or%aniational vie* point, trainin% shortens the time

re0$ired "or employees to reach pea# e""iciency levels.

6?


41/76

he cost o" trainin% is considerably less than the cost o" %ainin%

e/perience partic$larly in the conte/t o" advanced technolo%y and

e/pensive e0$ipment. 3ssentially, trainin% contrib$tes si%ni"icantly in

increasin% the 0$ality and 0$antity o" *or# processed, and red$cin%

*aste and idle time. It is no* *idely ac#no*led%ed that the collective

in"l$ence o" a %ro$p o" *ell4trained employees can lar%ely determine

the s$ccess o" the "irm. An e""ectively planned and *ell mana%ed

trainin% pro%ram is the #ey to hi%her prod$ctivity, cost control, lo*er

employee t$rnover and better h$man relations *ith the "irm.

T+$+$7 '.*%+.:

he primary p$rpose o" trainin% is to establish a so$ndrelationship bet*een the *or#er and his )ob G the optim$m man

G tas# relationship

o $p%rade s#ills and prevent obsolescence. he )obs that

employees do are not static they chan%e, sometimes *itho$t

necessary a*areness since technolo%y advances are %ettin%

increasin%ly more rapid. o #eep pace *ith chan%in%

technolo%y, mechaniation, a$tomation, electronic data

processin% etc., trainin% becomes mandatory "or employees in

order to $pdate them, teach them ne*er s#ills and increase theire""iciency.

o o""er "irm competitive advanta%e by removin% per"ormance

de"iciencies ma#in% employees stay lon% minimiin% eliance

Cement Company Private 2imitedidents, scrap and dama%e

and meetin% "$t$re employees needs.

M.%' $ T.*$+. ', T+$+$7:

61


42/76

rainin% methods are cate%oried into t*o %ro$psF4

O$-%.-'

O,,-%.-'

(1! O$-%.-'G On4the4)ob methods re"er to methods that are

applied in the *or#place, *hile the employee is act$ally *or#in%.

O"ten, it is in"ormal, as *hen an e/perienced *or#er sho*s a

trainee ho* to per"orm the )ob tas#s. It is the most e""ective

method as the trainee learns by e/perience, ma#in% him or her

hi%hly competent. 7$rther the method is least e/pensive since no

"ormal trainin% is or%anied. he trainee is hi%hly motivated tolearn since he or she is a*are o" the "act that his or her s$ccess on

the )ob depends on the trainin% received. 7inally the trainin% is "ree

"rom an arti"icial sit$ation o" classroom. his contrib$tes to the

e""ectiveness o" the pro%ram. 7ollo*in% are the On4the4)ob trainin%

methodsF

O+.$%%+'$ %+$+$7 G Used "or orientin% Ne*

3mployees, introd$cin% innovations in prod$cts and

services.

J'-+$%*%+'$ %+$+$7G pecial #ills rainin%.

A00.$%+*. %+$+$7 4 Orientin% Ne* 3mployees,

introd$cin% innovations in prod$cts and services, pecial

#ills rainin%.

I$%.$+0 $ +%$%+0 G Used "or creative,technical and pro"essional ed$cation and also $sed "or

sales, administrative s$pervisory and mana%erial

ed$cation.

6


43/76

J' '%%+'$ 4 Used "or sales, administrative s$pervisory and

mana%erial ed$cation and orientin% Ne* 3mployees,

introd$cin% innovations in prod$cts and services.

C'*+$7G a"ety ed$cation, pecial #ills rainin%, Creative,technical and pro"essional ed$cation and also $sed "or sales,

administrative s$pervisory and mana%erial ed$cation.

(! O,,-%.-'G O""4the4)ob methods are $sed a*ay "rom the

*or#places. 7ollo*in% are the o""4the4)ob methodsF

V.%+8. 4 Used "or orientin% Ne* 3mployees, Introd$cin%

Innovations in Prod$cts and ervices and pecial #ills

rainin%.

L.*%. 4 Used "or Orientin% Ne* 3mployees, Introd$cin%

Innovations in Prod$cts and ervices, pecial #ills rainin%,

a"ety 3d$cation, Creative, echnical and Pro"essional

3d$cation and also $sed "or ales, Administrative $pervisory

and &ana%erial 3d$cation.

S0.*+8 % G Orientin% Ne* 3mployees, Introd$cin%

Innovations in Prod$cts and ervices, pecial #ills rainin%,a"ety 3d$cation, Creative, echnical and Pro"essional

3d$cation and also $sed "or ales, Administrative $pervisory

and &ana%erial 3d$cation.

