MBA-09 1

A Report Submitted in Partial Fulfillment of the Requirement of MBA Program

IN GUIDANCE WITH
MR. MAHENDRA ROUT K. PALANI
(COMPANY GUIDE) INTERNAL GUIDE
ASSOCIATE MANAGER HR FACULTY IN HR
VAL, LANJIGARH NICE, ANGUL

Submitted By:
JAGABANDHU PRADHAN
Regd. No : 261/09
Roll No : 10MBA015








DDCE, SAMBALPUR UNIVERSITY
MBA-09 2




CERTIFICATE

This is to certify that the project work entitled TRAINING &
DEVELOPMENTS AT VEDANTA ALUMINIUM LIMITED. LANJIGARH
submitted by Jagabandhu Pradhan as Dissertation Project for fulfillment of
the requirement for the award of MBA from DDCE, Sambalpur University,
is a record of students own work carried out by him under my supervision &
guidance.



Mr. MAHENDRA ROUT
Associate Manager HR
VAL, Lanjigarh. Orissa
MBA-09 3


CERTIFICATE OF GUIDE

This is to certify that the project work entitled TRAINING &
DEVELOPMENTS AT VEDANTA ALUMINIUM LIMITED. LANJIGARH
submitted by Jagabandhu Pradhan as Dissertation Project for fulfillment of
the requirement for the award of MBA (HR) from DDCE, Sambalpur
University, is a record of students own work carried out by him under my
supervision & guidance.


K. PALANI
Faculty in HR
NICE, ANGUL


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DECLARATION


I, Jagabandhu Pradhan, do hereby declare that the project report has been prepared by
me under Vedanta Aluminium Ltd, LANJIGARH. This report being the result of original
and authentic work, have not been submitted anywhere earlier to this for publication from
any resources. This is a complete and genuine work to the best of our knowledge and
belief. The data collected during the survey is supposed to be kept confidential and not to
be used for any commercial purpose. The facts and findings presented in this project are
true to the best of my belief.



J agabandhu Pradhan


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ACKNOWLEDGEMENT

Completing a project is never one mans effort. It is often the result of
invaluable contribution of individuals in a direct or indirect manner.
I express my sincere thanks & profound sense of gratitude to Mahendra
Rout (Associate Manager HR) for his relentless effort & support which
helped me to complete this project in due time & without whose initiations I
may not have started this project.
I express my indebtedness to all VAL HR faculties, top Management &
Supporting Staff for their cooperation at various stages of my project & for
providing all possible facilities of the institute.


J agabandhu Pradhan
Regd. No. : 261/09
Roll No : 10MBA015

MBA-09 6


EXAMINERS CERTIFICATE

This project is submitted by Jagabandhu Pradhan of MBA bearing the
Roll No. 10MBA015 under DDCE, Sambalpur University and forwarded for
evaluation.




Internal Examiner External Examiner
MBA-09 7



CERTIFICATE OF APPROVAL

This is to Certify that the Project Entitled:
TRAINING & DEVELOPMENTS AT VEDANTA ALUMINIUM LIMITED. LANJIGARH

Submitted by J agabandhu Pradhan (Enr. No 261/09), Sambalpur University, Burla towards
partial fulfillment of the requirements for the award of the degree of Master of Business
Administration (MBA) is a bona fide record of the work carried out by him under the able
guidance of K. Palani, Faculty, NICE, Angul.




(Approval of the Center Director)
MBA-09 8


CONTENTS

Vedanta A Snap Shot
Orissa Projects (An Overview)
Human Resources
Hr Philosophy Of Vedanta
Human Resources (A Brief Idea)
Human Resources Development
Training & Development
Trainings Undertaken At Vedanta Aluminium Lanjigarh

Summary



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VEDANTA A SNAPSHOT
Vedanta Resources Plc is a diversified and integrated London Stock Exchange listed and
FTSE 100 metals and mining group with principal operations located in India. In India Vedanta
has its extensive interests and operations in aluminum, copper, zinc, silver and lead. It also has
substantial copper operations in Zambia and copper mining interests in Australia & interest in
gold in Armenia. With a talent pool of more than 25000 employees globally, the group has a clear
and committed focus on achieving and sustaining a global leadership in the non ferrous metals
business. Today our stocks trade actively on the LSE, with a current market capitalization of over
$6.6 billion.
Vedanta has a vision to become a million ton per annum producer at the lowest decile cost
in each of its metals, thereby consolidating Indias position on the global metals & mining map.
To achieve this vision, we have undertaken several Greenfield & brown-field expansion projects.
The capital expansions completed under the first phase of our expansion strategy with investment
of $2.2 billion, were commissioned on time & well within their stated budgets. The next phase of
our expansion in pipeline has investment of approximately $3.1 billion.


