1

Summer Internship Project Report

By

Sanchit Chaudhary
17GSOB10107
1704101076
BBA 3rd Year(5th Sem)

Name
"NEW HOLLAND FIAT INDIA.PVT L

03/07/2019- 18/08/2019(45Days)
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Summer Internship Project Report

ON
"Transaction Analysis and HRAssistance"

03/07/2019-18/08/2019(45 Days)

Bachelor of business administration

Sanchit Chaudhary
17GSOB101078
1704101076
BBA 3rd Year(5th Sem)

"New Holland Fiat India Pvt.Ltd "

Under the guidance of

Shri Hari om Upaadhyay Prof.Reji John Sir

Finance Manager(Industrial Mentor) SIP Mentor
Department Of Finance SOB,BBA
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Acknowledgement
In preparation of my assignment, I had to take the help and guidance of some respected
persons, who deserve my deepest gratitude. As the completion of this assignment gave me
much pleasure, I would like to show my gratitude Mr.Hari om upaadhyay,Industrial
Mentor of "NEW HOLLAND INDIA FIAT PVT.LTD" for giving me a good guidelines for
assignment throughout numerous consultations. I would also like to expand my gratitude to
all those who have directly and indirectly guided me in writing this assignment.
In addition, a thank you to MR. Reji John sir, who introduced me to the Methodology of
work, and whose passion for the “underlying structures” had lasting effect I also thank
Galgotias University for this co-corricular activity
Many people, especially my classmates have made valuable comment suggestions on
mypaper
which gave me a inspiration that have helped me to improve the quality of the Project.
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Executive Summary

This is an attempt to know how the classroom theories can be applied to the practical
situation. As a student of BBA 3rd year(5th sem) it is a part of study for everyone to
undergo summer internship at some organization. So for this purpose, I got an opportunity
to do my summer internship at "NEW HOLLAND INDIA FIAT PVT.LTD".In this
comprehensive report, I have discussed about every major aspect of the company which I
have observed and perceived during my internship tenure. The first part comprises the
detail about the company from the time of its incorporation to the current position. Along
with its processes, policies and procedures. During my internship programme i have mainly
worked in Finance And HR Department. All the departments have been discussed in detail.
T he main purpose of the internship is to learn by working in practical environment and to
apply the acquired during the studies in a real world scenario in order to tackle the
problems using the knowledge and skill learned during the academic process. This report
covers many important aspects which are related with operations and financial aspect of
the bank. In the end the learning and observations which I have undergone during my
internship project. This report also contains my perceptions, motivation level and the
working environment of the organization.
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Certificate.of.Approval

The following Summer Internship Project Report titled "TRANSACTION ANALYSIS

AND HR ASSISTANCE." is hereby approved as a certified study in management carried
out and presented in a manner satisfactory to warrant its acceptance as a prerequisite for
the award of Bachelor of Business Administration for which it has been submitted. It is
understood that by this approval the undersigned do not necessarily endorse or approve
any statement made, opinion expressed or conclusion drawn therein but approve the
Summer Internship Project Report only for the purpose it is submitted to the Summer
Internship Project Report Examination Committee for evaluation of Summer Internship
Project Report

Name Signature

1. Faculty Mentor

2. Industry Mentor
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Certificate from Summer Internship Project Guides

This is to certify that Mr. Sanchit Chaudhary, a student of the Bachelor of Business
Administration has worked under our guidance and supervision. This Summer Internship
Project Report has the requisite standard and to the best of our knowledge no part of it has
been reproduced from any other summer Internship project, monograph, report or book.

Mr.Reji john Sir Shri Hari om Upaadhyay

SIPMentor Industrial Mentor

SOB,BBA
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INDEX

Acknowledgement

Executive Summary

Certificate of approval

Certificate from sip Guides

Certificate

Table of Contents

[1]. COMPANY'S PROFILE 1.

1.1 Company,s Logo 2

1.2 Company,s Details 2

1.3 History 3

1.4 Products 5

1.5 Vision and Mission 6

1.6 Global market Presence 7

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1.7 SWOT Analysis 9

1.8 Balance Sheet 10

1.9 14

Market share

1.10 Best practice & Benchmark 15

study

1.11 Growth and opportunities in 18

"New holland fiat pvt ltd

1.12 Awards and Recognition 19

20

[2]. OBJECTIVES OF THE

STUDY

[3]. INTERNSHIP'S PROFILE 21

3.1 Title 21

3.2 Report to be submitted to 21

3.3 Job Description 21

3.4 Educational criteria 22

3.5 Responsibilities 22

3.6 Abilities/Skills 22
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3.7 Accomodations 23

3.8 Pay Scale 23

[4]. KEY OBSERVATIONS 24

4.1 Practice to be Followed 24

4.2 Major Challenges 25

28

[5] WEEKLY PROGRESS

REPORT

5.1 Weekly Summary 29

[6] LEARNING AND VALUE 36

ADDITION

6.1 Difference between practical 36

concepts and ground
realities

6.2 Usefulness of internship with 37

Future Perspective

38

[7]. RECOMMENDATIONS
AND SUGGESTIONS

[8]. BIBILOGRAPHY 39
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[1.]COMPANY'S PROFILE

Company,sLogo

Company,s Details

CNH Industrial (India) Pvt. Ltd. is a fully owned subsidiary of CNH Industrial – a global leader in capital goods
segment. It is present in 180 countries with its 13 brands, 66 manufacturing plants, 49 research and development
centres and a workforce of more than 62,000 people. New Holland Agriculture, one of the brands of CNH Industrial,
began its operations in India in 1998 with its first launch of 70 HP tractor. Aided by over 120 years of global
experience and a robust network of more than 1000 customer touch points spread across the country. Today, New
Holland Agriculture offers a technologically superior range of 35 HP to 90 HP tractors in India. Retailing over
35,000 tractors in a year, the family of over 4,50,000 satisfied customers is growing at a fast pace. Spread across 60
acres, company‟s state-of-the-art manufacturing plant at Greater Noida is one of the most advanced in the country.
Tractors manufactured at this plant are exported to more than 70 countries, especially in Africa & South America. In
addition, the company also exports sub-assemblies and components manufactured in the plant to other CNH
Industrial subsidiaries worldwide. The company also has its plant in Pune & Pithampur (Indore), manufacturing
New Holland combine harvester, Case IH sugarcane harvester & Case construction equipment. New Holland
Agriculture offers complete farm mechanization solutions right from land preparation to harvesting. We also offer
mechanization of hay and forage and crop residue management. With an aim to provide best customer support, New
Holland Agriculture has established a customer helpline with toll-free number 1800 419 0124 which operates in
regional languages as well.
Nature of Business- Manufacturer
Total Number of Employees- 2001 to 5000 People
Year of Establishment- 1998
Legal Status of Firm- Private Limited Company
Annual Turnover- Rs. 500 - 1000 Crore
GST Number- 09AAACI3922Q1Z6
IndiaMART Certification- Trust Seal Verified
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History

The first New Holland plant in New Holland, Pennsylvania

New Holland history is the sum and integration of four agricultural brands that converge and merged: , and New
Holland.
New Holland was founded in 1895 by Abe Zimmerman in New Holland, Pennsylvania and was producing
agricultural products, including a feed mill, to help the farming community around him . In 1947, the company
changed its name into Sperry New Holland, due to a take over by the Sperry Rand Corporation. The same year, it
made a major breakthrough in hay harvesting technology with the introduction of the haybine mower-conditioner. In
1964, Sperry New Holland bought a major interest in Claeys.
Claeys was founded in 1906 by Leon Claeys, a Belgian mechanic. This firm started to build threshing machines, and
in 1909, built a factory in Belgium, where one of New Holland's plants is still producing harvesting products today.
By the 1960s, Claeys was one of the biggest combine manufacturers in Europe.
In 1975, Sperry New Holland introduced the world's first twin-rotor combine, a successful technology that is still
used today.