F+8/ 4 Orientin% Ne* 3mployees, Introd$cin% Innovations in

Prod$cts and ervices, pecial #ills rainin%, a"ety

3d$cation, Creative, echnical and Pro"essional 3d$cation and

also $sed "or ales, Administrative $pervisory and &ana%erial

3d$cation.

T.8.++'$ 4 Orientin% Ne* 3mployees, Introd$cin%

Innovations in Prod$cts and ervices, pecial #ills

rainin%, a"ety 3d$cation, Creative, echnical and

Pro"essional 3d$cation and also $sed "or ales,

Administrative $pervisory and &ana%erial 3d$cation.

65


44/76

C'$,..$*. ' D+*+'$4 Orientin% Ne* 3mployees,

Introd$cin% Innovations in Prod$cts and ervices, a"ety

3d$cation, Creative, echnical and Pro"essional

3d$cation and also $sed "or ales, Administrative$pervisory and &ana%erial 3d$cation.

C. % 4 ales, Administrative $pervisory and

&ana%erial 3d$cation.

R'8. P8+$7 4 Creative, echnical and Pro"essional

3d$cation.

S+/8%+'$ 4 Orientin% Ne* 3mployees, Introd$cin%

Innovations in Prod$cts and ervices, pecial #ills

rainin%, a"ety 3d$cation, Creative, echnical and

Pro"essional 3d$cation.

P'7//. +$%*%+'$ 4 Orientin% Ne* 3mployees,

Introd$cin% Innovations in Prod$cts and ervices,

pecial #ills rainin%, a"ety 3d$cation, Creative,

echnical and Pro"essional 3d$cation

L'%' %+$+$7 G a"ety 3d$cation and Creative

echnical and Pro"essional 3d$cation.

T.*$+. ', %+$+$7:

rainin% techni0$es represent the medi$m o" impartin% s#ills and

#no*led%e to employees. rainin% techni0$es are the means

66


45/76

employed in the trainin% methods. 7ollo*in% are the most commonly

$sed techni0$esF

L.*%.

F+8/

A+' *.%%.

C. %+. R'8. 08+$7 V+.'-%0. S+/8%+'$

S%.0 +$ T+$+$7:

Identi"yin% yo$r trainin% need is the "irst step in a lar%e trainin%process that ta#es yo$ "rom yo$r initial in0$ires all the *ay to deliver

and eval$ation o" the "inal trainin% pac#a%e. his trainin% process is

called Hi%h Impact rainin% model.

It has si/ phases process that "oc$ses on providin% e""ective tar%eted

trainin%. I" it "ollo*ed, *ill have positive impact on the ori%ination.

I.$%+,+$7 T+$+$7 N..

T*; '$7'+$7 ,'88'< %'7 M0 %. 00'*

C8*8%. M.8. R.8% P'*. L.$+$7 T''8

A008+$7 T+$+$7 T.*$+.

6=


46/76

T. ,'88'


47/76

T+$+$7 N.. A./.$%:

Need assessment dia%noses present problems and "$t$re challen%es to

be meet thro$%h trainin%. Or%aniations spent vast s$m o" money($s$ally as a percenta%e on t$rnover! on trainin%. >e"ore committin%

s$ch h$%e reso$rces, or%aniations *o$ld do *ell to asses the trainin%

needs o" their employees. Or%aniations that implement trainin%

pro%rammes *itho$t cond$ctin% needs assessment may be ma#in%

errors. 7or e/ample, a needs assessment e/ercise mi%ht reveal that

less costly interventions (e.%. selection, compensation pac#a%e, )ob

redesi%n! co$ld be $sed in lie$ o" trainin%.

Needs assessment occ$rs at t*o levels4 group and individual. An

individ$al obvio$sly needs trainin% *hen his or her per"ormance "allsshort o" standards, that is, *hen there is per"ormance de"iciency.

Inade0$ate in per"ormance may be d$e to lac# o" s#ill or #no*led%e

or any other problem. he problem o" per"ormance de"iciency ca$sed

by absence o" s#ills or #no*led%e can be remedied by trainin%. 7a$lty

selection, poor )ob desi%n, $ninspirin% s$pervisor or some personal

problem may also res$lt in poor per"ormance. rans"er, )ob redesi%n,

improvin% 0$ality o" s$pervision, or dischar%e *ill solve the problem.