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The Top Management
Executive Chairman - Mr Anil Agarwal
Deputy Executive Chairman1 - Mr Navin Agarwal
Chief Executive Officer - Mr M S Mehta

Vedanta Aluminium Limited (VAL) has set up a Greenfield Alumina Refinery in
Orissa with a capacity of 1 Million tons per annum. It is also setting up a 0.5 MTPA Aluminum
Smelter, 1215 MW Captive Power Plant (CPP). The Group Company Sterlite Energy Limited
is also setting up a 2400 MW Independent Power Plant (IPP) at LANJIGARH. VAL is one of
the worlds premier alumina refining complex in terms of its technology, human resources and
high quality infrastructure. VAL has built a high caliber team who are passionately contributing to
the growth and efficiency of the organization.
National Presence
Our Principal operating companies in India are:
Hindustan Zinc Limited (HZL)
Sterlite Industries India Ltd. (SIIL)
Bharat Aluminium Company Ltd (MALCO)
Vedanta Aluminium Ltd. (VAL)
Corporate Purpose
Harnessing natural resources in harmony with nature to enhance economic well being
and quality of life
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Mission
To put India on the world metals and mining map by becoming a fortune 500 company
To be in the top deciles in terms of cost of production across all our businesses
To double per capita consumption of copper, aluminum and zinc through application,
development and marketing efforts by 2009
To produce one million tons of metal in each of the business
To build an organization having world class capabilities and high performance culture by
attracting, developing and retaining talented employees.

Executive Chairman - Mr Anil Agarwal

Mr Agarwal, who founded the Group in1976, is also Chairman of Sterlite and is a Director of
BALCO, HZL and Vedanta Alumina Ltd. Since 1976 the Group has grown under his leadership,
vision and strategy. Mr Agarwal has over 30 years experience as an industrialist.

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NAVIN AGARWAL, 47
Deputy Executive Chairman

Core Values
Trustworthy
Entrepreneurial and Innovative
Concern for the Environment
Respect and Care for people
Passion to excel
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VEDANTA DNA: HUMBLE, SMART and HUNGRY
ORISSA PROJECTS
Vedanta Aluminium Limited
o Lanjigarh Project
o LANJIGARH Project
Sterlite Energy Limited, LANJIGARH
Sterlite Iron and Steel Company Limited, Keonjhar
Anil Agarwal Foundation, Vedanta University, Puri
VEDANTA ALUMINIUM LIMITED, LANJIGARH
A view of 9x135 MW CPP plant
Final products in dispatched condition
A birds eye view of 4x600 MW IPP plant
A view of Aluminium Smelter 1 plant
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HUMANRESOURCES


HR Philosophies of Vedanta.
The quality of an organisation depends on the quality of its people and their professionalism. One
of the best practices of winning organisations is developing the most professional employees
through continuous training and development.We nurture our leaders from within and provide
opportunities for growth across levels and geographies. A well-defined process for career
development with challenging assignments and responsibilities at a young age, attractive working
environments with highly competitive incentives, and a pool of high quality professionals ensure
our position amongst the preferred employers in the regions in which we operate. Our ambitious
growth initiatives coupled with the competitive markets in which we operate mean that it is
important for us to recruit, develop and retain talented and motivated employees that share
Vedantas vision and values. We believe that our success is due to the commitment, passion and
contribution of our employees.


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Employee Strength at VAL, JSG
Total Manpower is 1700. (1442 - Male & 258 - Female)
Human Resource (HR)
Human resources is an increasingly broadening term with which an organization, or other human
system describes the combination of traditionally administrative personnel functions with
acquisition and application of skills, knowledge and experience, Employee Relations and resource
planning at various levels.
Development
Management
o Key functions
Modern analysis
Controversy
o Labor mobility
o Perceptions
Corporate management
Human resources development
o Major trends
o Individual responses
o Recruitment methods
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o Framework
o Structure
o Training
Modern concept of human resources
References
Development
The objective of human resource development is to foster human resourcefulness through
enlightened and cohesive policies in education, training, health and employment at all levels, from
corporate to national Management.
Human resource management's objective, on the other hand, is to maximize the return on
investment from the organization's human capital and minimize financial risk. It is the
responsibility of human resource managers in a corporate context to conduct these activities in an
effective, legal, fair, and consistent manner.
Management
Human resource management's objective, on the other hand, is to maximize the return on
investment from the organization's human capital and minimize financial risk. It is the
responsibility of human resource managers in a corporate context to conduct these activities in an
effective, legal, fair, and consistent manner
Key functions
Human resource management serves these key functions:
Recruitment & Selection
Training and Development (People & Organization)
Performance Evaluation and Management
Promotions
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Redundancy
Industrial and Employee Relations
Record keeping of all personal data.
Compensation, pensions, bonuses etc in liaison with Payroll
Confidential advice to internal 'customers' in relation to problems at work
Career development

Modern analysis
Modern analysis emphasizes that human beings are not "commodities" or "resources", but
are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001 in
contrast requires identifying the processes, their sequence and interaction, and to define and
communicate responsibilities and authorities. In general, heavily unionized nations such as France
and Germany have adopted and encouraged such job descriptions especially within trade unions.
Controversy
Labor mobility
An important controversy regarding labor mobility illustrates the broader philosophical
issue with usage of the phrase "human resources": governments of developing nations often
regard developed nations that encourage immigration or "guest workers" as appropriating human
capital that is rightfully part of the developing nation and required to further its growth as a
civilization.
The debate regarding "human resources" versus human capital thus in many ways echoes
the debate regarding natural resources versus natural capital. Over time the United Nations have
come to more generally support the developing nations' point of view, and have requested
significant offsetting "foreign aid" contributions so that a developing nation losing human capital
does not lose the capacity to continue to train new people in trades, professions, and the arts.
Terms like "human resources" and "human capital" may be perceived as insulting to people. They
MBA-09 18