In 1986, Ford bought Sperry New Holland and formed Ford New Holland Inc.
Before this acquisition, Ford had a long history in agricultural machinery production. In 1907, Ford came out with the
prototype for the world's first mass-produced, gasoline-powered tractor, named an „automobile plow‟. Ten years later,
this tractor went into actual production. It was renamed the Fordson Model F, and produced by a new business, Henry
Ford & Son Company. In 1939, Ford introduced on the 'N' tractor series, a very successful tractor family. In the
1980s, Ford was one of the major players, and its tractor division had been responsible for a number of industry
innovations, including the use of power hydraulics, rubber pneumatic tires, diesel engines, and the three-point hitch
(This hitch was originally developed by , but was in wide use on Ford tractors).

In 1991, Fiat purchased an 80% interest in Ford New Holland.Also Fiat was present in the agriculture machinery
industry since the beginning of the 20th century. In 1918, Fiat Model 702 tractor was launched and went into full
production a year later at the car and truck plant in Turin, and won the International Ploughing Contest in Senlis
(France). Model 702 was the first Fiat agricultural tractor, as well as the first Italian tractor to be built on an industrial
scale. In the 1930s, Fiat's founder, Senator Giovanni Agnelli, wanted his tractor to become an integral part of Italy's
agriculture, so he began an association with the Italian agricultural co-operatives. The company kept on growing, and
by the end of the 1970s, Fiat Trattori had built over a million tractors.

In the 1980s, Fiat acquired Braud, a French company founded in 1870, which introduced the stationary threshers to
farmers in Western France in 1895. In 1975, Braud launched his first grape harvester, model 1020. This was further
 13

improved with Braud 1014, the best-selling grape harvester in the history of the vineyard, with over 2000 units sold
in less than four years.
With the purchase of Ford New Holland, New Holland became a global full-line producer and the integration
process was completed at the official launch of the brand at the worldwide convention in Orlando, Florida, in 1996.
Under the ownership of Fiat, New Holland N.V. and Case Corporation merged in 1999, giving birth to CNH. Due to
antitrust policies, New Holland had to divest Laverda and the Versatile tractor plant in Winnipeg, Manitoba, Canada.

New HollandTX34

Following the 1993 purchase, the joint venture signed between the Ford Motor Company and the Mexican Quimmco
Group in 1990 was transferred to the New Holland company. In 1999, the name of the company was changed to
CNH de México.
New Holland Fiat India Pvt. Ltd., previously New Holland Tractors India (Pvt.) Ltd., was established as a 100%
subsidiary of CNH Global NV in 1996. The factory is situated in the Greater Noida area, near New Delhi.
In 1998, New Holland has acquired Bizon, a combine harvester manufacturer based in Płock, Poland. It designed
machines for harvesting cereals, rape seed, maize, sunflower seed, and other crops. Bizon held about 60% of the
Polish combine harvester market and had begun sales expansion in Latin America, Pakistan, Belarus, and Ukraine.
In 1998, New Holland signed a joint venture with Türk Traktör, a company belonging to the Koç Group, Turkey's
largest industrial conglomerate. The factory based in Ankara was already producing Fiat tractors since the previous
joint venture with the Fiat Group dated 1967 In 2011, the factory celebrated the production of its 600 thousandth
tractor.
Shanghai New Holland Agricultural Machinery Corporation Ltd. was established on January 1, 2002, as a joint
venture bringing together CNH and Shanghai Tractor and Internal Combustion Engine Corporation, an industry
leader in the Chinese market. Today, it is one of the China's largest joint ventures for agricultural machinery.
Also in 2002, the New Holland TG tractor series was introduced, and featured the unique "Cat'sEye" lighting as
dubbed by then Fiat Chairman Paolo Cantarella. The free-form halogen lighting was a first, not only in tractor
design, but also actually preceded the use of this type of lighting in automotive design. Virtually every tractor
produced after this design has been influenced by the original TG model New Holland. The TG was the first styling
effort by New Holland's newly named consulting designers and stylists (Montgomery Design International), which
had been the long-time firm of record for IH and CaseIH. A single sketch penned by owner and principal designer
Gregg Montgomery set New Holland's styling direction, which continues today in the complete range of New
Holland tractors.
From 2007 to 2010, New Holland was the sponsor of Juventus Fc. In the same year, tractor number 500,000 rolls off
the Jesi production line in Italy. In Parana state, Brazil, the first machines are delivered to the Programa Trator
Solidário (Solidary Tractor). A white T7050 tractor is presented to the Pope benieuwd
In 2008, New Holland Fiat India produced the 100,000th tractor at New delhi plant, 200,000 combines built in
Zedelgem, Belgium and 700,000 small square balers in New Holland, PA, US. The rotary combine model, the
CR9090 Elevation, was launched and set a new world record for combine harvesting, recognised by GUINNESS
WORLD RECORDS, with 551.6 tonnes of wheat harvested in 8 hours. In 2009, New Holland Agricultural presented
the world's first hydrogen-powered tractor, the NH2.
In 2012, New Holland sponsored the Rio+20 Summit United Nations Conference on Sustainable Development.
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Products
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Vision And Mission

NEW HOLLAND AGRICULTURE PRESENTS ITS VISION FOR A FUTURE OF SUSTAINABLE

AGRICULTURE AT EUROPEAN PARLIAMENT

New Holland New Holland Agriculture was invited to present its vision on a new course for agricultural
mechanisation to members of the European Parliament at a Working Breakfast Agriculture Brand President Carlo
Lambro and Antonio Marzia, Head of Data Analytics and Services, were invited by Paolo De Castro, Vice-Chair of
the Committee on Agriculture and Rural Development, to present the brand‟s vision on the future of farming at the
Working Breakfast. In addition to Members of the European Parliament, attendees included representatives from
academic, institutional and industrial fields. The meeting provided the opportunity to share with key decision- makers
New Holland‟s Clean Energy Leader strategy, which sets a new course for agricultural mechanisation focused on
precision farming and renewable fuels.

In his opening address, Paolo De Castro remarked that innovation is the main driver for sustainable intensification,
which means producing more with fewer inputs. Agriculture has always been an 'industry of constant innovation',
especially in the last decade. The CAP reform for 2014-2020 identifies innovation as an essential factor to prepare
agriculture for future challenges. The closer link between innovation, productivity and sustainability becomes
evident. The aim is then to improve competitiveness, the efficient management of resources and the environmental
performance of the supply chains and economic system in rural areas. In other words, the system of knowledge and
innovation becomes a strategic lever for agriculture and rural development.

Carlo Lambro explained New Holland‟s vision of sustainability, which is expressed in the brand‟s Clean Energy
Leader® strategy. One of its key pillars is Growing Energy, which has led the brand to pursue solutions using
renewable alternative fuels such as biodiesel and methane. In its vision of an Energy Independent Farm™, New
Holland has taken the concept even further. Such a farm is able to meet its energy requirements by converting
biomass obtained from crops and agricultural waste into biomethane and electric energy, creating a virtuous cycle.

This vision, in turn, has led to the development of the Methane Power Tractor. In the context of an Energy
Independent Farm™ the tractor can be powered by bio-methane produced by the farm, consequently operating with
a virtually neutral carbon impact. Extensive field testing of prototype Methane Power Tractors are ongoing in Europe
and in Brazil, and data collected to date have shown significant cost savings and lower emissions compared to
standard Diesel tractors.