Assessment o" trainin% needs m$st also "oc$s on anticipated s#ills o"an employee. echnolo%y chan%es "ast and ne* technolo%y demands

ne* s#ills. It is necessary that the employee be trained to ac0$ire ne*

s#ills. his *ill help himLher to career path. rainin% is essential to

prepare the employee to handle more challen%in% tas#s.

Individ$al may also re0$ire ne* s#ills beca$se o" possible )ob

trans"er. Altho$%h )ob trans"ers are common as or%aniational

personnel demands vary, they do not necessarily re0$ire elaborate

trainin% e""orts. 3mployees commonly re0$ire only an orientation to

ne* "acilities and )obs.

Assessment o" trainin% needs occ$rs at the %ro$p level too. Any

chan%e in the or%aniations strate%y necessitates trainin% o" %ro$ps o"

employees. 7or e/ample, *hen the or%aniation decides to introd$ce a

ne* line o" prod$cts, sales personnel and prod$ction *or#ers have to

be trained to prod$ce, sell and service the ne* prod$cts. rainin% can

also be $sed *hen hi%h scrap or eliance Cement Company Private

6@


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2imitedident rates, lo* morale and motivation, or other problems are

dia%nosed.

N.. A./.$% M.%':

7ollo*in% methods are $se"$l "or or%aniational4level needs

assessment and individ$al needs assessment.

M.%' U. +$ T+$+$7 N.. A./.$%

+roup or 9rgani/ational

Analysis

Indiidual Analysis

Or%aniational %oals and

ob)ectives

PersonnelLs#ills inventories

Per"ormance appraisal

or# samplin%

Or%aniational climate indices Intervie*s

3""iciency indices

3/it intervie*s

;$estionnaires

Attit$de s$rvey

&>O or *or# plannin% systems

;$ality circles

rainin% pro%ress

atin% scales

C$stomer s$rveyLsatis"action data

Consideration o" c$rrent and

pro)ected chan%es

6


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T+$+$7 E,,.*%+.$.:

Any trainin% implemented in an or%aniation e""ort m$st be coste""ective. hat is, the bene"its %ained m$st o$t*ei%h the costs o" the

learnin% e/perience. Only analyin% s$ch pro%rams determines

e""ectiveness. It is not merely ass$me that any trainin% an or%aniation

o""ers is e""ective s$bstantive data m$st be developed to determine

*hether o$r trainin% e""ort is achievin% its %oals G that is, i" its

correctin% the de"iciencies in s#ills, #no*led%e, or attit$des *e

eliance Cement Company Private 2imitedessed as needin% attention.

It is easy to %enerate a ne* trainin% pro%ram, b$t i" the trainin% e""ort

is not eval$ated, any employee trainin% e""orts can be rationalied.raineesE reactions to the trainin% may, in "act, provide "eedbac# on

ho* *orth*hile the participants vie*ed the trainin%. >eyond %eneral

reactions, ho*ever, trainin% m$st also be eval$ated in terms o" ho*

m$ch the participants learned, ho* *ell they $se their ne* s#ills on

the )ob (did their behavior chan%eS! and *hether the trainin% pro%ram

achieved its desired res$lts (red$ced t$rnover, increased c$stomer

service, etc.!.

3""ective trainin% sho$ld provide the trainee *ith a %iven model to

"ollo*, speci"ic %oals to achieve, an opport$nity to per"ect the s#ill,"eedbac# on ho* *ell the trainee is pro%ressin%, and praise "or

trans"errin% the ac0$ired s#ills to the )ob. rainin% sho$ld "oc$s on

*ays o" orientin% ne* employees, %ivin% reco%nition, motivatin% a

poor per"ormer, correctin% poor *or# habits, disc$ssin% potential

disciplinary action, red$cin% absenteeism, handlin% a complainin%

employee, red$cin% t$rnover, and overcomin% resistance to chan%e.

6


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E8%+'$:

3val$ation literally means the assessment o" val$e or *orth. It *o$ld

simply mean the act o" )$d%in% *hether or not the activity to beeval$ated is *orth*hile in terms o" set Criteria.

eliance Cement Company Private 2imitedordin% toHamblin (1970)

de"ined eval$ation o" trainin% asF Any attempt to obtain in"ormation

("eedbac#! on the e""ects o" trainin% pro%ram and to assess the val$e

o" trainin% in the li%ht o" that in"ormation "or improvin% "$rther

trainin%Q.