create the impression that people are merely commodities, like office machines or vehicles,
despite assurances to the contrary.
Corporate management
In the very narrow context of corporate "human resources" management, there is a
contrasting pull to reflect and require workplace diversity that echoes the diversity of a global
customer base. Foreign language and culture skills, ingenuity, humor, and careful listening, are
examples of traits that such programs typically require. It would appear that these evidence a
general shift through the human capital point of view to an acknowledgment that human beings do
contribute much more to a productive enterprise than "work": they bring their character, their
ethics, their creativity, their social connections, and in some cases even their pets and children,
and alter the character of a workplace. The term corporate culture is used to characterize such
processes at the organizational level.
The traditional but extremely narrow context of hiring, firing, and job description is
considered a 20th century anachronism. Most corporate organizations that compete in the modern
global economy have adopted a view of human capital that mirrors the modern consensus as
above. Some of these, in turn, deprecate the term "human resources" as useless. Yet the term
survives, and if related to `resourcefulness', has continued and emerging relevance to public
policy.
In general the abstractions of macro-economics treat it this way - as it characterizes no
mechanisms to represent choice or ingenuity. So one interpretation is that, "firm-specific human
capital" as defined in macro-economics is the modern and correct definition of "human resources"
and that this is inadequate to represent the contributions of "human resources" in any modern
theory of political economy.
Human resources development
In organizations, in terms of sex and selection it is important to consider carrying out a
thorough job analysis to determine the level of skills/technical abilities, competencies, flexibility
of the employee required etc. At this point it is important to consider both the internal and external
factors that can have an effect on the recruitment of employees. The external factors are that out-
with the powers of the organization and include issues such as current and future trends of the
labor market e.g. skills, education level, government investment into industries etc. On the other
MBA-09 19

hand internal influences are easier to control, predict and monitor, for example management styles
or even the organizational culture.
MODERN TRENDS:
In order to know the business environment in which any organization operates, three major trends
should be considered:
Demographics the characteristics of a population/workforce, for example, age, gender or
social class. This type of trend may have an effect in relation to pension offerings,
insurance packages etc.
Diversity the variation within the population/workplace. Changes in society now mean
that a larger proportion of organizations are made up of "baby-boomers" or older
employees in comparison to thirty years ago. Traditional advocates of "workplace
diversity" simply advocate an employee base that is a mirror reflection of the make-up of
society insofar as race, gender, sexual orientation, etc.
Skills and qualifications as industries move from manual to a more managerial
profession so does the need for more highly skilled graduates. If the market is "tight" (i.e.
not enough staff for the jobs), employers will have to compete for employees by offering
financial rewards, community investment, etc.
Individual responses
In regard to how individuals respond to the changes in a labor market the following should be
understood:
Geographical spread how far is the job from the individual? The distance to travel to
work should be in line with the pay offered by the organization and the transportation and
infrastructure of the area will also be an influencing factor in deciding who will apply for a
post.
Occupational structure the norms and values of the different careers within an
organization. Mahoney 1989 developed 3 different types of occupational structure namely
craft (loyalty to the profession), organization career (promotion through the firm) and
unstructured (lower/unskilled workers who work when needed).
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Generational difference different age categories of employees have certain
characteristics, for example their behavior and their expectations of the organization.
Recruitment methods
While recruitment methods are wide and varied, it is important that the job is described
correctly and that any personal specifications are stated. Job recruitment methods can be through
job centers, employment agencies/consultants, headhunting, and local/national newspapers. It is
important that the correct media is chosen to ensure an appropriate response to the advertised post.
Framework
Human Resources Development is a framework for the expansion of human capital within
an organization. Human Resources Development is a combination of Training and Education, in a
broad context of adequate health and employment policies that ensures the continual improvement
and growth of the individual, the organisation, and national human resourcefulness. The capacities
of individuals depended on their access to education. Human Resources Development is the
medium that drives the process between training and learning in a broadly fostering environment.
Human Resources Development is not a defined object, but a series of organized processes.
Structure
Human Resources Development is the structure that allows for individual development,
potentially satisfying organizations, or the nation's goal. The development of individual will
benefit the individual, the organization, or the nation and its citizens. In the corporate vision, the
Human Resources Development framework views employees, as an asset to the enterprise whose
value will be enhanced by development, Its primary focus is on growth and employee
development. At the level of a national strategy, it can be a broad intersectoral approach to
fostering creative contributions to national productivity.
Training
At the organizational level, a successful Human Resources Development program will
prepare the individual to undertake a higher level of work, organized learning over a given
period of time, to provide the possibility of performance change. In these settings, Human
Resources Development is the framework that focuses on the organizations competencies at the
first stage, training, and then developing the employee, through education, to satisfy the
MBA-09 21

organizations long-term needs and the individuals career goals and employee value to their
present and future employers. Human Resources Development can be defined simply as
developing the most important section of any business its human resource by, attaining or
upgrading the skills and attitudes of employees at all levels in order to maximize the effectiveness
of the enterprise.

Modern concept of human resources
Though human resources have been part of business and organizations, the modern
concept of human resources began in reaction to the efficiency focus of Taylorism in the early
1900s. This movement grew throughout the middle of the 20th century, placing emphasis on how
leadership, cohesion, and loyalty played important roles in organizational success.