Carlo Lambro also explained how New Holland saw early on the key role of Compressed Natural Gas (CNG) in
achieving a low carbon future for agriculture, and has invested in technology for this fuel. He highlighted the fact
that today CNG has the greatest potential to deliver on all fronts: performance, costs and sustainability. The
development of CNG distribution infrastructure is needed in order to support the widespread adoption of this fuel in
agriculture, where it is not possible to produce it on the farm.

Precision Farming also plays a key role in achieving a sustainable future for agriculture, and is dramatically changing
the landscape of farming. Carlo Lambro outlined New Holland‟s advance in this field and spoke about its
participation in the Internet of Food & Farm 2020 initiative born of the Alliance of Internet of Things Innovation
established.by.the.European.Commission.
 16

Antonio Marzia presented New Holland‟s Precision Land Management strategy and its role in achieving a
sustainable agriculture through the reduction of fuel consumption – and consequently CO2 emission – and the use of
less fertiliser, pesticides and water, and hence protecting the environment. He outlined the evolution of Precision
Farming and the brand‟s vision on what is coming in Agriculture 4.0 through connectivity to third party services.This
results in an Agricultural Ecosystem where smart technologies optimise the performance of the individual machine,
efficient systems of connected machines manage specific agricultural processes. Machines communicate with each
other and with the farm manager through an open data flow, the ecosystem is integrated by data flowing through the
precision technologies and service providers. This means that decisions are based on facts and reaction times are
much shorter.
New Holland‟s focus on continuously raising the level of efficiency and profitability that customers can achieve with
its equipment has driven these advances – and will continue to do so. The brand‟s overarching aim is to help create a
sustainable future for agriculture and be a driving force in this important change.

Different locations of operations

New Holland is present in 170 countries. The headquarters is situated in Turin, Italy. New Holland is represented
with branches in North America, with offices in United States in New Holland, Pennsylvania and Racine, Wisconsin,
in South America in Curitiba, Brazil. In Europe, New Holland covers the main markets with branches in Basildon,
UK; Copenhagen, Denmark; Heilbronn, Germany; Madrid, Spain; Modena, Italy; Paris, France; Plock, Poland;
St.Valentin, Austria; and Zedelgem, Belgium.
New Holland headquarters for Africa, the Middle East, the Commonwealth of independent state ), Asia, including
India and China, and Oceania is based in Lugano, Switzerland, where it is part of CNH International that is
responsible for CNH operations in the above-mentioned markets. Operations are covered by hubs based in Istanbul,
Turkey; Kiev, Ukraine; Moscow, Russia; New delhi, India; Shanghai, China; Sydney, Australia and Tashkent,
Uzbekistan, with representative offices in Bangkok, Thailand and Johannesburg, South Africa. In Japan, the
company is present with a Commercial joint venture in Sapporo.
New Holland based its production on 22 plants spread in:
Asia
• Dera ghazi khan, Pakistan: tractors, engines (joint ventures)
• Harbin, China: tractors
• Naberzehny , Russia: tractors and combines (joint venture)
• Greater noida, India: Tractors
• Pune, India: Combine Harvesters, Sugar Cane Harvesters
• Shanghai, China: tractors (joint venture)
• Tashkent, Uzbekistan: tractors (joint venture)
Europe
• Ankara, Turkey: tractors, engines (joint ventures)
• Antwerp, Belgium: components
• Basildon, UK: tractors
• , France: grape harvesters
• Croix, France: components
• , Italy: tractors
• Lecce. Italy:
• Modena, Italy: components
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• , Poland: combines and balers

• , Belgium: combines, balers and forage harvesters
• Cork, Ireland: tractors
North America
Mexico
• Querétaro : tractors and components (joint venture)
United States
• Fargo, North Dakota: tractors
• Grand island, Nebraska: combines and hay and forage equipment
• New Holland , Pennsylvania: balers, hay and forage equipment
• Racine, Wisconsin: tractor assembly, transmissions
Canada
• Saskatoon, Saskatchewan: planting and seeding equipment
South America
Argentina
Cordoba: Combines and tractors
Brazil
• Rio Verde : sprayers, tractors and combines
• Curitiba: tractors and combines
• Piracicaba: sprayer
• Sorocaba: combines
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SWOTANALYSIS

Tractors SWOT Analysis, Competitors & USP

SWOT analysis of Tractors India Ltd analyses the brand/company with its strengths, weaknesses, opportunities &
threats. Tractors India Ltd is one of the leading brands in the heavy equipment & engineering sector. The table below
also lists the top Tractors India Ltd competitors and elaborates Tractors India Ltd segmentation, targeting,
positioning & USP.
Tractors India Ltd SWOT, Competitors, Marketing STP &Brand analysis Table
Tractors India Ltd Brand Analysis
Parent Company TIL, India
Category Heavy Equipment
Sector Heavy Equipment &Engineering
Tagline/ Slogan Technology, Innovation, Leadership; We make our customers moreprofitable
USP Has emerged as one of the leading providers of a wide range of equipment that
represent some of the finest in global technology
Tractors India Ltd STP
Segment eople and businesses who want Earth moving products and services
Target Group People or Business expecting cutting edge technology products and total
solutions with the ultimate aim in enhancing their value
Positioning Making customers more profitable
Tractors India Ltd SWOT Analysis
Strengths Below is the Strengths, Weaknesses, Opportunities &Threats (SWOT) Analysis:
1. Wide range of products for every Construction &Mining equipment need
2. Has the license for Manufacturing CAT in India
3. Has received the award for best Construction equipment provider
4. Well connected with a vast network over 60 branches and area offices
Weaknesses Here are the weaknesses in the Tractors India Ltd SWOT Analysis:
1. Not a very performance in its domestic market recently in terms of sales
2. The market is restricted to mostly India and limited international presence

Opportunities Following are the Opportunities in Tractors India Ltd SWOT Analysis:
1. Is working hard to complete its aim of doubling turnover
2. Rise in the mining activities in developing countries where it has a presence
3. Growing residential sector in Asia
Threats The threats in the SWOT Analysis of Tractors India Ltd are as mentioned:
1. Competition from companies like M&M, John Deere etc
2. Strengthening share of its competitors in the North .
Tractors India Ltd Competition
Competition Below are the top 3 Tractors India Ltd competitors:
1. Mahindra &Mahindra
2. John Deere
3. JCB
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Balance Sheet

Annual Financials for CNH Industrial N.V.

Assets

Fiscal year is January-December. All values 2017 2018

USD millions.