3val$ation is o" cr$cial importance in ascertainin% *hether or not the

trainin% pro%ram is provin% to be e""ective and its ob)ectives are bein%

achieved. his is a most critical phase that assesses not only the0$ality o" trainin% imparted b$t also the trainin% plan in order to see

*hether "$t$re chan%es can ma#e it more res$lt4oriented. As *ith any

activity, eval$ation is important since in eval$atin%, one tries to )$d%e

the val$e or *orth o" the activity, $sin% the available in"ormation. An

attempt is made to obtain in"ormation and "eedbac# on the e""ects o" a

trainin% pro%ram and to assess the val$e o" the trainin% in the li%ht o"

that in"ormation. 3val$ation also enables the e""ectiveness o" an

investment in trainin% to be appraised. :iven the 0$ant$m o" time and

money that is p$t into trainin% pro%rammes, mana%ements re0$ire#no*in% abo$t the methods o" instr$ction bein% employed, *hether

trainin% inp$ts are havin% an impact on improved prod$ctivity and

ho* e""iciently and $se"$lly trainin% co$rses are bein% cond$cted.

3val$ation helps mana%ement to *ei%h $p and ta#e a vie* on the

"ollo*in% 0$estionsF

a! Ho* relevant are the pro%rammes to the or%aniations needs

and ob)ectivesS

b! hat chan%es are necessary in the e/istin% pro%rammes in

order to reali%n

them to the or%aniational %oalsS

c! hich are the areas *here trainin% is o" real and lastin%

val$eS

=?


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d! hat are the opport$nity costsS Co$ld money have been

better spent on any other activity that *o$ld have yielded

better res$lts in terms o" or%aniational e""ectivenessS

e! Is the investment in terms o" time and money inade0$ate or

too m$chS Ho* can an optim$m standard be evolvedS

P+$*+08. ', E8%+'$:

rainin% eval$ation is the process o" establishin% a *orth o"

somethin%. he *orth (the val$e! merit or e/cellence o" the thin%s.

3val$ation is a state o" mind, rather that a set o" techni0$es.

o achieve the desired res$lts, eval$ation has to based on so$nd

principles s$ch asF

1. 3val$ation specialist m$st be clear abo$t the %oals and

p$rposes o" eval$ation.

. 3val$ation m$st be contin$o$s.

5. 3val$ation m$st be speci"ic.

6. 3val$ation m$st provide the means and "oc$s "or trainers to

be able to appraise themselves, their practices, and their

prod$cts.

=. 3val$ation m$st be based on ob)ective methods and

standards.

. ealistic tar%et dates m$st be set "or each phase o" the

eval$ation process. A sense o" $r%ency m$st be developed, b$tdeadlines that are $nreasonably hi%h *ill res$lt in poor

eval$ation.

M.%' ', E8%+'$:

=1


52/76

7ive distinct approaches leadin% to a comprehensive eval$ation o"

trainin% pro%ram.

1. O.%+'$ 4 Here the trainees are closely observed d$rin%

the pro%ramme in order to assess their behavioral stren%th and

*ea#nesses in di""erent sit$ations. he observation m$st,

ho*ever, be speci"ic, systematic, 0$antitative and recorded. It

m$st be cond$cted by trained e/perts *ho #no* *hat they are

loo#in% "or. his method, the manner o" assessin% the 0$ality

o" trainin% and identi"yin% improvements and de"iciencies is

the most direct.

. R%+$7G he trainin% pro%ramme or system is bro#en into its

vario$s components parts s$ch as presentation, ed$cational

matter or content, a$dio4vis$al aids, trainee interaction etc.hese individ$al elements are then rated eliance Cement

Company Private 2imitedordin% to a predetermined scale by

e/perienced and 0$ali"ied raters *ho assess each aspect

independently. >ased on their rated assessments, mana%ement

can ta#e decisions on "$t$re chan%esL modi"ications.

5. T+$.. . G his re"ers to the reactions o" the

participants as to ho* they have "o$nd or reacted to a partic$lar

trainin% pro%ramme. his is $s$ally done at the end o" the last

session *here participants are as#ed to "ill $p a "orm. he "orm

contains in"ormation on the ob)ectives o" the pro%ramme and

ho* *ell they have been achieved d$rin% the co$rse o" the

trainin%. It also see#s in"ormation on contents, readin%

material, presentation, trainerEs ability and relationship *ith

other participants. Additionally, participants are re0$ired to

indicate their e/perience *ith classroom "acilities, boardin%,

lod%in% etc. and provide s$%%estions "or improvement. ince

trainees may "eel apprehensive or embarrassed to reveal their

tr$e perceptions, they are $s$ally %iven the option o" notdisclosin% their identities.

he "eedbac# received "rom the participants is o" immense

val$e in obtainin% ideas, pinpointin% *ea#nesses and

shortcomin%s and improvin% $pon the problem areas. he

$se o" the "orm "acilitates *or# o" ca$tion. oo m$ch reliance

=


53/76

m$st not be placed on their opinions since they cannot al*ays

be relied $pon to be ob)ective.

