britania

TABLE OF CONTENTS

1) Research methodology 2) Introduction

3) Company Profile 4) Data Analysis 5) Findings 6) Recommendation

CHAPTER-1

INTRODUCTION

INTRODUCTION

Training is one of the processes required to turn new members of an

organisation into “productive insiders”.

“Training is a process of transmitting and receiving information related to

problem solving.” Halloram

“Training is the international act of providing means for learning to take

place.” Proctor and Thornton

“Training is a means to educate somewhat narrowly mainly by instruction,

drill and Discipline. It is referred as applying principally to the improvement

of skills and hence to learning how to perform specific tasks.” Yoder

“Training is being defined as an act of increasing the knowledge and skill of

an employee for doing a particular job. It is concerned with imparting

specific skills for particular purposes. Training is aimed at learning a skill by

a prescribed method of application of a technique.” Tripth

“Training is the formal procedure which a company utilizes to facilitate

learning so that the resultant behaviour contributes to the attainment of the

company’s goals and objectives.” Mc Ghee and Thayer

Thus, training refers to the efforts made on the part of the trainer who

facilitates learning on the part of the training to increasing skills knowledge

and perfection in a specific task for efficiency economy and satisfaction.

Upon reviewing the variety of definition of training available the following

characteristics can be listed as key elements for effective training.

Effective training is the learning experience

Effective training is a planned organizational activity

Effective training is a response to identified needs.

Training enables employees to demonstrate new concepts, build skills, solve

difficult interpersonal relationship and technical problems or gain insight

into behavior accepted as “the way thing are”.

A key assumption of training is that by giving employees skill and

insight for identifying and defining organizational problems, individual will

have greater capacity to change unproductive and unsatisfying

organizational structures and processes. It is a catalytic process that depends

largely on the abilities of informed and skilled members to develop their

tools for charge.

However, the individual abilities must be simultaneously supported by

organizational accountability so that, participants use their abilities to the

hilt to learn from the training programmes and transfer those learning to the

workplace and is technically termed as the transfer of training effects. It is

basically the process of increasing the knowledge and skills for doing a

particular job; an organized procedure by which people gain knowledge and

skill for a definite purpose.

TRAINING

Employee training is a specialized function and is one of the

fundamental operative functions of Human Resource Management.

Acc to FLIPPO,

“Training is the act of increasing the knowledge and skill of an

employee for doing a particular job.”

It is a short term educational process and utilizing a systematic and

organised procedure by which employees learn technical knowledge and

skills for a definite purpose.

Training refers to the organisation’s efforts to improve an individual’s

ability to perform a job or organizational role.

It can be defined as a learning experience in which it seeks a relative

permanent change in an individual that would improve his ability to perform

the job.

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT

Training and development go hand in hand and are often used

synonymously but there is a difference between them.

Training is the process of learning a sequence of programmed behavior. It

is an application of knowledge. It gives people an awareness of the rules and

procedures to guide their behavior. It intends to improve their performance

on the current job and prepares them for an intended job.

Development is a related process. It covers not only those activities which

improve job performance but also those which bring about growth of the

personality. It helps individual in the progress towards maturity and

actualization of potential capabilities so that they can become not only good

employees but better human beings.

PRINCIPLES OF TRAINING

Motivation

Learning is enhanced when the learner is motivated. Learning experience

must be designed so learners can see how it will help in achieving the goals

of the organisation. Effectiveness of training depends on motivation.

Feedback

Training requires feedback. It is required so the trainee can correct his

mistakes. Only getting information about how he is doing to achieve goals,

he can correct the deviations.

Reinforcement

The principle of reinforcement tells the behaviors that are positively

reinforced are encouraged and sustained. It increases the likelihood that a

learned behavior well be repeated.

Practice

Practice increases a trainee’s performance. When the trainee’s practice

actually, they gain confidence and are less likely to make errors or to forget

what they have learned.

Individual Differences

Individual training is costly. Group training is advantageous to the

organisation. Individuals vary in intelligence and aptitude from person to

person. Training must be geared to the intelligence and aptitude of

individual trainee.

OBJECTIVES OF TRAINING

To increase productivity

An instructor can help employees increase their level of performance on

their assignment. Increase in human performance leads to increase in the

operational productivity and also the increase in the profit of the company.