Cash &Short Term Investments 6.14B 6.31B

Cash Only 6.14B 6.31B

Short-Term Investments - -

Total Accounts Receivable 22.53B 19.58B

Accounts Receivables, Net 22.53B 19.58B

Accounts Receivables, Gross 22.73B 19.76B

Bad Debt/Doubtful Accounts (207M) (174M)

Other Receivables - -

Inventories 7.01B 5.69B

Finished Goods 4.78B 3.69B

Work in Progress 552M 747M

Raw Materials 1.67B 1.25B

Progress Payments &Other - -

Other Current Assets - -

Miscellaneous Current Assets - -

Total Current Assets 35.68B 31.58B

2017 2018
 20

Net Property, Plant &Equipment 8.38B 8.32B

Property, Plant &Equipment - Gross 17.31B 16.81B

Buildings 3.31B 3.06B

Land &Improvements - -

Computer Software and Equipment - -

Other Property, Plant &Equipment 5.43B 3.57B

Accumulated Depreciation 8.93B 8.49B

Total Investments and Advances 810M 738M

Other Long-Term Investments 205M 211M

Long-Term Note Receivable 116M 116M

Intangible Assets 3.33B 3.26B

Net Goodwill 2.48B 2.45B

Net Other Intangibles 850M 810M

Other Assets 1.85B 1.49B

Tangible Other Assets 1.85B 1.48B

Total Assets 51.91B 46.75B

Liabilities & Shareholders' Equity

2017 2018

ST Debt &Current Portion LT Debt 11.04B 9.61B

Short Term Debt - -

Current Portion of Long Term Debt 11.04B 9.61B

Accounts Payable 5.98B 5.34B

Income Tax Payable - -

Other Current Liabilities 1.4B 1.15B

 21

Dividends Payable - -

Accrued Payroll 669M 572M

Miscellaneous Current Liabilities 731M 577M

Total Current Liabilities 18.42B 16.1B

Long-Term Debt 18.56B 16.78B

Long-Term Debt excl. Capitalized Leases 18.5B 16.73B

Non-Convertible Debt 18.5B 16.73B

Convertible Debt - -

Capitalized Lease Obligations 57M 47M

Provision for Risks &Charges 3.51B 3.12B

Deferred Taxes (1.3B) (9.16M)

Deferred Taxes - Credit 452M 334M

Deferred Taxes - Debit 1.75B 1.25B

Other Liabilities 6B 5.55B

Other Liabilities (excl. Deferred Income) 6B 5.55B

Deferred Income - -

Total Liabilities 46.94B 41.89B

Non-Equity Reserves - -

Preferred Stock (Carrying Value) - -

Redeemable Preferred Stock - -

Non-Redeemable Preferred Stock - -

Common Equity (Total) 4.92B 4.8B

Common Stock Par/Carry Value 25M 25M

Retained Earnings 2.29B 2.24B

ESOP Debt Guarantee - -

Cumulative Translation (448M) (806M)

Adjustment/Unrealized For. Exch. Gain
 22

Unrealized Gain/Loss Marketable (606M) (113M)

Securities

Revaluation Reserves - -

Treasury Stock - -

Total Shareholders' Equity 4.92B 4.8B

Accumulated Minority Interest 55M 59M

Total Equity 4.98B 4.86B

Liabilities &Shareholders' Equity 51.91B 46.75B

 23

Market Share Of New Holland Agriculture

Market share in FY'18 (%) OEMs Market share in FY'19 (%)

18.6 TAFE (with Eicher Motors) 18.4

10.7 Escorts Ltd 11.8

11.8 Sonalika 12.2

17.3 Others (John Deere, New Holland etc) 17.5

 24

[5.]BEST PRACTICES AND BENCHMARK STUDY

New Holland is improving efficiency and productivity in the agriculture industry and launched the Clean
Energy Leader strategy in 2006 for the active promotion of renewable fuels, emissions reduction systems and
sustainable agricultural technology.
Climate Action interviewed Franco Fusignani, Brand President at New Holland Agriculture, to find out more.
You have been involved in sustainable solutions in agriculture for nearly three decades, what was your
inspiration for becoming involved with the industry? And how have you seen the industry change in that
time?
At New Holland the inspiration has been not only meeting farmer‟s needs but to anticipate them by providing
solutions that set a benchmark for the industry.
Agriculture has changed significantly in the last 50 years. The trend has been toward fewer, larger and more
specialised production units. This was accompanied by vertical integration of production, processing and distribution
functions, as well as increasing reliance on biological and information technologies. This evolution happened in
order to produce more efficiently and address factors such as population growth, adverse weather conditions,
drudgery, labour shortage and fluctuating prices of commodities.
At New Holland, we realised that to meet the different needs that this evolution was creating, we would have to make
agriculture more efficient. We had to make it possible for fewer farmers to feed more people better at lower costs;
and we did so, also with focus on small, traditional farmers who need simple and basic products. We have been doing
this considering threats to the environment, threats to the natural resource base, and threats to the quality of life of
farmers and their safety, of rural residents and society as a whole .
What does this mean for your business and agriculture today?
Today we are in the midst of a great transition that is shaping world economies and is leading them to rethink their
approach to growth. We are shifting from an industrial to a sustainable oriented model.
The paradigm of sustainable agriculture has emerged to solve problems, primarily pollution of our environment and
degradation of our natural resource base. However, this new paradigm seems capable of creating benefits such as
longer economic viability in agriculture, greater individual creativity, dignity of work, and attention to issues of
social equity.
At New Holland we had to change our way of thinking. Today, we don‟t see the environment as a constraint to
profitability; we see it as one of the most valuable assets to long-term economic viability in agriculture.
Sustainable systems must be site-specific, interdependent and dynamic. For such systems, size must follow function.
The objectives are to specialise, mechanise, control the whole production process to make farms work like factories
and fields and feedlots run like assembly lines. It means that each area and each crop requires the appropriate
support in terms of technology, practices and competences.

New Holland has been a leader in providing products that improve farming efficiency and productivity for
over 100 years. What do you feel have been the underlining reasons for this consistency and success?
I would summarise them in three words: resources, competence and forward thinking. New Holland has today the
widest agricultural equipment range in the industry, an industrial and distribution network spread on all continents
and our industrial group has the resources to invest in research & development and cutting edge technologies.
"The Energy Independent Farm will allow farmers to produce hydrogen, through renewable resources like wind,
solar, biomass"
 25

We have been producing and selling machinery for almost 120 years; today we operate in 170 countries through over
2,000 dealers and importers and run 25 factories in various parts of the world. We know the markets where we
operate and we know we must adapt to local needs. We do so respecting the local culture, sending our specialists to
the field and working close to the farmers to find the most efficient solutions for their needs.

In 2006 New Holland launched the Clean Energy Leader strategy for the active promotion of renewable fuels,
emissions reduction systems and sustainable agricultural technology. How is the strategy progressing?
We started in 2006, when we were the first manufacturer to promote the use of bio-diesel in our machinery around
the world. In 2009 we previewed our NH²™ Hydrogen powered tractor prototype and we presented the Energy
Independent farm concept. The Energy Independent Farm will allow farmers to produce hydrogen, through
renewable resources like wind, solar, biomass on their farm. This can then be used to power the NH2™ tractor, which
emits virtually zero emissions, just a little water, or to supply electricity and heat to the farm buildings and its
activities.
In September 2010, New Holland was the first company to introduce the Tier 4A compliant machines. At the same
time we announced a clear “SCR (Selective Catalytic Reduction)” roadmap to meet Tier 4 Final regulations for our
machines.
We have always been ahead of the game, and we never stop progressing. Today, New Holland offers the industry's
widest range of Tier 4A compliant products: 33 tractors and 18 combine models.
When it comes to Tier 4A technology, New Holland can draw on the experience of our in-house powertrain
company which, for example, invented the Common Rail technology in the 1980s and brought it to the masses in
1997.
FPT Industrial, as part of Fiat, has pioneered the SCR technology since 1995 and has already produced over 320,000
SCR engines during the last six years for the agricultural, construction and haulage industries. Today the SCR
technology is powering more than 35,000 New Holland machines around the world.
As a result, today New Holland offers a range of Tier 4A SCR equipment that brings about a substantial cut in the
carbon emissions.
We have also developed an on line Carbon Calculator tool that helps farmers in checking and monitoring the current
carbon footprint of their equipment and which emissions reduction they can achieve by using New Holland Tier 4A
SCR machines.
In recognition of the on-going commitment to more environmental friendly practices, in 2012 the Fiat Industrial
Group was rated for the second consecutive year Sector Leader in the Dow Jones Sustainability Indexes in the field
of industrial engineering and has been featured in the Carbon Disclosure Leadership Index (CDLI) with a score of
91/100 by the Carbon Disclosure Project for its commitment in reducing carbon emissions.