Human Resource Development
Human Resource development is a subsystem of a larger system (Organization).It is an organic
whole and al parts are interlinked.
Training, coaching, mentoring & learning design - developing people
The concept of individual and organizational development or Human Resource Development is
the mother concept which embraces several concepts of human resource development.
Characteristic feature of HRD
It is the top management driven activity.
Its performance is the prime responsibility of line managers.
Rewards are differential according to performance, competence or skill.
It involves the adaptation of a comprehensive and coherent approach to employment
policies and practices.
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Benefits of Human Resource Development















Key HRD Activities
HRD Strategy Directions for long term development of management and provide the
basis for building a coherent approach to personnel management.
Organization Helping with the restructuring of organizations and redesign of jobs.
Culture Management Using knowledge of the factors which influence commitment
to change.
Flexibility Developing and implanting flexibility strategies to make the best use of
HR.
Team Working - Enhancing the ability of the people to work well together.
Quality Management Involving people in the quality improvement programmers and
introduce them to quality management through education & training process.

Provide Physical Support Cultivate New behavior Spread the vision















Vision

Mission and
goals

Strategy

Implementation
Provide
opportunities for
growth
Supply nourishing
system
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Resource Matching human resource to the changing requirements of the
organizations.
Performance Management
Employee Relations
HRD in Industrial Sector
HRD has its wings in all areas and all sectors.
The integrated HRM system includes 12 major components. They are Manpower Planning,
Selection and Placement, Reinforcement and advancement, Data Storage and processing, Critical
Attributes Analysis, Feedback & Counseling, Performance Appraisal, Industrial Relations &
Labor Welfare, Training, Organization Development, Career Development and Career Planning.

We do not employee people, we only Reemploy them.
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An approach to Training at VAL-J
Induction The first stint towards the corporate world
A welcome to the new joinees at Vedanta Aluminium Ltd!! Its the first step that both we and the
employees take towards each other in order to know each other better. A six day process in which
the new joinee is made to feel at ease to the new environment he steps into. Here the new joinees
are acquainted with the organization by explaining them what the organization is all about, what
we do & how we do it. It is a combination of technical & behavioral aspects what we acquaint our
new members with special focus on Occupational Health, Safety & Fire.
Basic Engineering
Immediately following the induction program, we organize Training on Basic Engineering for our
graduates (GTs). Its a three weeks program covering the basics of engineering (electrical+
mechanical). We have partnered with two best in class institutes for such training, namely, IIPM
Kansbhal & CRISP Bhopal. As on date, we have already covered 396 graduates.
Other than the above mentioned institutes, we had the privilege of getting our graduates trained on
Training on Pot Technology by Mr. S D Chouharia, Ex- Executive Director, NALCO.
Similarly, for our graduate engineers (GETs), we have collaborated with San Techno Motors,
Pune for training at a little higher level for carrying out operation & maintenance activities in the
plant.
With special focus, we would like to mention a rigorous three months Power Plant
Familiarization Training for our power plant engineers (Non NPTI). We also provide special
Simulator Training to our power engineers.
Other Training Programs
Other training programs include trainings both on Technical & Behavioral aspects as per the
training need identification of each and every employee as per HODs recommendation.

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Trainings in October 2010-December 2010

No. of Training programs : 61
Employees Covered : 1129
Technical Trainings : 40
Behavioral Trainings : 3
In House Trainings : 12
Seminars/ Conferences : 4
MDP Programs : 3
Total Man days covered : 4665

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Trainings in October 2010

Training Report for the month of October 2010
Training program
No. of
employees
Manhours
Total
Mandays
Expertize
SMELTER
Induction of GETs 38 1140 190 Inhouse
Basic Maintenance Training
CRISP Bhopal 20 2880 480 CRISP Bhopal
Basic Maintenance Training
IIPM Kasbahal 25 3150 525 IIPM Kansbahal
Training at Hardwar Unit 20 1680 280 SOTL,Hardwar
Safety Training
28 336 56
Chilworth
41 984 164
Training on 5 S 166 2988 498 Out Source
Training on First Aid 105 630 105
St. John's
Ambulance
Training on GRI 2 36 6 HZL
Training on Project
Management 1 24 4 IIT Kharagpur
Electrical Safety Training 4 72 12 NSCI Mumbai
PLC 11 528 88
Rockwell
Automation
TOTAL 461 14448 2408
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POWER
Steam Turbine
Governing System 4 72 12 NPTI
Burner Management
/FSSS 4 96 16 NPTI
Coal Mills, Milling System
and Case Studies 3 108 18 NPTI
Protection and Relay setting
Combined-APPS 2 60 10 NPTI
Welding Distortion & Control
1 18 3 NPTI
Simulator training
16 2016 336 WBPDCL
TOTAL 30 2370 395