To improve quality

Better trained workers are less likely to make operational mistakes. It can be

in relationship to the company or in reference to the intangible

organizational employment atmosphere.

To help a company fulfill its future personnel needs

The organizations having good internal training and development

programmes will have to make less changes and adjustments. When the need

arises, vacancies can be easily staffed.

To improve organizational climate

An endless chain of positive reactions result from a well planned training

programme.

To improve health and safety

Proper training can prevent industrial accidents. A safer atmosphere leads to

more stable attitudes on part of the employees.

Obsolescence prevention

Training and development programmes foster the initiative and creativity of

employees and can help prevent manpower obsolescence.

Personal growth

Employees on a personal basis gain individually from their exposure to

educational expressions. Training programmes give them wider awareness

and skills.

NEED FOR TRAINING

To impart to the new entrants the basic knowledge and skills they

Need for definite tasks.

To assist employees to function more effectively in their present

positions by exposing them to new concepts.

To build a line of competent people and prepare them to occupy more

responsible positions.

To reduce the supervision time, wastage and spoilage of new material.

To reduce the defects and minimize the industrial accidents.

To ensure the economical output of the required quality.

To prevent obsolescence.

To promote individual and collective morale, responsibility and

cooperative attitudes etc.

TYPES OF TRAINING

Training is required for several purposes. Accordingly training

programmes may be of the following types:

Orientation training: Induction or orientation training seeks to adjust

newly appointed employees to the work environment. Every new

employee needs to be made fully familiar with his job, his superiors and

subordinates and with the rules and regulations of the organisation.

Induction training creates self-confidence in the employees. It is also

knows as pre-job training. It is brief and informative.

Job training: It refers to the training provided with a view to increase the

knowledge and skills of an employee for performance on the job.

Employees may be taught the correct methods of handling equipment and

machines used in a job. Such training helps to reduce accidents, waste

and inefficiency in the performance of the job.

Safety training: Training provided to minimize accidents and damage to

machinery is known as safety training. It involves instruction in the use

of safety devices and in safety consciousness.

Promotional training: It involves training of existing employees to

enable them to perform higher level jobs. Employees with potential are

selected and they are given training before their promotion, so that they

do not find it difficult to shoulder the higher responsibilities of the new

positions to which they are promoted.

Refresher training: When existing techniques become obsolete due to

the development of better techniques, employees have to be trained in the

use of new methods and techniques. With the passage of time employee

may forget some of the methods of doing work. Refresher training is

designed to revive and refresh the knowledge and to update the skills of

the existing employees. Short-term refresher courses have become

popular on account of rapid changes in technology and work methods.

Refresher or re-training programmes are conducted to avoid obsolescence

of knowledge and skills.

Remedial training: Such training is arranged to overcome the

shortcoming in the behaviour and performance of old employees. Some

of the experienced employees might have picked up appropriate methods

and styles of working. Such employees are identified and correct work

methods and procedures are taught to them. Remedial training should be

conducted by psychological experts.

PROCESS OF TRAINING

Fig3.1- Sequential Model of an

effective Training Process

This model reveals some of the

biases, beliefs and philosophies

concerning how training should be conducted in an organisation.

Data Gathering

Establish objective

Identify resourcesDevelop curriculum

Solicit Feed- Back

Data Gathering/ Evaluation

Facilities transfer of learningPerform Training

Plan objectives

METHODS OF TRAINING

Fig 3.2- Methods of Training

On-the-job techniques

On the job techniques enables managers to practice management skills,

make mistakes and learn from their mistakes under the guidance of an

experienced, competent manager. Some of the methods are as:

Job Rotation: It is also referred to as cross straining. It involves placing

an employee on different jobs for periods of time ranging from a few hours

to several weeks. At lower job levels, it normally consumes a short period,

such as few hours or one or two days. At higher job levels, it may consume

much larger periods because staff trainees may be learning complex

functions and responsibilities.

Job rotation for managers usually involves temporary assignments that

may range from several months to one or more years in various departments,

plants and offices.

METHODS OF TRAINING

ON- THE- JOB METHODS

OFF- THE- JOB METHODS

Job rotation for trainees involves several short-term assignments, that

touch a variety of skills and gives the trainees a greater understanding of

how various work areas function.

For middle and upper level management, it serves a slightly different

function. At this stage, it involves lateral promotions which last for one or

more years. It involves a move to different work environment so that

manager may develop competence in general management decision making

skills.