6. T+$.. +$%.+.


54/76


55/76

M$7./.$% *'/0.%.$* ..8'0/.$% 0'7//.

(MCDP):

hese are to be held "$nctions *ise "or4

&an$"act$rin% 7inance

&ar#etin%

Corporate h$man reso$rces

Pro)ects

&aterials

In"ormationEs technolo%y 9 system

C' ,$*%+'$8 ;+88 ..8'0/.$% 0'7//. (CFSD):

C7D Pro%rammes li#e "inance "or non4"inance

pro%rammes 9 H "or Non4 H Pro%rrammes are held to

provide the partcipants *ith an overall perspective o" the

companyEs b$siness "or achievin% competitive advanta%e in

the %lobal in"ormation a%e.

G.$.8 /$7./.$% *'. (GENMANCO) :

:eneral mana%ement co$rse *ill be held "or senior

mana%ers.

trate%ic leadership development pro%rams (2DP!.

he strate%ic leadership development pro%rammes are

to be held "or vice4presidents, r. Presidents.

RESEARCH METHODOLOGY

S% A.:

he st$dy area is con"ined to the vario$s departments o" 32IANC3

C3&3N CO&PAN- PI8A3 2I&I3D 2a#heri. he

or%aniation *hich is covered "or the p$rpose o" the st$dy pertains to

cement ind$stry.

U$+..:

==


56/76

he $niverse o" the st$dy comprise o" all the &ana%ers o"

32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D 2a#heri.

S/08. S+.:

7or the p$rpose o" the st$dy, the selection o" the &ana%ers is done

*ith the help o" department. he samples are selected randomly. he

"ollo*in% table s$mmaried the sample sie in terms o" $nits in nat$re

o" )ob.

NATURE OF JOB RELIANCE CEMENT

COMPANY PRIVATE

LIMITED LAHERICEMENT 9ORS

&ana%er 5?

otal 5?

S'*. ', % *'88.*%+'$:

he data *as collected $sin% both primary so$rces and the secondary

so$rces.

16 P+/ '*.:he researcher collected the primary data by

means o" str$ct$red 0$estionnaire alon% *ith personal

intervie*s, since a "e* open ended 0$estions re0$ire

clari"ication.

#.%+'$$+. $ I$%.+.


57/76

p$ttin% tic# mar# across the m$ltiple choice 0$estions and in open

ended 0$estions the respondents *ere as#ed to e/press their vie*s in

their o*n *ords. Almost all the respondents have been contracted and

intervie*ed personally at the time o" "illin% $p the 0$estionnaire. hen

their replies have been received and "$rther clari"ication and

s$pplementary in"ormation considered to be necessary have been

sec$red.

Overall, I have completed 5? 0$estionnaires "rom mana%ers %ro$p

respectively. All mana%ers are s$pplied *ith a copy o" the set o"

0$estionnaire "or "ilin% $p.

26 S.*'$ D%:

he researcher has also collected the secondary data by means o" the

doc$mentary so$rces s$ch asF

Company records

e%isters "iles boo#lets

&a%aine

+o$rnals

>oo#lets

A$8+ ', D%

MANAGERS ANALYSIS & FINDINGS

TABLE - 1

=@


58/76

# 61 Do yo$ a%ree that the trainin% and development pro%rammes

are e""ective in 32IANC3 C3&3N CO&PAN- PI8A3

2I&I3DS

P/.%. N' ', R.0'$.$%

ON:2- A:33 ?5 1?

A:33 1 @?

UND3CID3D ?1 5.5

DIA:33 ?? ??

ON:2- DIA:33 ?= 1.

hro$%h the s$rvey *e "o$nd that 1 mana%ers a%ree that the trainin%

pro%ram in 32IANC3 C3&3N CO&PAN- PI8A3 2I&I3D

delivered as an e""ective *ay to learn the matters. here as, =

mana%ers stron%ly disa%ree *hile 5 mana%ers stron%ly a%ree and 1

mana%ers didnEt %ive any response.