Trainings in November2010

Training Report for the month of November 2010
Training program
No. of
employees
Man-
hours
Total
Mandays
Expertize
SMELTER
Condition Monitoring
5 120 20
SPM,Hyderabad
Treasury Risk Mgt.
2 24 4
Princeton
Academy,Mumbai
Training on Ergonomics
30 180 30 Dr. Prayash Rath
Condition Monitoring
2 24 4 Emerson,New Delhi
3500 operation and maintenance
2 36 6
Delhi(Gurgaon)
GE energy
Foreign Trade Policy & Procedures
5 60 10
CII, Mumbai
Human Rights Training for security
Personnel 60 720 120 Inhouse
Electrical & Mechanical Engineering
40 0 0 San Techno Motors, Pune
Safety Training
38 1140 190 Chillworth
First Aid Training
60 1440 240 St.John's Ambulance
Training on Six Sigma
22 660 110
Wipro 17 510 85
TOTAL 283 4914 819
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POWER
PLC-SIMATIC S7200
1 30 5
SIEMENS(Mumbai)
Shock Pulse
Spectrum analysis 1 24 4
SPM,Hyderabad
workshop on generator
excitation system 5 90 15
PMI,NOIDA
power plant chemistry
for engineers 2 60 10
NPTI,Nagpur
3500 operation and maint
1 18 3
Delhi(Gurgaon)
GE energy
Certified welding inspectors
1 60 10
WRI,Tiruchirapalli
Thermal power station operation
2 132 22
NPTI,Durgapur
Power System Protection
4 120 20
PMI,NOIDA
Pumps operation, maint and
performance monitoring 5 150 25
NPTI,Nagpur
Coal mills and milling system
and case studies 2 36 6
NPTI,Neyvelli
ESP & Bag Filter
3 36 6
Thermax
Welding & Inspection 1 30 5 WRI,Tiruchirapalli
Leadership and team building
2 60 10
IIMC
TOTAL 30 846 141

Trainings in December 2010
Training Report for the month of December 2010
Training program
No. of
employees
Manhours
Total
Mandays
Expertize
SMELTER
Induction of GETs 17 510 85 Inhouse
Basic Maintenance Training
IIPM Kasbahal 25 3150 525 IIPM Kansbahal
Training on Six Sigma
12 360 60
WIPRO
CONSULTANCY
SERVICES
10 300 50
22 660 110
18 540 90
Training on 5 S
37 148 25
CII Kolkata
36 144 24
12 48 8
Training on Business Proficiency
& Excellence 4 48 8 CII Kolkata
Training on Cost Congress 2009 3 36 6 CII Chennai
Behavioral Training for Pot room 1 18 3
Vriksh Consulting,
Delhi
Training on Centrifugal
Compressors 4 96 16 KPCL Pune

TOTAL 201 6058 1010
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POWER
Super Critical Technology
2 36 6
NTPC Noida
HV Circuit Breaker
2 24 4
Areva, Chennai
Machinery Diagnostics
2 60 10
GE, Mumbai
Generator and auxillaries
including excitation system
1 30 5
NPTI,Neyvelli
Protection and Relay
setting Combined-APPS
3 90 15
Areva, Chennai
Sinamic SG170
2 60 10
Siemens Kolkata
Simulator Training
10 720 120
WBPDCL
Valve Maintenance 1 30 5 NPTI Badarpur
Digital Distributed Controls &
System Integration
2 24 4
NTPC Noida
Leadership Excellence
4 72 12
IIMC
Project Management
6 144 24
IIMC
TOTAL 33 1110 185

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New Initiatives at VAL J
1) 5 S
A Strategy for Performance Excellence
An initiative at VAL-J in collaboration with CII is going on in its full swing at our site.

With the objective of increasing efficiency at the micro level by keeping workplace neat, orderly
and accessible, 300 Employees have been covered in this quarter from Oct-Dec09 .
Around 80 contract supervisors & members have been covered in November for CPP, Utilities,
Rectifier & GAP. The teams have been developed into Zonal Champions, Zonal Leaders &
members therewith.

5 S Consultant: Mr. Sibashish Basu, CII
We are in the process of conducting the audits for 5S.The results would be published in our next
issue.

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2) Six Sigma

Continuous Improvement!!


106 Employees have been covered in this quarter. Occurring at a huge pace in collaboration with
Wipro Consulting Services, Six Sigma Capability Development is covering the following
activities:
Black belt Training
Green Belt Training
Mentoring & Project Handholding
3) Visit to Kogan Power Plant, Australia
It was a great opportunity for two of our colleagues who got to visit Kogan Power plant in
Australia. Mr. Deepak Sharma & Mr. Sanjay Rathore were amongst the selected ones for this
visit. The main purpose of this visit was for capability enhancement in Overhaul management &
implementation of IFOT Process. This visit would definitely help us in understanding and
implementing best practices in overhauling, inventory & spare budgeting.
4) Online KRA
We are pleased to announce the launch of online KRA at our site in VAL LANJIGARH.
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5) Mentor Mentee at VAL-J
Mentoring Process - Together we can make it

To enable the new graduate trainees, graduate engineer trainees & management trainees to
understand the work culture and settle into the system quickly, the HR leadership at Vedanta
LANJIGARH wants to Create an appropriate Mentoring System, identify a group of managers as
Mentors and develop their mentoring skills as well as provide them with a structured process &
tools. The objectives of such an initiative include:
a) The Mentors should be able to internalize & manifest high level of effectiveness in
developing their mentees, so that the rest of the group is influenced to be it.
b) The Mentoring process developed should be sustainable and provide for objective
measurement of effectiveness of the Mentors.
This approach will include:
A detailed mentoring manual- Process, Tools & Monitoring mechanism
A kit for Mentor & Mentee
Skill building & certification program for mentors
Sensitization program for Mentees
Learning Application Projects
Communication strategy for creating momentum for this initiative
Online Mentor Forum
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FIRST AID TRAINING- By St. Johns Ambulance
SIX SIGMA AT VAL J, By Wipro Consultancy Services
CRISP BHOPAL
IIPM KANSBHAL
Special Feature!!