New Holland is recognised for its Research and Development; what innovations and initiatives are being
developed currently?
As I mentioned, we are carrying on with research relating to the use of biofuels, fuel efficiency and low emissions
technologies, hydrogen tractors – all of which address important customer needs. As part of our Clean Energy
Strategy, we are also running other initiatives dedicated to specific areas. For example, we are developing sustainable
solutions for the viticulture industry.
"We are developing sustainable solutions for the viticulture industry"
We are also working on a number of renewable fuels, alternative to diesel. We are focusing on solutions available in
the short term, such as ethanol and methane, while working on longer term solutions such as our zero emission
hydrogen engines.
Ours is a global approach, with local application. In Latin and North America and in India we are investing in
research on second generation ethanol, while in Europe we are focused on methane.
 26

New Holland is an important catalyst in the transition to a low-carbon, sustainable agriculture. How crucial
do you feel the increased use of biomass is to this?
Undoubtedly it is crucial and touches the use and waste of resources. In countries such as Brazil and India, New
Holland saw an opportunity to produce energy from what were previously considered to be waste products, namely
straw from paddy fields, cotton, maize and oilseed rape, and reduce the negative environmental impact of large-scale
„stubble burning‟ in the process.
In Brazil for example, where there are over 12 million hectares of land given over to sugar cane production, New
Holland is partnering with the Centro de Tecnologia Canavieira (Sugar Cane Technology Centre - CTC) providing a
complete range of farming equipment to make the most from the use of biomass crops which means producing
energy from sugar cane not just in the traditional form of ethanol, but also by transforming sugar cane straw into en
What are the key crop/food production issues globally and what solutions are being found for them?
Food production capacity is faced with ever-growing challenges, such as the expected growth of world population to
nearly 9 billion by 2050 and a falling arable land to population ratio. Droughts and floods are increasing in
frequency around the globe, and in the face of climate change, farmers face the challenge of using their resources
more effectively as they play a key role in ensuring global food security.
"In the face of climate change, farmers face the challenge of using their resources more effectively as they play a key
role in ensuring global food security"
The environmental impact of crop production is critical today, as is the potential for using modern technology to
increase crop production efficiency and more importantly, to do it in a sustainable way.
Today there is on-going debate among farmers between organic vs. conventional farming, no-till vs. conventional
tillage, and precision farming vs. traditional practices. There isn‟t a one-size-fits-all solution. Farms are part of an
ecosystem and the way they are run has potential social, economic and environmental impacts. There are merits to
different solutions, according to the local situation. While studies suggest that organic farming uses significantly less
energy than conventional, it won‟t be the answer for everyone. Organic, no tillage and precision farming techniques
address the issues of soil preservation and agricultural production in different ways. In general they reduce or
eliminate the use of synthetic additives such as fertilizers, and may bring savings in fuel used in the whole
agricultural cycle, in water use or seeds.
All these techniques are to be evaluated within the management of the biodiversity and ecosystem services as recent
trends point out, and require the availability of specialised machinery and technological systems as well as an in-
depth knowledge of agronomic practices that we are committed to provide at New Holland.

Waste is fast becoming an increasingly relevant topic, with the US for example destroying more food per
annum than the entire continent of Africa produces. Is this end of the „food chain‟ one New Holland is actively
targeting as well?
Resource management, cost control and waste reduction are key issues for every company such as ours. Because
managing resources means respecting the environment, controlling costs means making food more accessible and
reducing waste is synonymous with not throwing food away and of course wasting water.
These are, believe me, the real commitments to a company like ours.
For example, our precision farming techniques enable farmers to dramatically improve productivity, up to 40%, and
while reducing the consumption of fertilizers by up to 50%.
In a broader perspective, in several countries around the world we are working with the local governments, providing
comprehensive assistance in the development of large scale mechanisation projects, to help them develop their food
self-sufficiency.
 27

In Iraq we have refurbished a park of 10,000 tractors and a thousand of combine harvesters, enabling the country to
start developing its own agricultural production.
In China, where we have two factories and two more will be completed soon, over the past 10 years we have helped
the Chinese government to shift from an agricultural model where 45% of the wheat is harvested by hand, to
mechanised agriculture. What does this mean? Let me give an example. Harvesting 9 hectares of land a day means to
harvest about 23 tonnes of grain. When harvesting by hand, at least 3.5 tonnes are left on the ground; this means you
lose 15% of the crop. With a combine harvester, the waste is only 175 kg. This means saving in a day's work about 3
tonnes that can be devoted to food.
This is the harmonisation of agricultural innovation and flexibility that we introduce country by country to deploy the
best systems in defense of food safety.
I think we have a role in helping farmers manage resources better, so they don‟t waste natural resources such as
water, land, seeds or fuel, and develop and optimise all growing cycles. This means for New Holland expanding its
commitment, developing and embracing new technologies, diversifying practices to put them at disposal of our
customers in the light of an efficient, profitable and sustainable development.

GROWTH AND OPPORTUNITIES IN NEW HOLLAND FIAT.PVT LTD

GROWING ENERGY. GROWING FARMS
Why bioethanol? It‟s quite simple really, it burns cleaner than petroleum based products and it also reduces
dependence on oil. However, it‟s important that bioethanol is included within an overarching sustainable agricultural
plan to ensure that enough of the essential food products for the world as a whole, and your livestock remain.

GROW THE ENERGY THAT SUITSYOU

New Holland is the premier equipment partner of Growth Energy and its 75 supported ethanol plants. Furthermore,
the prestigious NASCAR series cars in the United States, which run on a blend of E15, 15% ethanol, will benefit
from this alliance. A whole range of crops can be transformed from simple plants into essential energy. Sugar from
sugarcane, sugar beet, cereal crops such as wheat, maize stover, miscanthus and even surplus wine and potatoes can
all be converted into cellular energy and used to produce ethanol.

New Holland is actively involved in the promotion of bioethanol through its partnership with Growth Energy
in North America. Customer are invited to attend conferences to find out more information on the benefits
that bioethanol production could bring to their farm. Furthermore, New Holland offers a complete range of
products to support bioethanol production.

YOUR BIOETHANOLPARTNER
Whether you‟re growing, harvesting or managing your bioethanol crops, New Holland has the right product for you.
From planters through to crop protection equipment such as sprayers, and from tractors for a range of tasks to the
right combine or forage harvester, you will receive professional support every step of the way.
SECOND GENERATION ETHANOL PRODUCTION
Bioethanol production can be significantly increased, by up to 30 or 40% for the same cultivated area, when
compared to standard production techniques, by using an enzymatic process to release ethanol from bagasse, the by
product of mill production or from the sugar cane stover which remains in the field following harvesting. This form
of bioethanol production is linked to cellulose, hemicellulose or lignin as opposed to the traditional sucrose-focused
methods.
 28

AWARDS AND RECOGNITIONS

In 2014, New Holland released its first ever Class 10 combine, the CR10.90. With 653 hp, the largest and most
powerful combine on the market. On August 15, 2014 a CR10.90 set a new world record for combine harvesting,
recognized by Guinness World Records, with 797.7 tonnes of wheat harvested in eight hours.
On April 5, 2017 a CR8.90 set a new world record for soybean combine harvesting, recognized by the Guinness
World Records, with 439.73 tonnes of soybeans harvested in eight hours.
New Holland products received many awards and recognitions during the years. The most recent ones are:

