ON Effectiveness of training IN Britannia INDUSTRIES LIMITED

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

FOR
THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION (2010-12)
SUBMITTED TO: MS. NEHA AGARWAL (FACULTY OF MANAGEMENT) SUBMITTED BY: RIYA BHATIA MBA II SEM ROLL NO.- 010290500050

SARASWATI INSTITUTE OF MANAGEMENTANDTECHNOLOGY

ACKNOWLEDGEMENT

I take this opportunity to express my profound and sincere gratitude to SARASWATI INSTITUTE OF MANAGEMENT AND

TECHNOLOGY,RUDRAPUR for providing me with the opportunity to explore the corridors of the corporate world and gather invaluable information and practical experience via sung training project in human resource . I express my sincere gratitude Mr.ShekharSinha (HR Manager,

BRITANNIAPVT LTD, RUDRAPUR, UTTRAKHAND) for his guidance during the course of my training. I am highly indebted and appreciate his relentless and valuable support, and the creative inputs given for the completion of my summer training. Words are insufficient to express my gratitude towards MR. MOHD. ALI JINNAH (director). I would like to give my heartily Thanks to Mrs. POOJA JOHRI, (head of management department), who permitted me for the same. I am very thankful to Ms. Neha Agarwal, (my project guide), who helped me at every step whenever needed.

PREFACE

The project report in based on my industry Training in BRITANNIA PVT LTD,SIDCUL, PANTNAGAR, RUDRAPUR,producing biscuits under the brand name BRITANNIA. The summer -training is to acquaint the study with the real life situation of the organization.

The most valuable critical aspect of any organization is dealing with its financial matters. Fulfillment of legal requirements and maintaining timely and proper accounts and preparing budgets are some of the critical and complex part of finance department's duties. Maintaining cash and handling funds is also important for the survival and growth of any organization

STUDENT DECLARATION

I hereby certify that the work which is being presented in the project entitled, EFFECTIVENESS OF TRAINING IN BRITANNIA In partial Fulfillment of the requirements for the award degree of Master of Business Administration (MBA) course, SARASWATI INSTITUTE OF MANAGEMENT AND TECHNOLOGY (Affiliated to UTTRAKHAND TECHNICAL UNIVERSITY, DEHRADUN), is an authentic Record of my own Work carried out under the supervision of Mr. SHEKHER SINHA (H.R.Manager In Britannia, Rudrapur) and Mr. Rakesh Vohra (training Head in Britannia, Rudrapur).The matter presented in this Project Report has not been submitted by me for the Award of any other degree of this or any other University.

Supervisor sign Ms.Neha Agarwal

Student sign Riya Bhatia

HOD Mrs. Pooja johri.

CERTIFICATE OF COMPANY

This is to certify that the project work done on EFFECTIVENESS OF TRAINING PROCESS IN BRITANNIA submitted to Saraswati; Rudrapur by Riya Bhatia in partial fulfillment of requirement for the award of degree of MBA is a bonafied work carried out by her under my supervision and guidance. This work has not be been submitted anywhere else for other degree/diploma. The original work was carried during in Britannia.

CERTIFICATE OF COLLEGE

LIST OF CONTENT

CHAPTER ARRANGEMENT CHAPTER-

CHAPTER-2

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

CHAPTER-

INDUSTRIAL PROFILE COMPANY PROFILE

CHAPTER-4

FINDING DATA ANALYSIS AND INTERPRETATION

CONCLUSION SUGGESTION & RECOMMENDATION BIBLIOGRAPHY QUESTIONNAIRE

CHAPTER -1 INTRODUCTION

Training is a means of communicating new knowledge and skills and changing attitudes. It can raise awareness and provide people with the opportunity to explore their existing knowledge and skills. There are many different kinds of training for many different audiences, including service providers and service users. This newsletter concentrates on planning, preparing, delivering and reviewing training sessions designed for employees like health workers. Training is the process of bringing a person to an agreed Standard of skill by practice and instruction. Another definition is a trainer and Participant working together to transfer information from the trainer to the Participant, to develop the participants knowledge, attitudes or skills so they can perform work tasks better.

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

Management Games / Role Plays:

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

Our Outdoor Experiential Learning Division has been designed to tackle some of the most pressing issues in organizations. The objective of Outbound Training is to focus on the overall physical and mental development of the trainee through experiential approach towards education. There has been tremendous growth in outdoor education during the last few years due to its immediate results and continued effectiveness. In our residential outdoor training programs, we replace the participants typical home or work environments and take them on a journey into the nature, where the earth, skies and mountains serve as their black boards and power point presentations are replaced by self serving physical and mental assignments. The outdoor experience is a key condition for outdoor activities to become learning experiences; the unfamiliar environment facilitates participants in developing new perspectives about themselves and their normal environments. Training is a set of a systematic processes designed to meet learning objectives related to trainees' current or future jobs. These processes can be grouped into the following phases; needs analysis, design, development, implementation, and evaluation.