VICE CHAIRMANS WORKSHOP
Vice Chairman Mr. Navin Agarwal visited VAL-LANJIGARH on 4
th
Dec09. A workshop was
conducted during the visit with discussions by various departments with focus on key areas &
success factors. Some glimpses of our HR workshop!!

MBA-09 34

THREE DAYS TRAINING PROGRAMME ON SUSTAINABILITY REPORTING AS
PER GRI G3 GUIDELINES

At HZL, Debari, Udaipur from 27-10-09 to 29-10-09
By Sanghita Chand
Assistant Manager, Env(O)

GRI (Global Reporting Initiative), the worlds most widely used sustainability reporting
framework. This program provides attendees with a comprehensive overview of reporting their
environmental, social and economic policiesa practice which often establishes or enhances a
companys sustainability strategy.
Vision
The Global Reporting Initiative's (GRI) vision is that disclosure on economic, environmental, and
social performance becomes as commonplace and comparable as financial reporting, and as
important to organizational success.
Mission

GRI's mission is to create conditions for the transparent and reliable exchange of sustainability
information through the development and continuous improvement of the GRI Sustainability
Reporting Framework.
Objective of the Training
The objective of the GRI is to determine what sustainability report users worldwide think of
sustainability reporting today and also to establish which sustainability reports deserve
recognition.
Sustainability reports allow businesses and other organizations to disclose their performance on a
range of economic, environmental, and social issues. This information is increasingly sought by
investors, employees, consumers, regulators and others who are looking for information on how
an organization is responding to critical sustainability issues including climate change, resource
use, human rights and product responsibility.
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Content of the Training:
Part 1 Reporting Principles and Guidance
Part 2 Standard Disclosures
Note: Vedantas sustainability report is A+ & we have committed to report on
total 79 indicators.
Benefits of the GRI Training
The GRI training provides attendees with a comprehensive overview of:
Reporting an organizations environmental, social and economic policies often
establishing or enhancing a companys sustainability strategy.
The synergies between the 3Ps (people, planet and profit) and how to identify an
organizations major impacts in each category
How those synergies can inform daily behavior and decision-making for sustainability
How to establish meaningful and measurable sustainability goals consistent with global
best practice
How to collect data in order to measure progress, creating a repository of information
affecting future goal-setting and sustainability reporting
How to create a transparent and effective sustainability report according to GRI standards
How to develop a report following both GRI Guidelines and the United Nations Global
Compacts (UNGC) Communication on Progress requirement
The Purpose of a Sustainability Report
Sustainability reporting is the practice of measuring, disclosing, and being accountable to internal
and external stakeholders for organizational performance towards the goal of sustainable
development. Sustainability reporting is a broad term considered synonymous with others used
to describe reporting on economic, environmental, and social impacts (e.g., triple bottom line,
corporate responsibility reporting, etc.).A sustainability report should provide a balanced and
reasonable representation of the sustainability performance of a reporting organization including
both positive and negative contributions.
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Sustainability reports based on the GRI Reporting Framework disclose outcomes and results that
occurred within the reporting period in the context of the organizations commitments, strategy,
and management approach. Reports can be used for the following
purposes, among others:

Benchmarking and assessing sustainability performance with respect to laws, norms, codes,
performance standards, and voluntary initiatives;

Demonstrating how the organization influences and is influenced by expectations about
Sustainable development; and

Comparing performance within an organization and between different organizations over time.
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Project Management at IIT Kharagpur
By V Anuradha
Central Engineering
Unique, one time operations designed to accomplish a specific set of objectives in a limited time
frame are called Projects.

Project Life Cycle:
This consists of
1. Initiating Process
2. Planning Process
3. Executing Process
4. Controlling and monitoring
5. Closing Process.
Risk Management:
1. Identifying Risks.
2. Assess the likelihood and impact of identified risks to determine their magnitude and priority.
3. Risk quantification tools and techniques includes
i) Probability and impact matrixes
Ii) Prioritize risks
iii) After prioritized, plan your responses to risks
a) Accept risk
b) Avoid risk
c) Mitigate and manage risks
d) Transfer the risk.

Earned Value Management is a programmed management technique that integrates technical
performance requirements, resources planning, with schedules, while taking risk into
consideration.
Earned value analysis addresses the issue of tracking and control.
Critical Chain Method:
1. Theory of constraints is the basis.
2. The critical chain is the longest path through the resource constrained network.
2. Critical chain guides schedules and control.

MBA-09 38

It helps me in understanding how MS Project software works and how can we utilize the same for
planning the project and identifying mile stones through CPM/PERT method. And expediting the
job accordingly and completing the assigned job within schedule time.

Experience at IIT Kharagpur:
I am really very grateful to attend the program at Indian Institute of Technology Kharagpur. As
IIT is a dream for each and every student and finally I got such an opportunity to be there and
completed one course successfully in IIT.

Thank you for giving me such an opportunity to attend a very useful course in I I T Kharagpur.

MBA-09 39

NATIONAL SAFETY COUNCIL
ELECTRICAL SAFETY TRAINING

By Pratip Karmakar

Life without Electricity is unthinkable. There are no two opinions about the fact that the quality of
human life has improved vastly with the advent of electricity. It is always said that Electricity is
a good servant but a bad master. Electrical energy can prove to be very dangerous if the circuits
are not properly protected. Failure to take proper precautions in its use creates conditions which
can result injury, fatality or danger to property. Elimination of most of these hazards is neither
difficult nor expensive but ignoring them lead to serious accidents.