Enlarged and enriched job responsibilities: By giving an employee

added job duties, and increasing the autonomy and responsibilities

associated with the job, the firm allows an employee to learn a lot about

the job, department and organisation.

Job instruction training: It is also known as step-by-step training. Here,

the trainer explains the trainee the way of doing the jobs, job knowledge

and skills and allows him to do the job. The trainer appraises the

performance of the trainee, provides feedback information and corrects

the trainee. In simple words, it involves preparation, presentation,

performance, and tryout and follows up.

Coaching: The trainee is placed under a particular supervisor who

functions as a coach in training the individual. The supervisor provides

the feedback to the trainee on his performance and offers him some

suggestions for improvement. Often the trainee shares some duties and

responsibilities of the coach and relives him of his burden.

A drawback is that the trainee may not have the freedom or opportunity to

express his own ideas.

Committee assignments: Here in, a group of trainees are given and

asked to solve an actual organizational problem. The trainees solve the

problem jointly. This develops team work and group cohesiveness

feelings amongst the trainees.

Off-the-job training

It includes anything performed away from the employee’s job area or

immediate work area. Two broad categories of it are:

In house programmes

These are conducted within the organizations own training facility; either by

training specialists from HR department or by external consultant or a

combination of both.

Off-site programmes

It is held elsewhere and sponsored by an educational institution, a

professional association, a government agency or an independent training

and development firm.

The various off- the- job training programmes are as follows:

Vestibule training: Herein, actual work conditions are simulated in a

class room. Material, files and equipment those are used in actual job

performance are also used in training. This type of training is commonly

used for training personnel for clerical and semiskilled jobs. The duration

of this training ranges from few days to a few weeks. Theory can be

related to practice in this method.

Role playing: It is defined as a method of human interaction that

involves realistic behaviour in imaginary situations. This method

involves action doing and practice. The participants play the role of

certain characters, such as production manager, HR manager, foreman,

workers etc. This method is mostly used for developing interpersonal

interactions and relations.

Lecture method: The lecture is a traditional and direct method of

instruction. The instruction organizes the material and gives it to the

group of trainees in the form of a talk. To be effective, the lecture must

motivate and create interest among the trainees. An advantage of this

method is that it is direct and can be used for a large group of trainees.

Conference or discussion: It is a method in training the clerical,

professional and supervisory personnel. It involves a group of people

who pose ideas, examine and share facts and data, test assumptions and

draw conclusions, all of which contribute to the improvement of job

performance. It has an advantage that it involves two-way

communication and hence feedback is provided. The participants feel

free to speak in small groups. Success depends upon the leadership

qualities of the person who leads the group.

Programmed instruction: This method has become popular in recent

years. The subject matter to be learned is presented in a series of

carefully planned sequential units. These units are arranged from simple

to mere complex levels of instructions. The trainee goes through these

units by answering questions or filling the blanks. This method is

expensive and time consuming.

EVALUATING THE EFFECTIVENESS OF TRAINING

An Investor in People evaluates the investment in training and

development to assess achievement and improve future effectiveness.

Kearns (1994) suggests that there are four groups of ‘measures’ of

training effectiveness which are used by organisation. The groups are as

follows:

- No Measurement

- Subjective Measures

- Qualitative Measures

- Objective Measures

The first group, in which no real measurement occurs, includes

activities undertaken as an “Act of Faith”, where no form of measurement is

attempted, such as initiatives to improve communications in organisation,

which seem to make people feel good and appear to have worked in some

intangible manner.

The second group includes subjective responses from trainees/course

delegates, as exemplified by the “Happy Sheet”. The main question asked is

about how individuals feel after the training. Organisations often make the

assumption that positive responses indicate training success and therefore

value to the organisation. However, course delegates may well give strong

positive response scores for a number of reasons, including the

presentational skills of the trainer, the quality of the venue, and the “feel

good” factor of indulging in a creative work group, and so on.

Quality measures appear to be more objective than the previous

group, but are often flawed by subjectivity as well. They are typified by

questionnaires asking delegates to “put a value on” the likely benefits of a

training programme.