Training is to make sure the availability of a skilled and willing workforce to an organization. Training involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. It aims at helping the workers to work better in a more meaningful manner, physically, socially, morally, economically and intellectually. A significant definition describes training as the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market[who?] recognize as of 2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development. In todays environment of increased accountability, the training evaluation process is a critical component of an organizations training program. Organizations administering the -program not only are accountable for what employees learn, they also are accountable for ensuring that employees transfer their knowledge to their work performance. While traditional training evaluation methods focus on using the assessment process to improve training delivery, information should also be collected to determine whether training is assisting the organization to improve its business performance
Training Evaluation Approach

Evaluation methods should be determined based on the goals of the training process and should meet the demands of the various stakeholders involved. Every organization has multiple stakeholders and not everyone within the organization has the same information needs. Typically, organizational stakeholder groups include the training department, employees and business units. Their information requirements fall into two categories: whether the

competencies have been learned and whether the learning has been applied toward improved performance.Assessment of Competency Learning The assessment of competency learning, whether the training material has been learned, is best conducted at the individual level. It is at the individual level that organizations are able to assess employees reactions and increased understanding. Reactions are important because, if students react negatively to a course, they are less likely to transfer what they learned to their work. Increased understanding in terms of new or improved knowledge, skills and abilities is the primary aim of a training event. The training department requires information about competency learning to determine the effectiveness of training delivery and approach. Data concerning the overall effectiveness of training procedures, appropriateness of media and instruction methods and other issues relating to possible revisions in instructional design may prove to be very valuable to the training department and will assist them in better serving the needs of the other stakeholders involved. This information can be obtained through: Questionnaires- Questionnaires offer a structured tool that may provide both quantitative and qualitative information about employee reactions to the training event. The questionnaire should focus on both training content and delivery. The training content section should target questions to ascertain whether the training materials provide useful information that will assist in performing work tasks and whether the employee is more knowledgeable about the subject matter following the training event. The training delivery section should determine whether the information was presented in a logical order, at the appropriate level of detail and in an appropriate format. This information will assist the training department in determining how the training material should be revised or supplemented and whether the training medium used is best suited to the training content. It will also allow the training department to maintain an internal inventory of training vendors or offerings that have been rated best or least effective. Knowledge Review- Knowledge reviews offer an objective means of determining whether training content has been learned. Knowledge reviews refer to a general group of assessment tools in which

employees read questions and respond in writing. The knowledge reviews may be administered by delivering the tool at the start and end of the training event. The tool should be developed as a short answer or multiple-choice instrument using the same questions in each administration, presented in a different order. The questions on the knowledge review should adequately address the learning objectives of the training. The results of each administration of the knowledge review can be compared to measure knowledge transfer during the training event. This information will be useful in assisting the training department to improve the course material. Observation- Observation is another evaluation method that provides information regarding employee reactions to the training. Training department personnel should observe employee interaction, level of engagement with training instructors and responses to course content. This evaluation technique may be informal or highly structured. Informal observation can be used to provide general information about the training structure. Alternatively, highly structured observation focuses on monitoring particular points in the training event and commonly involves the utilization of a checklist of the points to be observed. Employees also require information about competency learning. However, the information provided to employees should be related to their ability to do their job better. These stakeholders will benefit by understanding their own strengths and weaknesses and how they have been addressed through the training process. This information can be obtained through:

 Employee Portfolio- The employee portfolio is an effective means of providing information to employees as well as their managers about the level of mastery of particular knowledge, skills or abilities following a training event. The employee portfolio should be designed to be used for informational purposes only. The results of the portfolio are not intended to be linked to employee performance evaluations. To implement this concept, employees should be required to identify the learning objectives of the training and within a 60-day time frame develop a work sample for review by the manager that demonstrates the application of their learning. The business unit manager should be required to ensure that within that time frame employees are assigned activities that will allow them to produce the portfolio. After receiving the portfolio, the manager should review it and provide feedback to the employee on strengths and areas for improvement. Skill Gap Analysis - Another means of providing employees information about their skill development is to require business unit managers to conduct an assessment of each employees level of knowledge, skills and abilities relative to the level required for successful performance in the position. The Skill Gap Analysis can be administered using a survey instrument. A skill gap occurs when an employee is rated with a lower level of skill than the position requires. This assessment should be used for informational purposes only and should not be linked to the employee evaluation process. Employees can use the results of this assessment to track their skill development over time from their manager's perspective.

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

positive impact on their performance. However, the level of performance improvement should justify the expenditure. For the business units, the training evaluation process can provide opportunities to determine how competencies are being applied on the job. The information will assist them in making sound business decisions and determining training priorities. This information can be obtained through: Analysis of Organizational Performance Measures - Organizational performance measures identify the metrics against which successful business unit operations can be evaluated. These measures will enable performance tracking to identify trends and areas requiring further attention and/or interventions.