Year Product Award Jury Panel Event Country

2011 CX Opti-Fan System AE50 Awardfor ASABE(American USA

Engineering Society of Agricultural
Innovation and Biological
Engineers)

2011 BB9000 - CropID Silver medal for Organizers' jury panel SIMA France
system technical
innovation

2011 T7 Range - Silver medal for DLG - German Agritechnica Germany

Intelligent Trailer innovation Agricultural Society
Braking System

2011 Smart Key Silver medal for DLG - German Agritechnica Germany
innovation Agricultural Society

2011 CR - SynchroKnife Silver medal for - German Agricultural Agritechnica Germany

drive innovation Society

2011 ECOBraud - Silver medal for - German Agricultural Agritechnica Germany

Sustainable innovation Society
Viticulture

2011 Braud9090X Olive - Silver medal for DLG - German Agritechnica Germany
SuperIntensive Olive innovation Agricultural Society
Farming
 29

[2]OBJECTIVES OF THE STUDY

· Apply Classroom Theory

What have I learned in the classroom, which relates to the world of work? How are the concepts I have read about in
textbooks applied in practice? What theories, ideas, or concepts might be applied in my career area?
· Skill Development
What new skills will I learn or hope to learn during the internship? Some skills you may have the chance to develop
include: operating office or computer equipment; handling a variety of situations simultaneously; organizing or
analyzing
data, records, or budgets; or improving teamwork, writing, and speaking abilities. Assignments and work
environment
will determine the types of skills developed.
· Personal Development
How will I benefit personally from the internship experience? During your internship, make a special effort to
observe
the personal style of supervisors and colleagues. Be able to identify clear examples of leadership styles that either
promote
good working relationships or hinder a productive work environment. Note how to deal with pressure, tension, and
praise
in work relationships.
It is important to understand how to communicate knowledge to strangers, supervisors, and peers. Be aware of when
to
speak and when to listen. Try to understand the employer‟s organizational chart (formal or informal). What is a
typical
career path? What sort of education and experience is normally required in each line of work?
What can you learning about laws, taxes, and fringe benefits that are important to employees in this field? What
grievances are there? What are the personal satisfactions and rewards? Try to obtain knowledge of job opportunities
available in this field. Become familiar with occupational literature and professional organizations.
(A) Learning Goals
Goal 1: To develop a broad understanding of financial concepts and tools through:
• Objective 1.1: Knowledge of financial theories within the primary areas of finance;
• Objective 1.2: Utilization of problem solving skills within the finance setting;
• Objective 1.3: Application of financial analysis tools and techniques to decision making;
• Objective 1.4: Consideration of the effect of global influences on the financial decision making process.
Goal 2: Effectively communicate financial information:
• Objective 2.1: Orally, by being able to present, discuss, and defend financial decisions by using appropriate
terminology;
• Objective 2.2: By being able to write reports containing appropriate terminology;
• Objective 2.3: To finance professionals through the development of interpersonal and teamwork skills.
Goal 3: Increased awareness of ethics and social responsibility in the context of finance by:
• Objective 3.1: The ability to identify ethical dilemmas within the finance setting;
• Objective 3.2: The ability to identify, evaluate and select alternative courses of action for addressing the ethical
dilemma;
 30

[3]INTERNSHIPPROFILE

• TITLE:- ASSISTANT RECRUITER/ TRANSACTIONANALYST

• We are seeking someone immediately to work part-time(15- 25 hours per week) during normal business
operations, Monday to Friday- 9:00 am - 5:00 pm. we may also be open to consider this role as an internship

• REPORTS TO BE SUBMITTED TO:

• HR MANAGER, FINANCE MANAGER

• LOCATION

• Habibpur, EcotechIII,Near Ghaziabaad

• Uttar pradesh ,201306

• DATE OF POSTING

• 03/07/2019

• JOB DESCRIPTION

•
Directs cash management operations to include daily cash administration, management of current accounts and bank
relations.
•
Reviews and drives improvements in cash management, ensuring financial obligations are met in accordance with
Company policies and procedures.
•
Completes all cash management set-up documentation for new and existing department processes; prepares
correspondence and proposals directed to and for cash management.
•
Timely reconciles cash application and disbursements.
• Monitors cash transactions to ensure that bank account balances to the report and any unusual items are
investigated.
• Forecasts, monitors and tracks cash flow (weekly, monthly, quarterly etc.).
• Prepares cash flow reports, and identifies and evaluates variances.
• Works with Project Managers, Project Controllers and Sales Department to accurately forecast timing and
amount of future cash flows over the next two years.
• Receives incoming wire transfers and processes outgoing wire transfers. Posts wires.
• Assists with project assignments and financial reporting.
• EDUCATIONALCRITERIA
• 12th pass from CBSE Board with 60% aggregrate
• in UG Courses BBA/B.TECH/BA.LLB with 70% Aggregrat
 31

• in PGCourses MBA/M.TECH/MA With 65%Aggregrat

• ABILITIES/SKILL
• Good Command over 2-3 Languages(including English)
• Soft Skill
• Good type writing Skills
• Commitment to work
• Relationship manageme
• DUTIES WHILE PURSUING YOUR ROLE AS A INTERN
• An individual is bound to abide by the duties that are being mentioned as follow
• Utilising database for networking with clients and candidates for current openings via E-mail and phon
• Take Leads and information generated by the lead recruiter and manage them through entire placement pro
• Relationship Building with clients and C
• Manage process, resume flow, candidates scheduling, background checks and troubleshootings.
•

•
ACCOMODATIONS

•
Flexible working hours

•
Free Gifts and Vouchers

•
Transportation allowance

•
PAY SCALE

•
No pay Scale For Interns.

•
 32

KEY OBSERVATIONS

Key Concepts in Transactional Analysis

A Brief overview

Following are some of the most important concepts in transactional analysis.

I'm,Ok-You're-OK
"I'm OK - You're OK" is probably the best-known expression of the purpose of transactional analysis: to
establish and reinforce the position that recognizes the value and worth of every person. Transactional analysts
regard people as basically "OK" and thus capable of change, growth, and healthy interactions.

Strokes
Berne observed that people need strokes, the units of interpersonal recognition, to survive and thrive.
Understanding how people give and receive positive and negative strokes and changing unhealthy patterns of
stroking are powerful aspects of work in transactional analysis.

Ego-States
Eric Berne made complex interpersonal transactions understandable when he recognized that the human
personality is made up of three "ego states". Each ego state is an entire system of thoughts, feelings, and
behaviors from which we interact with one another. The Parent, Adult and Child ego states and the interaction
between them form the foundation of transactional analysis theory. These concepts have spread into many areas
of therapy, education, and consulting as practiced today.

Transactions
Transactions refer to the communication exchanges between people. Transactional analysts are trained to
recognize which ego states people are transacting from and to follow the transactional sequences so they can
intervene and improve the quality and effectiveness of communication.

Games.People.Play
Berne defined certain socially dysfunctional behavioral patterns as "games." These repetitive, devious
transactions are principally intended to obtain strokes but instead they reinforce negative feelings and self-
concepts, and mask the direct expression of thoughts and emotions. Berne tagged these games with such
instantly recognizable names as "Why Don't You, Yes But," "Now I've Got You, You SOB," and "I'm Only
Trying to Help You." Berne's book Games People Play achieved wide popular success in the early 60's.