Contents of training:

1. Electrical Safety Overview.
2. Electrical Equipments in Hazardous Locations.
3. Electrical Safety in Power Generation, Transmission and Distribution.
4. Safety Features of Electrical Control and Switchgears.
5. Selection and Installation of Electrical Equipments.
6. Static Electricity.
7. Electrical Shock and Burns Treatment.
8. First Aid and Artificial respiration for Electrical Shock CPR.
9. List of Standards.
10. Selected list of Websites on HSE.

My Experience at NSC, Mumbai

The training, I have gone through will be very beneficial for my future in any department where I
have to deal with Electrical Energy. This will also help me to implement in my company for the
safety of those who are working with electrical equipments. Everyone dealing with electrical
energy must know about the hazards of electricity and they should know the safety precautions.
Each person after joining the company must be given training on electrical safety as everyone has
to work with electrical energy.

MBA-09 40

The faculties were full of knowledge and experience. They also shared their experiences
with us. The most effective part of the training was that the trainees got to share their experiences
about hazards faced in their company.







MBA-09 41

SNAPSHOTS
Safety Training: CHILWORTH


PLC TRAINING: ROCKWELL



FIRST AID TRAINING- By St. Johns Ambulance


MBA-09 42

SIX SIGMA AT VAL J, By Wipro Consultancy Services


Other Training Programmes at VAL LANJIGARH
1. SAP Training Program at VAL, LANJIGARH

1. A. ORGANISATIONAL MANAGEMENT MODULE (OM Module)
This module is used to create and maintain the structure of an organisation.
Terminology
Object An object is an element of information. Ex. Education qualification, percentage, name of
school/ college, etc.
Important Objects used in OM module: organisation unit, position, person, job
Infotype An infotype is a cluster of related objects Ex. Education qualification, percentage,
name of school/ college together form the infotype education details
Important Info types used in OM module: object, relationship
Organizational unit It is a functional division. All organizational units have a unique eight
digit number generated by the system which starts with 5. Organizational units are denoted by
O.
Job It is a general classification of tasks. Ex. Manager
Position It is a specific classification of tasks. Ex. Manager HR. Every position has a unique
eight digit number generated by the system which starts with 6. Positions are denoted by S.
MBA-09 43

Person A person is the employee who would hold a particular position. No two persons can
occupy the same position. Every person is given a unique eight digit employee number generated
by the system. Persons are denoted by P.
Relationship It is the connectivity that exists between two objects. In the OM module
relationships exist between O and O, S and S, and S and P. Relationships are of two types:
Direct relationship denoted by A and Indirect relationship denoted by B.

Creating Organisation Structures
Organizational units, positions and relationships can be created using the OM module.
There are five modes of creating organisation structures:
1. Simple Maintenance Mode
2. Expert Mode
3. Organisation and Staffing Mode
4. General Structures
5. Matrix Mode
In all the above five modes org units and positions can be created, changed and displayed. The
following screenshot shows the T codes for these three options in the Simple Maintenance mode,
Expert mode and Organisation and Staffing Mode.

MBA-09 44


Create is for creating a new org structure from scratch.
Change is used to edit an existing org unit
Display is used to only view an org structure

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1. B. PA Module
The main part in PA module is the Master Data Maintenance. This is where all the employee
details are maintained. There are 3 main structures in PA module viz.
Enterprise
Personnel
Payroll
The enterprise structure is where the personnel area and personnel sub area are given. It also has a
company code. A company code is given for a company which has its own B/S. Personnel area is
where the geographical classification of the employees is given. The Personnel structure deals
with the administrative part as well as the organization part. Details like Employee group,
employee subgroup and payroll area are given in administrative part and details like organization
unit, position, job key etc are given in the organization part. Payroll area is the set of employees
for whom salary is processed at a period of time.
Any bit of information is called as an info set and a group of info set constitute an info group. Set
of info types put in a logical sequence is called as an info group.
Action is the movement of an employee from one level to another. Actions include Transfer,
Organization reassignment, Promotion, Hiring, Exit, Extension of Training, Extension of
probation, Hiring-Fresher, Hiring-Retainer etc.
Time Constraints:
Time constraints have 2 main concepts namely Gaps and Overlapping.
TC1 states that No gaps and no overlapping
TC2 states that gaps allowed and no overlapping
TC3 states that gaps allowed and overlapping allowed
TCA states that a record can exist from 01.01.1800 to 31.12.9999 but a record cannot be
deleted once created.
MBA-09 46

TCB states that can exist from 01.01.1800 to 31.12.9999 but the record can be deleted.
TCT states that the time constraint of a particular info type depends on a sub type and not
the info type.
TCZ concept of collision

For the info types 0, 1 & 2 TC is 1.
Important t codes:
PA30-Maintain Master Data
PA40-Create Actions
PA20-Display master data
PA10-Display Personal File
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1. C Recruitment Module
What is recruitment?
It is the process of stimulating potential applicant in existing vacant position in the company.
The important concepts:
Candidate A person who attends the interview
Applicant Who applies for a post in the company
Employee One who joins the company
There are so many ways of recruitment like reference, internal job posting, head hunting,
advertisements, campus etc
The recruitment module is very similar to the PA module. Just as PA module has employee
master data recruitment will contain applicant master data.