OBJECTIVES OF THE STUDY

The organization must foster the type of training that can encourage the natural desire of the employees to contribute their services and sincerity towards their work. The main objectives of the study are: To understand the pattern of training programme at Britannia. To understand the effectiveness of the training programme conducted by a company. To understand the impact of training programme on employees. To know the satisfaction level of employees with the work followed in BIL To provide guidelines for changes/ improvement of work system of employees within the related area or department.

RESEARCHMETHODOLOGY

Research Design Acc. to Kerlinger, Research design is the plan structure & strategy of investigation conceived so as to obtain answers to research questions and to control variance. Research design refers to the pattern or outline of a project. It comprises a series of decisions that are taken together and provide a plan for the execution of the project. Population Workers of Britannia Sample The work on whole population is done through a sample of population, considering that sample represent the characteristics of population. Stratified random sampling method is used. Random sample of 60 employees is taken into consideration. DATA COLLECTION:-

When research problem has been defined or research plan has been chalked out, the task of data collection begins. There are two types of data1PRIMARY DATA

2-

SECONDARY DATA

PRIMARY DATA:

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

METHODS OF COLLECTING PRIMARY DATA:-

1234-

OBSERVATION METHOD INRTVIEW METHOD QUESTIONNAIRE SCHEDULES

SECONDARY DATA:-

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

COLLECTION OF SECONDARY DATA:-

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

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

Various guidelines for constructing a questionnaire were kept in mind like: Various aspects related to problems in study

 Closed ended questions Simplicity Straightforward questions Avoidance of technical and vague terms Crosscheck questions Use of proper scale Pilot study Design of the questionnaire Concrete question to conform as much as possible the respondents way of thinking Number and length of questions Intensive literature survey

LIMITATIONS OF THE STUDY

Every search work has limitations. During course of study, although every effort has been made to make the study as precise & accurate as possible, but one cannot guarantee 100% accuracy & preciseness because of limitation one has to undergo during the study. Even though the necessary measure have been taken in conducting this research, it in culminates several limitations:

Whole population is not considered to avoid in the analysis. As the complete enumeration of the whole population would not have justifiably increased the accuracy.

Sample has been taken out according to personal judgment, which may not be accurate.

Respondents might not have answered few questions correctly out fear of management and unstated biasness.

Difficulty was faced in getting the resources to various questions because respondents could not devote enough time to us.

SCOPE OF STUDY

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

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

CHAPTER - 2 INDUSTRIAL PROFILE

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

Summary In 2008, India's FMCG sector had a value of INR86,000cr and analysts projected a growth of 15% in 2010 (2009: 12%) as the economy shows signs of recovery. With a total market size in excess of USD14.7 billion, India's FMCG industry is the fourth largest sector in its economy and plays a vital role in India's socio-economic front with nearly eight million stores selling FMCG and employing about 25 million people as wholesalers, distributors and others. Besides that, the FMCG sector purchases nearly INR9,600cr worth of agricultural products and processes them into value-added products while the sector accounted for nearly 40% of the media industry's revenue. In India, the retail price for rice in Bangalore had the most drastic hike in price, where its price increased two-fold from INR12 per kg in 2007 to INR36 per kg two years later. India's food industry accounted for nearly 65%

of the nation's retail market and has an estimated value of USD182 billion. On the other hand, exports of fresh and processed vegetables, fruits, livestock and cereals increased by 10% to reach USD8.67 billion in 2008-09. India's INR3, 360cr oral care market (includes toothbrush and tooth powder) experienced a 10.8% growth during the first quarter of 2009-10. Meanwhile, the hair care market size (includes hair oils, shampoos, creams, conditioners, hair dyes and etc.) was approximately INR8, 000cr with strong growth of 14.68% in the first quarter of 2009-10.

COMPANY PROFILE

The present report is based on Britannia Industries ltd. SIDCUL in which I would like to pursue my internship. The summary training is to acquaint the study with real life situation of the organization. It gives an opportunity to utilize and integrate the theoretical knowledge acquired in the classroom with the practical experiences acquired from the organization. Britannia is among the top ten FMCG companies in India and is positioned successfully on the specialist biscuits platform. Britannia had proven its expertise in the fields of Food product, Diary product, Health product, Biscuits flavors. The company has 3 manufacturing units in India. In India Britannia industries are located in Rudrapur (Uttarakhand), Kolkata, & Delhi. More importantly, Britannia was acquiring a reputation for quality and value. It celebrated its Platinum Jubilee. In 1997, the company unveiled its new corporate identity Eat Healthy, Think Better and made its first foray into the dairy products market. In 1999, the Britannia Khao,