Objective measures are the only really meaningful ones. However,

they challenge the provider of training to demonstrate how their training

activities feed through to the “bottom line”: in terms of return on investment

and return on the capital employed. There has often been an assumption, in

times past, that training somehow “justifies itself”, because it is all about

developing people. However, it is incumbent on organisations to look

critically at the ways in which they evaluate their training activities, lest they

fall prey to the subject approach and are badly caught out when a rigorous

analysis of all the functions of the organisation’s business is called for.

A desirable, if not essential, characteristic of all training programmes

is a built-in provision for evaluation. The four main dimensions of

evaluation are:

Evaluation of contextual factors

Training effectiveness depends not only on what happens during

training, but also on what happens before the actual training and what

happens after the training has formally ended. Evaluation should, therefore,

be done of both the pre-training and post-training work. Pre- training work

includes proper identification of training needs, developing criteria of who

should be sent for training, how many at a time and in what sequence,

helping people to volunteer for training, building expectations of prospective

participants from training etc. Post- training work includes helping the

concerned managers to plan to utilize the participant’s training, and provide

the needed support to them, building linkages between the training section

and the line departments and so on.

Evaluation of training inputs

This involves the evaluation of the training curriculum and its

sequencing.

Evaluation of the training process

The climate of the training organisation, the relationship between

participants and trainers, the general attitude, and approaches of the trainers,

training methods, etc are some of the important elements of the training

process which also needs to be evaluated.

Evaluation of training outcomes

Measuring the carry-home value of a training programme in terms of

what has been achieved and how much is the main task of evaluation. This,

however, is a complex technical and professional task. Benefits of a training

programme are not obvious and they are not readily measurable. Payoffs

from training are intangible and rather slow to become apparent. A central

problem is the absence of objective criteria and specific definitions of

relevant variables by which to measure the effectiveness either of specific

programmes or changes in employee behaviour. Nevertheless, the good

personnel managers do make an effort to systematically appraise the benefits

and results of their programmes.

In job-related training, the objective is to train people for specific job

skills so that their productivity may increase. Evaluation can be done either

to the direct criterion of increase in output or to the indirect criteria of

decrease in cost, breakage or rejects. Even more indirect are measures that

point out changes in absenteeism or turnover. The most difficult problems of

evaluation lie in the area of human relations skill training which is given to

the supervisors and middle- level managers. Supervisory and managerial

training programmes are, for this reason, less amenable to objective review

procedures. Much subjectivity enters into evaluations of these programmes,

since exact standards and criteria are hard to devise.

OVERVIEW OF THE INDUSTRY

The Indian economy continues to grow at a healthy pace with a 6.9%

growth in the financial year 2004-05 on the back of robust showing by

manufacturing and service sectors.

Within FMCG’s, the biscuit industry showed a robust volume growth

last year. The organized and branded biscuit industry in India is currently

estimated at around 900,000 tonnes having grown 12% last year, as

compared to the 7% growth of the FMCG sector. New players have entered

the market at the national level and the regional level, making the industry

dynamic and very competitive. Aggressive pricing activity, trade and

consumer promotions have pulled down the overall pricing power of the

brands in the market. This needs to be managed through the strong margin

management measures in order to sustain profitability in the industry. In last

year alone, the key input costs increased by 12-15%.

The per capita consumption continues to grow across all age groups

and socio-economic strata. Biscuits continue to maintain their position as

one of the most widely distributed and available packaged food categories in

India. 38% of the total volume comes from the rural markets though this

number varies by type of biscuit, with glucose being the most widely

distributed in rural markets at 50% overall sales. The market has also

migrated towards bulk and family packs that offer better value for money on

a per kg basis.

CHAPTER-2

RESEARCH

METHODOLOGY

OBJECTIVES OF THE STUDY

The first & foremost step in any research work is to identify the

problems or objectives on which the researcher has to work on. There are

two types of objectives met in this study, as explained below:

MAJOR OBJECTIVE

To analyze the existing training practices, its effectiveness and

recommend measures to improve the training practices in the

organisation.

MINOR OBJECTIVES

To study the frequency of training, training methods and their effects

on the trainees and recommend certain measures for improvement.

To understand the present practices enforced in respect of training at

the personnel department and recommend any changes if necessary.

To take feedback and analyze the level of satisfaction amongst the

employees in respect of training activities and suggest alternatives.

SCOPE OF THE STUDY

Training Effectiveness is the process wherein the management finds

out how effective it has been at training and developing the employees in an

organisation.