1. D. Time Management Module

Time management is basically used to maintain the shift schedule & leave quota.
The two main concepts in Time management is:
Record actual times to record the exact time an employee comes and starts his work and leaves
the company.
Accruals & Entitlements Accruals is what a person is supposed to get but not yet got. (eg.PL)
Entitlement is the privilege given to an employee. (esc. CL & SL)
A PL is accrued once in 20 days for an employee. For an employee who is in probation the PL
stats accruing but he can avail PL only after he gets confirmed.
MBA-09 48

In our company per year an employee is eligible for 7 days of Sick Leave, 7 days of casual leave
and 25 days of PL (only after confirmation). PL cannot be accumulated for more than 90 days. In
such a case the employee can encash the available leave that he has. Sick leave can be
accumulated for a period of 3 years, after which it can be encashed. CL cannot be encashed or
accumulated per say. In a year if there is unaveiled CL then by the end of the year it will be
added to the PL of the employee.

The shift schedule for each employee can be recorded in the infotype 0007 (planned working
time). By default it is given as General shift for all employees.
Break schedule is nothing but the breaks employee takes.
The three main concepts with regards to Time management is Generation of leave quote, Viewing
the leave quota and recording absences.
To generate leave quota for an employee, the following steps are followed:
In SAP easy access type the T-Code PT_QTA00
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2. Time Management
Why Time Management is Important?
The Time Famine
Bad time management = stress
This is life advice
Being successful doesnt make you manage your time well.
Managing your time well makes you successful.
Goals, Priorities, and Planning
Why am I doing this?
What is the goal?
Why will I succeed?
What happens if I chose not to do it?

TO Do Lists
Break things down into small steps

Paperwork
Clutter is death; it leads to thrashing. Keep desk clear: focus on one thing at a time
A good file system is essential
Touch each piece of paper once
Touch each piece of email once; your inbox is not your TODO list
MBA-09 50

Scheduling Yourself
You dont find time for important things, you make it
Everything you do is an opportunity cost

Learn to say No
Gentle Nos
Ill do it if nobody else steps forward or Ill be your deep fall back, but you have to
keep searching.

Procrastination
Procrastination is the thief of time

Avoiding Procrastination
Doing things at the last minute is much more expensive than just before the last minute
Deadlines are really important: establish them yourself.

Comfort Zones
Identify why you arent enthusiastic
Fear of embarrassment
Fear of failure?


MBA-09 51

3. FIVE S

Meaning of 5 S
It is a series of steps taken for ensuring proper organization, neatness, cleanliness, standardization and
discipline in companys housekeeping and workplace management practices.
Why the name 5 S ?
Because the Japanese terms of organisation, neatness, cleanliness, standardization and discipline start with
a letter S, which are
Seiri

Seiton,

Seiso,

Seiketsu

Shitsuke
Seiri
MBA-09 52

The literal meaning of the Japanese word SEIRI is to straighten and contain. It can be
understood as discard of unnecessary things. It sorts between unwanted and wanted things in a
selected area, region or domain.
Seiton
While SEIRI helps us to decide what are the items needed, SEITON helps to decide the way
they are to be placed so that our working is smooth Practicing Seiton ensures that there is an
assigned place for every wanted thing and that a particular thing is always kept in its assigned
place i.e A place for everything and everything in its place.
SEISO means clean up, i.e. take up the job of cleaning all places Seiso deals with the job of
completely cleaning the workplace. The cleaning operation should encompass the entire
surroundings, and should not be restricted to machines, equipments, tables etc.
Seiketsu
Seiri, Seiton and Seiso are easy to be done once, but difficult to maintain. To maintain, we have to
standardise the system. Seiketsu is nothing but standardisation. As said, it aims at systemising the
practices of Seiri, Seiton and Seiso by making them an integral part of the working system of an
organisation. So Seiketsu ensures cleanliness on a permanent basis.
Shitsuke means discipline. Discipline calls for strict adherence to a system by changing from our
present unsystematic way. It aims at setting up standards in order to ensure that 5S becomes a
discipline and a way of life for everyone in an organisation
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The immense advantages of 5S encompass individuals day-to-day work
Improves efficiency
Enables better acceptability of others
Helps in time management
Helps in ensuring individual safety
Helps in avoidance of errors
Develops individuals ability to think and analyze
Enables easy access to important papers/files when they are needed
More work place is available
MBA-09 54

SUMMARY:
VEDANTA is in the way to develop greater confidence, initiative, solutions-finding, &
problem-solving capabilities among their people. It needs staff at all levels to be more self-
sufficient, resourceful, creative and autonomous. This behavior enables staff can operate at higher
strategic level, which makes the organization more productive and competitive. People's efforts
produce bigger results. It's what VEDANTA strives to achieve.
However, while conventional skills training give people new techniques and methods, it won't
develop their maturity, belief, or courage, which is so essential for the development of managerial
and strategic capabilities.
For that reason VEDANTA focus on developing the person, as well as the skills.
When people develop confidence, integrity, emotionally, they automatically become more
proactive, solutions-focused, responsive, etc., which across a whole team has a cumulative effect.
So many people at work are simply 'going through the motions', acting in a 'conforming' state,
often because they feel insecure, lack confidence to do what they think is right, or are nervous
about being bold, whereas boldness is absolutely required for self-sufficiency, initiative,
greater responsibility; in fact all of the behaviors that VEDANTA strives to encourage.