World Cup Jao promotion further fortified the affinity consumers had with Brand Britannia The Company is pursuing for ISO14001

certificate and it is ISO 22000 certified. Britannia strode into the 21st Century as one of Indias biggest brands and the pre-eminent food brand of the country. It was equally recognized for its innovative approach to products and marketing: the Lagaan Match was voted Indias most successful promotional activity of the year Registered office of Britannia Industries Limited is situated in West Bengal. This company is registered under Companies Act, 1956. A Britannia biscuit Company Limited was originally incorporated on 21st March 1918 under Indian Companies Act under the name The Britannia Biscuits Company Limited under section 21 of Companies Act and approval of Central Government. The main aim of the Company is to make available good and improved quality biscuits to each and every part of the country. The Company has got ISO14001 certificate and as well as ISO 22000 certificate also. The Company was established at the Pantnagar branch on 1April2005 mainly for production with a production coverage area of approximately 20 acres.The control of management is through Board of Directors.

GROWTH AND DEVELOPMENT OF COMPANY The story of one of Indias favorite brands reads almost like a fairy tale. Once upon a time, in 1892 to be precise, a biscuit company was started in a nondescript house in Calcutta (now Kolkata) with an initial investment of Rs.295. The company we all know asBRITANNIA today. The beginnings might have been humble-the dreams were anything but. By 1910, with the advent of electricity, Britannia mechanized its

operations, and in 1921, it became the first company east of the Suez Canal to use imported gas ovens. Britannias business was flourishing. But, more importantly, Britannia was acquiring a reputation for quality and value. As a result, during the tragic World War II, large quantities of service biscuits to the armed forces . As time moved on, the biscuit market continued to grow and Britannia grew along with it. In 1975, the Britannia Biscuit Company took over the distribution of biscuits from Parrys who distributed Britannia biscuits in India. In the subsequent public issue of 1978, Indian shareholding crossed 60%, firmly establishing the Indian ness of the firm. The following year, Britannia Biscuit Company was rechristened Britannia Industries Limited (BIL). Four years later in 1983, it crossed the Rs.100 crore revenue mark. On the operations front, the the

Government reposed its trust in Britannia by contracting it to supply

company was making equally dynamic strides. In 1992, it celebrated its Platinum Jubilee. In 1997, the company unveiled its new corporate identity Eat Health Think Better and made its first foray into the dairy products market. In 1999 the Britannia Khao, World Cup Jao promotion further fortified the affinity consumers had with Brand Britannia. Britannia strode into the 21st Century as one of Indias biggest brands and the pre-eminent food brand of the country. It was equally recognized for its innovative approach to products and marketing: the Lagaan Match was voted Indias most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became Indias most successful product launch. In 2002, Britannias New Business Division formed a joint venture with Fonterra, the worlds second largest Dairy Company, and Britannia New Zealand Foods Pvt. Ltd.was established. In recognition of its vision and accelerating graph, Forbes Global rated BRITANNIA One amongst the Top 200 Small Companies of the World, and The Economic Times pegged BRITANNIA Indias 2nd Most Trusted Brand. Today, more than a century after those tentative first steps, Britannias fairy tale is not only going strong but blazing new standards, and that miniscule initial investment has grown by leaps and bounds to crores of rupees in wealth for Britannias shareholders. The companys offerings are spread across the spectrum with products ranging from the healthy and economical Tiger biscuits to the more lifestyle-oriented Milkman

Cheese. Having succeeded in garnering the trust of almost one-third of Indias one billion populations and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. And millions of consumers will favor the results, happily ever after. The success formula of India's leading bakery Products Company Zindagi Mein Life. That may be a hard-to-digest tag line, but that's precisely what Britannia has been attempting to follow. The mantra of India's leading bakery products firm is to continuously infuse more zindagi into its lifeline - the seven pillar brands, each of which does more than Rs 200 crore business. The vigour in the company's operations seems to have increased after two important events in the past couple of months - first, the Wadias bought out French foods major GroupeDanone's stake in the company; and second, Britannia ended its joint venture with New Zealand-based Fonterra for the dairy business. Britannia Managing Director Vinita Bali, of course, doesn't want to talk about the tumultuous relationship the company had with Danone as it's strictly a shareholder issue. "It never affected the running of the business," she says.