This study gives some suggestions for making the present training and

development system more effective.

It gives organization the direction, how to deal differently with

different employees.

It identifies the training & development needs present among the

employees.

MANAGERIAL USEFULNESS OF THE STUDY

The effectiveness of the training programmes can be established

through this study.

This study helps to understand, analyze & apply the core concepts of

training in an organisation.

Managers would be able to identify the need of training for its

employees.

Managers would know what employees think of the training and

development programmes and make changes if necessary.

METHODOLOGY

Every project work is based on certain methodology which is a way to

systematically solve the problem or attain its objectives. It is a very

important guideline and lead to completion of any project work through

observation, data collection and data analysis.

According to Clifford Woody,

“Research Methodology comprises of defining & redefining problems,

collecting, organizing &evaluating data, making deductions &researching

to conclusions.”

Accordingly, the methodology used in the project is as follows: -

Defining the objectives of the study

Framing of questionnaire keeping objectives in mind (considering the

objectives)

Feedback from the employees

Analysis of feedback

Conclusion, findings and suggestions.

SELECTION OF SAMPLE SIZE

The Company has a total strength of 96 officers and 403 workers. In

order to take a reasonable sample size and not to disturb the functioning of

the organisation, a sample size of 20% of the total strength of the Company

has been taken in order to arrive at the present practices of training in the

Company.

Accordingly, 20 officers and 40 workers have been selected at random

from all the departments of the organisation and feedback forms

(questionnaire) have been obtained. The data has been analysed in order to

arrive at present training practices in the organisation.

SAMPLING TECHNIQUE USED

The technique of Random Sampling has been used in the analysis of

the data.

Random sampling from a finite population refers to that method of

sample selection which gives each possible sample combination an equal

probability of being picked up and each item in the entire population to have

an equal chance of being included in the sample. This sampling is without

replacement, i.e. once an item is selected for the sample, it cannot appear in

the sample again.

DATA COLLECTION

To determine the appropriate data for research mainly two kinds of

data was collected namely primary & secondary data as explained below:

PRIMARY DATA

Primary data are those, which were collected afresh & for the first

time and thus happen to be original in character. However, there are many

methods of collecting the primary data; all have not been used for the

purpose of this project. The ones that have been used are:

Questionnaire

Informal Interviews

Observation

SECONDARY DATA

Secondary data is collected from previous researches and literature to

fill in the respective project. The secondary data was collected through:

Text Books

Articles

Journals

Websites

STATISTICAL TOOLS USED

The main statistical tools used for the collection and analysis of data

in this project are:

Questionnaire

Pie Charts

Tables

LIMITATIONS OF THE STUDY

The following are the limitations of the study:

The sample size was small and hence the results can have a degree of

variation.

The response of the employees in giving information was lukewarm.

Organization’s resistance to share the internal information.

Questionnaire is subjected to errors.

CHAPTER-3

COMPANY PROFILE

OVERVIEW OF BRITANNIA INDUSTRIES LTD

Baking practices were well known to Indian cuisine for thousands of

years, but the humble biscuit became a familiar and commonplace item of

diet only during the 20th century. The products and marketing strategies of

India’s premier food company Britannia Industries. Limited over the last

century have been responsible for this remarkable dietary acculturation.

The entire biscuits’ market is estimated to be 1.1 million tonnes per

annum, and valued at over Rs. 50 billion.

The biscuits segment enjoys one of the most developed markets for

any item of mass consumption, covering over 90 per cent of the overall

potential market. This implies that over 900 million Indians buy and eat

biscuits, with varying frequency in any year. The market is highly

competitive at the supply-side, with thousands of small-scale manufacturers

as well as others in the organized, large-scale sector.

The strength of the Britannia brand is demonstrated by the fact that it

stands far above all in this fiercely competitive market, with over 46 per cent

market share, by value (Source: ACNielsen ORG-MARG 2003).

ACHIEVEMENTS

Britannia is synonymous with the rise and growth of the biscuit

industry in India.

Throughout this process it has displayed an uncanny intuition about

emerging popular tastes for biscuits. This foresight, coupled with the will to

innovate and evolve new products, has been the impetus that has propelled

the Britannia brand ahead of the rest. Being the market leader, Britannia

Industries operates under an underlying principle of setting its own rules and

standards that have almost always become the adopted paradigm for the

entire biscuit industry.