TABLE - 2

#62 Do yo$ a%ree that eno$%h time *as provided to learn abo$t the

s$b)ect covered in the trainin% pro%ram S

P/.%. N' ', R.0'$.$%

=


59/76

ON:2- A:33 ?5 15.55

A:33 ? .

UND3CID3D ? .

DIA:33 ?5 1?

ON:2- DIA:33 ?1 5.55

hro$%h the s$rvey ? mana%ers a%ree that the eno$%h time is

provided to learn the s$b)ect matters covered in trainin% pro%ramme

b$t 5 mana%ers disa%ree *ith the statement .6 mana%ers stron%ly

a%ree *hile 1 mana%ers stron%ly disa%ree and mana%ers didnEt %ive

any response.

TABLE - 3

;.5 Do yo$ thin# that the trainin% leads to enhancement o" yo$rs#illS

P/.%. N' ', R.0'$.$%

ON:2- A:33 11 5.

=

0

1020

30

40

50

60

70

Strongly

Agree

Agree

Undecided

Disagree

Strongly

Disagree


60/76

A:33 1 =5.55

UND3CID3D ?? ??

DIA:33 ?1 5.55

ON:2- DIA:33 ? .

1 mana%ers a%ree that the trainin% leads to enhancement o" s#ills and

11 mana%ers stron%ly disa%ree b$t 1 o" them disa%ree and o" them

stron%ly disa%ree.

TABLE - 4

;.6 Do yo$ thin# that the #no*led%e and s#ills %ained "rom the

trainin% pro%ramme directly apply to yo$r *or#S

P/.%. N' ', R.0'$.$%

ON:2- A:33 ? 5?.??

A:33 1 =5.55

UND3CID3D ?5 1?.??

DIA:33 ?? ?.??

ON:2- DIA:33 ? .

?


61/76

1 mana%ers a%ree that the #no*led%e and s#ills %ained "rom the

trainin% pro%ramme directly apply to *or#. hereas mana%ers

stron%ly disa%ree *hile mana%ers stron%ly disa%ree and 5 mana%ers

didnEt respondent.

TABLE - 5

;. = o *hat e/tend chan%e in moral attit$de and behavior *as

noticeable as a res$lt o" the trainin% "$nctionS

P/.%. N' ', R.0'$.$%

ON:2- A:33 ?@ 5.55

A:33 1= =?.??

UND3CID3D ?5 ?5.55

DIA:33 ? ?.ON:2- DIA:33 ?5 1?.??

1


62/76

1= mana%ers a%ree that the chan%e in moral attit$de and behavior *as

noticeable as res$lt o" trainin% "$nction @ mana%ers stron%ly a%ree

*ith the statement . mana%ers disa%ree, *hile 5 mana%ers stron%ly

disa%ree and 5mana%ers didnEt %ive any response.

TABLE -

;. o *hat e/tend trainin% pro%ram contrib$te to the company

%oal and employees individ$al %oalsS

P/.%. N' ', R.0'$.$%

ON:2- A:33 ?6 65.55

A:33 1 ?.??

UND3CID3D ?= 1.

DIA:33 ?? ?.??

ON:2- DIA:33 ?5 1?.??


63/76

1 mana%ers a%ree that the trainin% pro%ramme contrib$te to the

company %oal and employees %oals.6 mana%ers stron%ly a%ree ,5mana%ers are stron%ly disa%ree *ith the statement and = mana%ers

didnEt %ive any response.

TABLE = !

;. @ Do yo$ thin# that "reedom is %iven to yo$ to sho* yo$r s#ills

and #no*led%e d$rin% trainin% pro%ramS

P/.%. N' ', R.0'$.$%

ON:2- A:33 ? .

A:33 1= =?.??

UND3CID3D ? ?.??

DIA:33 ?1 5.55

ON:2- DIA:33 ?? ??.??

5


64/76

1= mana%ers a%ree that "reedom is %iven to yo$ to sho* yo$r s#illsand #no*led%e b$t mana%ers stron%ly a%ree *ith the statement.1

mana%er disa%ree and mana%ers didnEt %ive any response.

TABLE = ?

;. Do yo$ have a %ood cooperation L s$pport "rom yo$r s$periorsd$rin% trainin% pro%ramS

P/.%. N' ', R.0'$.$%

ON:2- A:33 1? 55.55

A:33 1 6?.??

UND3CID3D ? ?.??