She could well be right as despite the past problems, Britannia controls a third of the Rs 8,000 crore biscuits market in India and the seven

pillar brands - Tiger, Good Day, Marie, Treat, 50:50, Milk Bikis and Nutritive - have already become household names across the country. The only thing it is seeking to do now is to keep pace with India's fast evolving consumption patterns and needs. In keeping with the underlying theme that the company produces good food that is fun to eat, the company is offering products spanning across segments - right from a basic glucose biscuit to a wholesome wheat grain to a richer creamy chocolate biscuit. This perhaps is the specific insight that has made Britannia morph its glucose-only brand 'Tiger' into a much larger brand by offering variety. The company has been in the glucose market since the past decade and has managed to garner around 17 per cent share in this high volume segment, lagging behind Parle's share of around 65 per cent. "Glucose is part of Tiger, but Tiger is more than glucose. We are leaders in all segments except glucose biscuits. It is the biggest turnover generator as volume is high. With Tiger we are looking at a broader canvas of kids' nutrition, and glucose is a part of it. Under the Tiger brand, we are offering a range of other varieties including cream, banana flavour, fortified with iron and others. Glucose is a big chunk. It is growing but others are also showing good growth," chandra says. But wanting to move away from a historical only-glucose offering, Britannia is also leveraging the fact that children want to have fun

along with nutrition. "It is a combination of positioning as a brand which is more enjoyable and good for you. The reason is kids like variety in any kind of segment and that is our approach behind expanding the Tiger brand, " Chandra says. The company is also constantly expanding its list of brands with a sharp focus. Example: Three years ago, broadly two to three brands were active - Goodday, Tiger and to an extent Marie. But the base has now been enlarged to seven powerful brands. But some brand and marketing consultants wonder whether Britannia is spreading itself too thin. Says a consultant: "It's a two-way sword and it depends on how well they are able to execute this strategy in the market place." But Chandra counters this by saying "For the past 12 quarters, we have been recording a 20 per cent compounded growth rate and it is a reasonable period. So far so good, but how it will pan out in the future, we do not know. But we are working to ensure growth.

THE ORIGIN OF EAT HEALTHY THINK BETTER

Britannia the biscuit leader with a history-has withstood the tests of time. Part of the reason for its success has been its ability to resonate with the

changes in consumer needs-needs that have varied significantly across its 100+ year epoch. With consumer democracy reaching new levels, the one common thread to emerge in recent times has been the shift in lifestyles and a corresponding awareness of health. People are increasingly becoming conscious of dietary care and its correlation to wellness and matching the new pace to their lives with improved nutritional and dietary habits. This new awareness has seen consumers seeking foods that complement their lifestyles while offering convenience, variety and economy, over and above health and nutrition. Britannia saw the writing on the wall. Its SwasthKhao Tan Man Jagao (Eat Healthy, Think Better) re-position directly addressed this new trend by promising the new generation a healthy and nutritious alternative that was also delightful and tasty. Thus, the new logo was born, encapsulating the core essence of Britannia healthy, nutritious, and optimistic and combining it with a delightful product range to offer variety and choice to consumers.

CODE OF CONDUCT

The reputation that Britannia has built over the years for high ethical standards is one of our greatest business assets. To share the responsibility

To preserve and enhance this asset, the company has documented the code of business conduct (COBC) for its employees. This handbook covers the code of details. The COBC outline the principle, policies, and the laws that govern the activities of the company, and to which employee of Britannia and other who work with, or represent Britannia directly or indirectly, must adhere, The code is distributed to all employee and director and other associated With the business of the company, and offers and guidance for professional Conduct under six main headings, which include the following key points : 1. Responsibility of Employee Maintaining ethical standard, including appropriate accounting controls Identify, surface and resolve ethical issues with great speed. Corporate assets (physical and intellectual) must not be used for personal Benefit Exercise good judgment and standard of good taste when creating Company Maintain company record accurately and remain retain them in accordance with law 2. Workplace Responsibility Being committed to far employment practices. Being committed to the safety of our employee. Being committed to discipline at workplace

 Compliance with appropriate laws and internal regulation 3. Representing Britannia to customer and other external constituencies Treating customer, supplier and competitor. Fairly, Maintaining high standard of quality. Preparing accounts accurately and maintaining records. Ensuring not to use unfair and misleading statements when marketing Britannia product and services.

4. Privacy / Confidentially Product proprietary and confidential information at all the times in accordance with applicable law Keep employees information confidential

5. Corporate Social Responsibility Catering to the national interest. Committed to be a good corporate citizen. The company prohibits any payment of bribes.

OBJECTIVES OF THE COMPANY

The objectives of the company are as follows: 1. To acquire and take over as a going concern the biscuit manufacturing business now carried on at Dum dum junction under the styles or firms of V.S Brothers and company, Gupta and company and Britannia biscuits company and all or any of the lands, buildings, plant and machinery, assets and liabilities of the proprietors of that business in connection there with and with a view thereto to enter into the agreement referred to in clause 3 of the companies article of association and to carry the same into effect with or without modification. 2. To manufacture, buy, sell, prepare for market and deal in farinaceous foods for all kinds and in particular biscuits, breads, cakes and confectionary and food of every description suitable for individuals. 3. To carry on business as millers and grain merchants, dealers in flour, rice and other produces. 4. To carry on business as bakers and confectioners and to manufacture buy, sell, refine prepare, grow, import export and deal in provisions of all kinds of wholesale and retail, whether solid or liquid.