Life.Script
Eric Berne proposed that dysfunctional behavior is the result of self-limiting decisions made in childhood in the
interest of survival. Such decisions culminate in what Berne called the "life script," the pre-conscious life plan
that governs the way life is lived out. Changing the life script is the aim of transactional analysis psychotherapy.
Replacing violent organizational or societal scripting with cooperative non-violent behavior is the aim of other
applications of transactional analysis.

Transactional analysis practice is based upon mutual contracting for change. Transactional analysts view people
as capable of deciding what they want for their lives. Accordingly transactional analysis does its work on a
contractual basis between the client and the therapist, educator, or consultant
 33

[4] KEY OBSERVATIONS

• PRACTICE TO BE FOLLOWED BY ME(Intern)

• The Intern is Supposed To be at the Workplace at 8:30 AM and Cannot Leave Until 5:00PM

• Intern Is To be given a list of aspirants which is Shortlisted by H.R Manager, Then he/she has to Call them,

• Tell them About Necessary Documents to bring, Check the authenticity of their Documents ,and ultimately
conducting an orientation programme.

• Then a Bundle of bills is to be given to the intern and he/she has to classify them as Received and in arrears
and then have to check the authenticity of the bills, a new software will be given to him/her and before that
''on the job training'' will also be provided.

• Lunch break will be at 12:30pm - 2:00pm

• Same practice to be followed until exception takes place

• all such Departments like Manufacturing, Finance etc Their work are to be done(If demand arises)

• Intern have to leave at 5:pm

KEY CHALLENGES FACED BY ME(Intern)

Like most interns, you are ready to start gaining professional experience, but the first day on the job can be
frustrating if your expectations are not met. Here's how to sustain professional competence and ensure your
internship is valuable and enjoyable.

Take a Rational Approach to Problems

The learning curve associated with a new job is steep, and there will inevitably be mishaps early in the process.
Learn to ask questions, take a logical approach to any situation, and not to jump to conclusions or take anything
personally as you attempt to resolve concerns. Here are some common challenges interns face during the first few
weeks on the job.

Problem 1: Being Assigned All of the Grunt Work

First, remember that you must pay your dues as an intern to eventually get the full-time job of your dreams. There is
a lot to learn about the organization, its people, its mission, and the clientele it serves, and much of that learning takes
place while doing the run-of-the-mill work.
 34

Problem 2: You Have Not Been Compensated for Your Work

You may have been offered $15 per hour but notice you are only receiving $10 per hour in your weekly paycheck.
Or, promised reimbursement for transportation or food has not been proferred after two or three weeks. If either of
these or a similar situation are the case, it is important to find out what may be the problem before you become
disheartened and your attitude is affected. No one will blame you for checking on compensation or reimbursement.

Problem 3: You Feel Overwhelmed and Unable to Perform to the Best of Your Ability
It is not unusual for interns to feel overwhelmed, and many are certainly given a heavy load with minimal training.
Persevere in the early stages, and give yourself some time to come up to speed. If you feel pressured by your
supervisor, explain that you want to take the time necessary to do a good job and minimize mistakes.
However, if the discomfort is persistent, and you do not feel that things are getting any easier, you might want to
reconsider if the internship is worth continuing.

Problem 4: You Receive Little to No Feedback

Regular evaluations are vital for all employees, but particularly for interns and entry-level candidates. Employees
need to know if they are doing a good job or if something needs to change. Many employers overlook the need for
feedback, which places the onus on you to seek it out.

With internship opportunities, such as the Doctors Without Borders organisation, you will get an idea of what your
biggest strengths are, as well as areas of improvement you should work on.

Professional communications

Working in a professional setting for the first time can be difficult to get used to. But it is the best way to learn how
to navigate the working world through real-life, hands-on experience.

One of the most valuable skills you will gain from an internship is the ability to speak with people in a professional
setting. Discussions with bosses or coworkers are different from discussions with lecturers or fellow students,

After your internship, you should have a better idea of the appropriate way to behave as a professional. This will help
you a lot when you start interviewing for jobs because you will be more confident and will sound more mature and
experienced in a business setting.
 35

Networking is important

Don‟t underestimate yourself; make sure you make the most of your internship and take advantage of all the
opportunities that come with it.

Also, unglue yourself from your desk every once in awhile and get to know other interns. Not only will you end up
creating great memories and making friends, but you will widen your professional network.

Be proactive, and if you are invited to work functions introduce yourself to people.

Taking constructive criticism well

Naturally, no one likes to be criticised and performance evaluations can be quite scary. You will probably make a
few mistakes and receive constructive criticism about your work from both your colleagues and your boss.

Always remind yourself that it‟s not personal. It is for your own good and growth and it will improve the quality of
your work.

Work hard no matter what you‟re doing

Always work hard even if your task is small and seems unimportant. It will help you build a good work ethic, and
people will notice the effort you put in.

It‟s not nice being told what to do all the time, but your superiors (mostly) know better. Following the rules and
instructions they give you makes it easier for everyone.

Independence

Often, we think being spoon-fed is the way to learn, but working independently has proved to be very important.
Your internship will teach you to make my own decisions and do things on your own.

Being able to work independently with little guidance is very important in the working world.
 36

Making connections

In addition to the people who will be your references in the future, try to leave your internship with new connections:
senior employees, clients, fellow interns, etc.

These people can provide guidance, advice and help you in future job searches. Keep them in the loop on where you
are in your career, and offer to help them whenever you can.

To do this, you‟ll need to make an effort during the course of your internship to build relationships with people .
 37

[5] WEEKLY PROGRESS REPORT (WPR)

NAME-

SANCHIT CHAUDHARY

ENROLLMENT NUMBER -

1704101076

ADMISSION NUMBER-

17GSOB101078

COMPANY NAME-

"New holland fiat india.pvt ltd"

SUMMER INTERNSHIP SUBJECT AREA

ACCOUNTS, H.R.

PROGRAMME -

BBA SEM- 5th

 38

WEEKLY SUMMARY

WEEK 1

03/07/2019

* Brief introduction about the company by the C.A.

* Testing of my Academics Knowledge by C.A.

* A Reading material was given to me to read.

* Orientation

* Explanation of My work&Ethics that i have to follow

04/07/2019

* Theoretical class on three Aspects of my work

1.My responsibility

2.My Target (Per day)

3. Accountability

05/07/2019

* He teaches me the basic concepts of accounts.

* Like three golden rules of accounts.

* 1- Real

1 Nominal

2 Personal

* Understanding the basic accounting terms.

good will ,debtor, creditor, drawings, depreciation.

capital, purchase ,sales etc

 39

* And learning of theoretical knowledge of accounts.

06/07/2019-Holiday

07/07/2019-Holiday

08/07/2019. * A particular Cabin was given to me For Practice

* In the early stage , a Guider was there to instruct me.

* A bundle of bills was given to me to Classify them as

.Received or Not received

* They also taught me The importance of My work.

09/07/2019

* And then a Software name "Marg"Comes into play

*In which i Have to Enter the bill number(Named MPI)

Which if Entered correctly Tells the following Details

1 Date of Transaction

2 Payee's Name

3 Payer's name

4 Voucher number
5Amount of Transaction(In INR)

6- Debtors/Creditors (3rd party)

 40

* He teaches me that what Details Is of matter to me

Ex- If the software Is showing the entry of that particular

Bill number then it means that bill is Recorded in The Domain.

* And if the Amount of bill matches With that of TheSoftware

This means That bill is Recorded and The amount is Received/payed

If the Amount of the bill is not matching with that of the Software

This meaning That The deviation in the amount of Both are Due

To be pay or received

* And i was supposed to Classify them into

1. Registered

(A) Received/ Payed/ Deviation

2.Non- Registered

* He gives me a lot of Tips to identify the Bills and Technique to Do my work more quickly and efficiently.