DIA:33 ?1 ?5.55

ON:2- DIA:33 ?1 ?5.55

6


65/76

1 mana%ers a%ree that a %ood cooperation "rom yo$r s$periors d$rin%trainin% pro%ramme b$t 1? mana%ers stron%ly a%ree *ith the

statement, 1 mana%er disa%ree *hile 1 mana%er stron%ly disa%ree and

mana%ers didnEt

%ive any response.

TABLE = >

;. Do yo$ thin# that 32IANC3 C3&3N CO&PAN-

PI8A3 2I&I3D develop employee thro$%h need based

trainin% pro%ramS

P/.%. N' ', R.0'$.$%

ON:2- A:33 11 5.

A:33 1 6?.??

UND3CID3D ?5 1?.??

DIA:33 ? ?.

ON:2- DIA:33 ? ?.

=


66/76

1 mana%ers a%ree that 32IANC3 C3&3N CO&PAN- PI8A3

2I&I3D develop employees thro$%h need based trainin%pro%ramme b$t 11 mana%ers stron%ly a%ree *ith the statement.

mana%ers disa%ree *hile mana%ers stron%ly disa%ree and 5


TABLE = 1@

;. 1? Do yo$ thin# that 32IANC3 C3&3N CO&PAN-

PI8A3 2I&I3D is a learnin% or%aniation "or the employeeS

P/.%. N' ', R.0'$.$%

ON:2- A:33 1 ?.??

A:33 1? 55.55

UND3CID3D ?? ??.??

DIA:33 ?1 ?5.55

ON:2- DIA:33 ?1 ?5.55


67/76

1? mana%ers a%ree that 32IANC3 C3&3N CO&PAN- PI8A3

2I&I3D is a learnin% or%aniation "or the employee b$t 1

mana%ers stron%ly a%ree *ith the statement.1 mana%ers disa%ree *hile

1 mana%er stron%ly disa%ree.

TABLE = 11

;. 11 Do yo$r per"ormance has chan%ed a"ter the trainin% pro%ramS

P/.%. N' ', R.0'$.$%

ON:2- A:33 ?@ 5.55

A:33 1 =5.55

UND3CID3D ? ?.

DIA:33 ? ?.

ON:2- DIA:33 ?5 1?.??

@


68/76

1 mana%ers a%ree that per"ormance has chan%ed a"ter the trainin%

pro%ramme b$t @ mana%ers stron%ly a%ree *ith the statement.

mana%ers disa%ree *hile 5 mana%ers stron%ly disa%ree and


TABLE = 12

;. 1 Do yo$ a%ree that the pro%ram *o$ld have been morebene"icial i" some more material *as provided in advanceS

P/.%. N' ', R.0'$.$%

ON:2- A:33 ?@ 5.55

A:33 1 ?.??

UND3CID3D ?5 1?.??

DIA:33 ?? ??.??

ON:2- DIA:33 ? ?.


69/76

1 mana%ers a%ree that the trainin% pro%ramme *o$ld have been more

bene"icial i" some more material *as provided in advance b$t @

mana%ers stron%ly a%ree *ith the statement. mana%ers stron%ly

disa%ree and 5 mana%ers didnEt %ive any response.

TABLE = 13

;. 15 Are yo$ a*are o" the ob)ectives o" the pro%ram at the time o"

yo$r nomination "or this pro%ramS

P/.%. N' ', R.0'$.$%

ON:2- A:33 ?5 1?.??

A:33 6 ?.??

UND3CID3D ? ?.

DIA:33 ?? ??.??

ON:2- DIA:33 ?1 ?5.55


70/76

6 mana%ers a%ree that the ob)ective o" the pro%ramme at the time o"

yo$r nomination "or this problem b$t 5 mana%ers stron%ly a%ree *ith

the statement .1 mana%er a%ree *hile mana%ers didnEt %ive any

response.

S77.%+'$ & R.*'//.$%+'$

he researcher had $sed 0$estionnaire method as a tool "or collectin%data and in"ormation pertainin% to the st$dy .he 0$estionnaire

incl$des the closed ended and open ended 0$estions, basically to %et

there vie*s on the techni0$es adapted to meas$re trainin%

development and the di""ic$lties "aced by them d$rin% and in relation

to trainin%.

D+,,+*8%+. ,*. +$7 %+$+$7 E/08'..S0.+':

&ore theory less practical.

&iss match o" trainin% *ith *or#.

2an%$a%e problem.

2ess time provided "or trainin%.

oo m$ch instr$ction by the instr$ctor d$rin% trainin%.

@?


71/76

ome times ob)ective o" trainin% %iven has to application at the

*or# place.