WHAT MAKES A BRITANNIA

If you think Britannias are extraordinary individuals who are passionate about everything they docreate inspiration through everything they doand succeed in everything they doyoure probably right. Britannias are hand-picked for a singular purposeto perpetually ensure Market Leadership and generate exemplary performance in every function. Britannias exhibit the following leadership behaviors (we fondly call Bulbs Britannia Universal Leadership Behaviors)

Integrity Team Orientation People Development Learning Orientation Customer Orientation Quality Orientation Drive for Results Entrepreneurial Spirit System and Process Orientation Communication

ACTIVITIES OF COMPANY

Sales Research & Development

Marketing

Human Resources & Legal

Activities of the company

Quality Assurance

Finance & IT Technical Exports

& Operations

IMPORTANCE OF TRAINING Optimum Utilization of Human Resources - Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources - Training and Development helps to provide an opportunity and broad structure for the development of human resources' technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees - Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Productivity - Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit - Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture - Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate - Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.

 Quality - Training and Development helps in improving upon the quality of work and work-life. Healthy work-environment - Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety - Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale - Training and Development helps in improving the morale of the work force. Image - Training and Development helps in creating a better corporate image. Profitability - Training and Development leads to improved profitability and more positive attitudes towards profit orientation.

TRAINING PROCESS

Establishing a need analysis

Developing training programs

Deliver the training program

Evaluate training program

Training is one of the most profitable investments an organization can make. No matter what business or industry you are in the steps for an effective training process are the same and may be adapted anywhere. If you have ever thought about developing a training program within your organization consider the following four basic training steps. You will find that all four of these steps are mutually necessary for any training program to be effective and efficient.

STEP 1- ESTABLISHING A NEEDS ANALYSIS.

This step identifies activities to justify an investment for training. The techniques necessary for the data collection are surveys, observations,

interviews, and customer comment cards. Several examples of an analysis outlining specific training needs are customer dissatisfaction, low morale, low productivity, and high turnover.

The objective in establishing a needs analysis is to find out the answers to the following questions: - Why is training needed? - What type of training is needed? - When is the training needed? - Where is the training needed? - Who needs the training? And "Who" will conduct the training? - How will the training be performed? By determining training needs, an organization can decide what specific knowledge, skills, and attitudes are needed to improve the employees performance in accordance with the companys standards. The needs analysis is the starting point for all training. The primary objective of all training is to improve individual and organizational performance. Establishing a needs analysis is, and should always be the first step of the training process.

TRAINING NEED ANALYSIS (TNA)

An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action. Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group. Organizational Level Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures,

structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required. Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level.

Individual Level Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are:

Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation,

psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done.
STEP 2- DEVELOPING TRAINING PROGRAMS AND MANUALS.

This step establishes the development of current job descriptions and standards and procedures. Job descriptions should be clear and concise and may serve as a major training tool for the identification of guidelines. Once the job description is completed, a complete list of standards and procedures should be established from each responsibility outlined in the job description. This will standardize the necessary guidelines for any future training.
TRAINING DESIGN

The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program. The trainer Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers. The trainees A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design. Training climate A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the

climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong. Trainees learning style the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. Training strategies Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included. Training topics After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes. Sequence the contents Contents are then sequenced in a following manner:

From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship

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

Trainees background Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources, etc

Support facilities It can be segregated into printed and audio visual. The various requirements in a training program are white boards, flip charts, markers, etc. Constraints The various constraints that lay in the trainers mind are:

STEP 3: DELIVER THE TRAINING PROGRAM.

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

Before presenting a training session, make sure you have a thorough understanding of the following characteristics of an effective trainer. The trainer should have: - A desire to teach the subject being taught. - A working knowledge of the subject being taught. - An ability to motivate participants to want to learn. - A good sense of humor. - A dynamic appearance and good posture. - A strong passion for their topic. - A strong compassion towards their participants. - Appropriate audio/visual equipment to enhance the training session. For a training program to be successful, the trainer should be conscious of several essential elements, including a controlled environment, good planning, the use of various training methods, good communication skills, and trainee participation.

TRAINING IMPLEMENTATION

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

Practical administrative arrangements Carrying out of the training

Implementing Training Once the staff, course, content, equipments, topics are ready, the training is implemented. Completing training design does not mean that the work is done because implementation phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program: The trainer The trainer need to be prepared mentally before the delivery of content. Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach. Physical set-up Good physical set up is pre requisite for effective and successful training program because it makes the first impression on participants. Classrooms should not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant.

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

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

Reviewing the agenda At the beginning of the training program it is very important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run. The following information needs to be included:

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

STEP 4: EVALUATE THE TRAINING PROGRAM.