WEEK - 2

10/07/2019

* He teaches me the concept of discounts

 41

* Two types of discount are

a. Trade Discount(shown in the books)

b. Cash discount (Not shown in the books)

* And show how to use this concept on Software.

11/07/2019

12/07/2019

* Practice of whole things mentioned above

13/07/2019-Holiday

14/07/2019-Holiday

15/07/2019

* Conference with young INTERNS

16/07/2019

* Practice class of how to backup of Company in Exceptional Cases.

17/07/2019

* Theoretical class of restore of company.

WEEK- 3

18/07/2019
 42

* Theoretical class of Brain storming

19/07/2019

* Practice class of how to Become do Multi-Task

20/07/2019(HOLIDAY)

21/07/2019(HOLIDAY)

22/07/2019

* Learning of shortcut keys.

* Theoretical class of creation of logo on tally bills.

23/07/2019

* Practice class of creation of logo on tally bills.

* Theoretical class of how to make budget in tally erp

24/07/2019

* Practice class of creation of budget in tally erp 9.

WEEK -4

25/07/2019

* Theoretical class of interest calculation.

26/07/2019

* Practice class of interest calculation on tally erp 9.

 43

27/07/2019(HOLIDAY)

28/07/2019(HOLIDAY)

29/07/2019

* Theoretical class of cost center.

30/07/2019

* Practice class of cost center on tally erp 9.

31/07/2019

* Theoretical class of payroll(salary).

WEEK- 5

01/08/2019

* Theoretical class of purchase return and sales return.

02/08/2019

* Practice class of purchase return and sales return on tally erp 9.

03/08/2019 (HOLIDAY)

04/08/2019(HOLIDAY)

05/08/2019 * Theoretical class of purchase order and sales order.

06/08/2019
 44

* Practice class of purchase order and sales order on tally erp 9.

07/08/2019

*Theortical class of stock transfer.

WEEK -6

08/08/2019

*Practice class of stock transfer.

09/08/2019

*Theortical class of actual and billed quantity.

10/08/2019(HOLIDAY)

11/08/2019(HOLIDAY)

12/08/2019. * practice of the above mentioned aspects

13/08/2019

*Theortical class of multiple price level.

14/08/2019

*Practice class of multiple price level.

WEEK- 7

15/08/2019

*learning of goods and service tax.

16/08/2019

To

18/08/ *Practice of goods and service tax etc.

 45

[6] LEARNING AND VALUEADDITION

DIFFERENCE BETWEEN THEROTICAL CONCEPTSAND

GROUND REALITIES

Expectation: The only thing you‟ll miss at the end of the internship is the kitchen full of free snacks and coffee.
Reality: The thing I‟m going to miss from interning at "NEW HOLLAND" is the experience.
“As an intern, I‟ve had many opportunities to do work for real clients, which have taught me skills that I definitely
couldn‟t learn in the classroom. The knowledge gained from being at "NEW HOLLAND" will be things that I carry
with me throughout my entire career. I‟m going to miss all of the wonderful people whom I‟ve worked with, and, of
course, the free snacks and the extra strong coffee.”

Expectation: Interns only work on small projects and perform tasks like coffee runs, gathering food orders, and data
entry.
Reality: My work and input made an impact.
“It‟s really fun and rewarding to work on projects and see them come to fruition. Even if the projects aren‟t
implemented, I am left with a great learning opportunity for how to improve my work. At "NEW HOLLAND", you
are not slaving away at the coffee machine or doing mindless work; you are a part of the team.”

Expectation: Four years of schooling prepared you for everything that could ever be thrown your way.
Reality: You have to be able to hit the ground running and think on your feet, because you‟ll be presented with
situations you‟ve never been exposed to before.
“While things I learned in school are useful, I realized that there will be times when you are expected to learn
something new on the fly. While it may seem overwhelming to be tasked with something you aren‟t familiar with, an
internship is a learning experience. Don‟t be afraid to ask questions and for help if you need it! Internships and job
experiences prepare you for the real world more than sitting in a classroom, so embrace the challenges you face
during your internship and use them as learning opportunities for the future.”
 46

USEFULNESS OF INTERNSHIP WITH FUTURE PERSPECTIVE

1. Experience

An internship gives you a real life experience into what your everyday life will look like at work. It exposes you to
the real world and lets your practice everything you've learned in college. You even earn a valuable education
through your internship, there's always something new to learn.

1. Connections

In order to advance your professional career, it's important to make good relationships within your workforce field.
Bring an intern gives you an opportunity to make many connections and gives you a chance to network. This could
be very beneficial to your professional career later on. It's important to also keep in touch with people during and
after your internship because if a position is open, they'll think of you to fill it! I would recommend having a
Linkedin account to keep all your connections together.

1. Resume builder

Having an internship is a great resume builder. When you go to job interviews, the first section your future employer
might look at is your experience. Seeing you e done internships shows your experience s and enhances your resume.
Also reading about your job tasks and projects done as an intern shows your value and what you bring to the table.

1. Confidence

During your internship, you gain many skills and most of all, you gain confidence. When you're learning on the job
and being a college student in training, confidence in what you do is important because it shows through your work.
While being an intern, you gain this wonderful trait that you can use not only at work but in life.

1. Possible college credit

Some universities, including my own, offer credit in exchange for having an internship. Depending on the school's
policy, you are giving one to six credits for an internship. This is beneficial because this teaches the students to be
more responsive with their duties and work harder and give more effort into the profession.

1. You learn more about yourself

This is most important. When you complete your first day as an intern, you come home really happy because pure
closer to what you what to do with the future or you think you made the wrong choice. Steve Job once said, “The
only way to do great work is to love what you do. If you haven‟t found it yet, keep looking. Don‟t settle. As with all
matters of the heart, you‟ll know when you find it.” Having an internship gives you a clear perspective of who you
are. You learn more about yourself, about what you want to do and how you want to live.

It's important to take internships seriously because this could really help you with the next step in your professional
career path. Even if you can't get an internship, try to study abroad or take up a foreign language! All of these make
you valuable to future employers. Your internship might even lead to a paid summer job or even a full-time
employment. So work hard and try to make an impact with the organization/company you make want to work with.
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[7].RECOMMENDATIONS AND SUGGESTIONS

[A] Suggestions

·It is observed that the employees were overburdened because of heavy workload so they have to stay at office
till late night. Though they are remunerated their efficiency is affected. Proper time management or hiring
more employees can reduce their work.

·Too many interns should not be placed in one department which may lead to mixing up of works and
consequently the co-workers are not satisfied with the works of interns.

·A customer is the first priority so they should be given more attentions in order to give them the highest level
of satisfaction.

· There should be good communication between the employees in the organization.

·The organization has a fair chance to increase their services offerings which will help them attract more
clients.

·Also the organization should focus more on their e- transaction which would help them to compete with
different companies also help them to reduce thire cash management operations.

[B] Recommendations

.Develop and provide standardized forms to students and Employers

.Hold pre-internship sessions with students at which thecourse is discussed and packets containing the various
internship documents are distributed

.Carefully evaluate each proposed internship position andemployer prior to approving it as an internship
station

.Do not get directly involved in wage or salary negotiations.

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[8].BIBILOGRAPHY

1.Guidance from company mentor Mr. Hari om,Upadhyaay.

2.Guidance from College Mentor Mr. Reji john
2. www.newhollandfiat.com
3. www.managemanteparadise.com
4. News paper: times of india, financial express
5. Author: Philip kotler, v.s. ramaswamy
6. Information- Internet , Trade journals