T. ,'88'


72/76

#UESTIONNAIRE OF TRAINING & DEVELOPMENT

IN RELIANCE CEMENT COMPANY PRIVATE

LIMITED6 YMORE CEMENT 9ORS:

NA&3TTTTTTTTTTTTTTTTTTTTTTA:3TTTTTTT..

D3I:NAIONTTTTTTT..

U3. NOL.NOTTT..

D3P&3N TTTTTTTTT

CA3:O-4 &ana%ement ta""

#61 Do yo$ a%ree that the trainin% pro%ram in 32IANC3

C3&3N CO&PAN- PI8A3 2I&I3D delivered to yo$ is

an e""ective *ay to learn the mattersS

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D

@


73/76

(d! DIA:33 (e! ON:2- DIA:33

#62 Do yo$ a%ree that eno$%h time *as provided to learn abo$t the

s$b)ect covered in the trainin% pro%ram S

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D

(d! DIA:33 (e! ON:2- DIA:33

#63 Do yo$ thin# that the trainin% leads to enhancement o" yo$r

s#illS

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D

(d! DIA:33 (e! ON:2- DIA:33

#64 Do yo$ thin# that the #no*led%e and s#ills %ained "rom the

trainin% pro%ram directly apply to yo$r *or#S

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D

(d! DIA:33 (e! ON:2- DIA:33

#6 5 o *hat e/tend chan%e in moral attit$de and behavior *as

noticeable as a res$lt o" the trainin% "$nctionS

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D

(d! DIA:33 (e! ON:2- DIA:33

#6 o *hat e/tend trainin% pro%ram contrib$te to the company

%oal and employees individ$al %oalsS

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D

(d! DIA:33 (e! ON:2- DIA:33

@5


74/76

#6 ! Do yo$ thin# that "reedom is %iven to yo$ to sho* yo$r s#ills

and #no*led%e d$rin% trainin% pro%ramS

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D

(d! DIA:33 (e! ON:2- DIA:33

#6 ? Do yo$ have a %ood cooperation L s$pport "rom yo$r s$periors

d$rin% trainin% pro%ramS

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D (d! DIA:33

(e! ON:2- DIA:33

#6 > Do yo$ thin# that 32IANC3 C3&3N CO&PAN-

PI8A3 2I&I3D develop employee thro$%h need based

trainin% pro%ramS

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D

(d! DIA:33 (e! ON:2- DIA:33

#6 1@Do yo$ thin# that 32IANC3 C3&3N CO&PAN-

PI8A3 2I&I3D is a learnin% or%aniation "or the

employee S

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D

(d! DIA:33 (e! ON:2- DIA:33

#6 11Do yo$r per"ormance has chan%ed a"ter the trainin% pro%ramS

(a! ON:2- A:33 (b! A:33(c! UND3CID3D

(d! DIA:33 (e! ON:2- DIA:33

#6 12Do yo$ a%ree that the pro%ram *o$ld have been more

bene"icial i" some more material *as provided in advanceS

@6


75/76

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D

(d! DIA:33 (e! ON:2- DIA:33

#6 13 Are yo$ a*are o" the ob)ectives o" the pro%ram at the time o"

yo$r nomination "or this pro%ramS

(a! ON:2- A:33 (b! A:33

(c! UND3CID3D

(d! DIA:33 (e! ON:2- DIA:33

#6 14hat are the problems "aced by yo$ d$rin% the trainin%

pro%ramS

AnsF

#6 15 hat chan%es yo$ *o$ld li#e to s$%%est "or improvement in the

trainin% pro%ramS

AnsF

D%.: -

S+7$%.:-66

@=


76/76

C'$*8+'$

It is concl$ded "rom the s$rvey on T+$+$7 & D..8'0/.$% that

trainin% pro%ram cond$cted in 32IANC3 C3&3N CO&PAN-

PI8A3 2I&I3D 2td, 2a#heri Cement or#s is very e""ective in

improvin% the s#ill and #no*led%e o" the employee to meet the

present and "$t$re re0$irement o" the or%aniation. ItEs "o$nd thattrainin% place a cr$cial role in not only the development o" employees

b$t also in achievin% the overall or%aniational %oals.

hro$%h the research *or# it *as "o$nd that employees *ere very

satis"ied by the trainin% provided to them and stron%ly a%reed that

a"ter trainin% their con"idence have increased and their s#ill and

#no*led%e has also been increased and hence, their *as remar#able

improvement in their per"ormance.

reliance cemet

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