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

The reason for an evaluation system is simple. The evaluations of training programs are without a doubt the most important step in the training process. It is this step that will indicate the effectiveness of both the training as well as the trainer. There are several obvious benefits for evaluating a training program. First, evaluations will provide feedback on the trainers performance, allowing them to improve themselves for future programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization. The importance of the evaluation process after the training is critical. Without it, the trainer does not have a true indication of the effectiveness of the training. Consider this information the next time you need to evaluate your training program. You will be amazed with the results. The need for training your employees has never been greater. As business and industry continues to grow, more jobs will become created and available. Customer demands, employee morale, employee productivity, and employee turnover as well as the current economic realties of a highly competitive workforce are just some of the reasons for establishing and implementing training in an organization. To be successful, all training must receive support from the top management as well as from the middle and supervisory levels of management. It is a team effort and must be implemented by all members of the organization to be fully successful.

TRAINING EVALUATION The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines. Purposes of Training Evaluation The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training. Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.

PROCESS OF TRAINING EVALUATION

Before Training: The learner's skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are

asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals. After Training: It is the phase when learners skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at

individual department and organizational levels. There are various evaluation techniques for this phase.
TECHNIQUES OF EVALUATION

The various methods of training evaluation are:

Observation Questionnaire Interview Self diaries

MANAGEMENT TRAINING PROGRAMME AT BRITANNIA

The search for young, enthusiastic talent is always on at Britannia. The work culture at Britannia is characterized by strong performance focus coupled with result orientation Nurturing Talent An innovative company like Britannia is always on the lookout for innovative, young minds. The Management philosophy encourages nurturing of talent through grooming of bright and young entry-level managers. The organizational culture provides a perfect blend of fun and learning that helps in the overall development of talented individuals recruited into the system. Today, with a huge variety of professional institutions spread across the country, there is a broader canvas to choose from. The main sources of recruitment of Management Trainees are:
Business

Schools (MBA) Engineering Institutes Food Technology Institutes

 ICAI/ICWAI/ICSI/ICFAI

and

other

such

institutes

offering

professional courses. An alternative route is for candidates to apply directly to Britannia or through a recruitment consultant. The distinguishing factor between MTs and other lateral hires would be in terms of their experience and qualifications. In this case, however, candidates may or may not have prior experience. For experienced candidates, 1 year or less would be the maximum cap to be eligible for the Management Training Scheme. Campus - Campus recruitment has two stages, viz. Summer Trainee Recruitment and Management Trainee Recruitment. Summer Training takes place for a period of two months where students from Business Schools and Functional Institutes (Engineering/Food Technology/Finance) work on projects with Britannia in the following functional areas - Marketing; Sales and Distribution; Operations and Supply Chain; Human Resource Management; Finance and Quality Assurance. Summer Trainees at the end of their training tenure are taken through an evaluation process to assess placement within the company as Management Trainees. This happens through a Pre-Placement Interview by a panel that assess the candidate on his/her project and his/her potential to fit into the organisation.

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

The Program - Once MTs are on-board, they are taken through a series of carefully designed Training Modules that encompass almost all functions of the business. The Training Modules are interspersed with live projects in different functions to test their knowledge and problem-solving abilities. Ideally, any Management Trainee would need to complete at least 2 live projects related to his/her stream of interest and 1 live project in a related function or a function of choice. At the end of the training period, all MTs are assessed on the basis of their learning and project performances by a cross-functional panel consisting of Functional Heads. On successful completion of their Training Program, MTs are confirmed as Managers in their respective functions. The total tenure of Management Training is 18 months for a Technical Trainee (Engineer/Food Technologist) and 12 months for all other trainees.

METHODS OF TRAINING There are various methods of training, which can be divided in to cognitive

and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training.
Cognitive methodsare more of giving theoretical training to the trainees. The

various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning. The various methods that come under Cognitive approach are: LECTURES DEMONSTRATIONS

 DISCUSSIONS COMPUTER BASED TRAINING (CBT): Intelligent Tutorial system Programmed Instruction (PI) Virtual Reality

Behavioral methods are more of giving practical training to the trainees. The

various methods under Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for skill development. The various methods that come under Behavioral approach are: GAMES AND SIMULATION BEHAVIOUR-MODELING BUSINESS GAMES: Case studies Equipment stimulators In Basket Technique Role Plays Both the methods can be used effectively to change attitudes, but through different mean Another Method is MANAGEMENT DEVELOPMENT METHOD MANAGEMENT DEVELOPMENT METHOD The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes. Management development method is further divided into two parts:

ON-THE-JOB TRAININGThe development of a manager's abilities can take place on the job. On-thejob training is given at the work place by superior in relatively short period of time. The four techniques for on the job development are: Coaching Mentoring Job rotation Job Instruction Technique (JIT)

OFF THE JOB TRAINING There are many management development techniques that an employee can take in off the job. The few popular methods are: Sensitivity Training Transactional Analysis Straight Lectures Simulation Exercises

CHAPTER -3

FINDINGS

After undergoing my summer training at Britannia my analysis is that the training process is properly held in the company and the employees are well benefited from these training activities. The various findings of my project are as follows: 69% of the workers prefer on the job training and rest 31% prefer off the job training Most of the workers feel that company takes training process seriously Most of the workers feel restricted by rules, policies and procedures while training. Most of the workers thinks consider training as part of organizational strategy Most of the workers said that the training provided in their in their organization is planned The target group for training is mostly new staff.

DATA ANALYSIS AND INTERPRETATION

1. Which type of Training program do you prefer? a) On the job b) off the job

on the job of the job

Interpretation Most of the workers were with on the job training 69% of the workers said on the job 31% of the workers said off the job 2. Do you feel that company takes training process quite seriously? a) Yes b) No

yes no

Interpretation

Most of the workers replied yes 3. Do you feel restricted by rules, policies and procedures while undergoing the training process? a) Yes b) No

yes sometime no

Interpretation Most of the workers replied yes. 4. Your organization consider training as part of organizational strategy, do you agree with this statement a) Yes b) no

yes no

Interpretation 55% of the workers were agree with the statement.

5. Which target group undergoes most of the training process? a) Middle level managers b) Junior staff c) New staff

middle level junior staff new staff

INTERPRETATION Target group undergoes in training process 15% for middle level, 35% of junior staff and 50% for new staff.

6. What are the training methods to identify the training needs in your organisation (Yes wherever applicable). a) self report questionnaires b) observation c) individual interviews d) performance appraisals e) opinion surveys f) critical incident

7. Do you feel that training has benefited you in any way? a) Yes b) No

yes no

8. Rate the quality of training that you received from the training session. a) Very beneficial b) Beneficial c) Not very beneficial d) unimportant

very beneficial beneficial not very beneficial unimportant

CONCLUSION

The most significant impact of BRITANNIA of ambitions plan for growth and globalization is on the training of employees or HUMAN RESOURCE of the organization as it is the single most critical resource which helps in the effective utilization of all the resources. With the changing business scenario the challenges for the training activities will be unused that the training policies will align not only with the business policies of the company, but also with the changing needs & expectations of its employees. It will also have to ensure the development of the workers in terms of empowering them with necessary knowledge, skill, leadership, competencies and alive the innovative capabilities for facing challenges.

SUGGESTIONS

There should be a counseling programme which will help in motivating employee's so that they will not lose their performance.

Should make aware about the different types of programme& should be concluded by the experienced person by seniors.

There should not be biasness among the employee's everything should be clear to employee's in written as well as in oral after the assessment.

Time is not relevant and additional time is not provided if required. They promote only theoretical knowledge. Off the-job training is also required.

BIBLIOGRAPHY

Agrawal, R.D., Dynamics of personnel management in India K. Aswathapa, Human Resource & Personnel Management, India, 1945 Counseling Skill Management Peterson S. Human Resource Management C.B Gupta Industrial Relation ArunMunnapa

Britannia website and library

WEBSITES managementhelp.org appraisals.naukrihub.com www.britannia.co.in www.wikepidia.com

QUESTIONNAIRE

1. Personal Information:-

Name of the employee Age Address Designation Pay scale Experience

: : : : : :

1. Which type of Training program do you prefer? a) On the job b) off the job

2. Do you feel that company takes training process quite seriously? a) Yes b) No

3. Do you feel restricted by rules, policies and procedures while undergoing the training process? a) Yes b) No

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

a)Yes

b) No

5. Which training is provided in your organisation? a) Planned b) Provided only when problem occurs

6. Which target group undergoes most of the training process? i. Middle level managers ii. Junior staff iii. New staff

7. Do you feel that training has benefited you in any way? a. Yes b. No

8. Rate the quality of training that you received from the training session. a. Very beneficial b. Beneficial c. Not very beneficial d. Unimportant

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

Executive (L1-L2)

Skilled Semi-skilled Unskilled

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

Medical facility canteen facility

 Shelter & rest facility Recreational facility

4.

What more benefits you think should be provided?

Better working place More overtime rates More salary More facility like LTA, Medical etc.

5. (a) Are you satisfied with the incentive plan and benefits ? being provided by the company?

Yes No

(b) Are the plan being communicated to you?

Yes No

(c)

What is the satisfaction level?

Satisfaction Average Unsatisfactory 6. (a)What are the benefits/facility you availing at present regarding your family welfare?

Education facility

 Housing Medical Loan Transport

(b) What is the satisfaction level? Satisfactory Average Unsatisfactory

7 Are you satisfied as an employer of BRITANNIA ?

 YES NO