It brought the health dimension to an industry that was traditionally

driven by taste alone. This is reflected in Britannia’s brand slogan,

introduced in 1997 that exhorted consumers to ‘Eat Healthy, Think Better’.

This was quickly embraced by the entire industry to come up with similar

promotional campaigns showing biscuits to be an epitome of a healthy,

happy diet.

Going beyond biscuits has been the most difficult challenge and a

litmus test for the company. Britannia entered the dairy category with the

launch of Britannia Milkman range of dairy products. With the success of

Britannia Milkman Cheese, it achieved a niche for itself in a category that

was defined by a competitor that had created the category.

- Britannia’s products retail in over 2 million outlets (Source: ACNielsen

ORG-MARG, 2003), selling approximately 200 million packs a month.

- With millions of happy consumers every month, Britannia is considered

to be one of the most trusted food brands in India (Source: ET Brand

Equity Study, 2003).

- Britannia has also successively made the Forbes List of 200 Best Small

Companies in the world for the years 1999, 2000 and 2002.

SEGMENT-WISE PERFORMANCE

The primary business segment of the company is bakery, which

consists of biscuits, bread and cakes. The overall sales have improved by

11% in volume and 10% in value during the year 2004-05.

-The Biscuit volume grew 12% and its value 10%.

-Bread volume grew 4% and its value 6%.

-Cake and Rusk volume grew 28% and their value 24%.

FACTS ABOUT BRITANNIA

Britannia products are sold in over 2 million outlets, reaching millions of

consumers who buy approximately 2.4 billion packs each year.

A small army keeps Britannia going- over 100 stock-keeping units, 3,000

employees, over 1,500 authorized whole sellers, 53 depots and 46

factories. The number of biscuits produced by Britannia in one year

would be equivalent of one pack of 12 biscuits for every two people in

the world.

Britannia has had a long association with cricket and its players. Nearly

half the members of the current Indian Cricket team serve as its brand

ambassadors.

Launched in 1997, Tiger became the largest selling Britannia biscuit

brand in just 4 months of its launch. It crossed the Rs 1 billion mark in its

very first year and is still going stronger.

PROFILE OF THE ORGANISATION

Britannia was incorporated in 1918 as Britannia Biscuits Co Ltd in

Calcutta. In 1924, Peak Freans, UK acquired a controlling stake, which later

passed on to the Associated Biscuits International (ABI) a UK based

company. During the ’50s and ’60s, Britannia expanded operations to

Mumbai, Delhi and Chennai. The exports of sea foods started in the ’70s.

In 1987, Nabisco Brands Inc, a well known European food company,

acquired ABI. In 1989, J M Pillai, a Singapore based NRI businessman

along with the Groupe Danone acquired Asian operations of Nabisco, thus

acquiring controlling stake in Britannia. Later, Groupe Danone and Nusli

Wadia took over Pillai’s holdings.

In 1977, the Government reserved the industry for small scale sector,

which constrained Britannia's growth. Britannia adopted a strategy of

engaging contract packers (CP) in the small scale sector. This led to several

inefficiencies at the operating level. In April ’97, the Government deserved

the industry for small scale sector, which constrained Britannia's growth.

Britannia adopted a strategy of engaging contract packers (CP) in the small

scale sector. This led to several inefficiencies at the operating level.

In April ’97, the Government deserved the biscuit sector from small

scale. Britannia has expanded captive manufacturing facilities and has

modernized and upgraded its facilities in the last five years. Today Britannia

is an organisation having its presence in both the national and international

markets and heading towards a bright future.

PARENT GROUP

Britannia's controlling stake is jointly with Groupe Danone and Nusli

Wadia. Groupe Danone is one of the leading players in the world in bakery

products business. It acquired interest in Britannia Industries in 1989 and

acquired controlling stake in 1993. Nusli Wadia group is one of the leading

industrial houses in the country, with interests mainly in textiles and

petrochemicals.

Britannia's plants are located in the 4 major metro cities - Kolkata,

Mumbai, Delhi and Chennai. A large part of products are also outsourced

from third party producers. Dairy products are out sourced from three

producers - Dynamix Dairy based in Baramati, Maharashtra, and Modern

Dairy at Karnal in Haryana and Thacker Dairy Products at Howrah in West

Bengal.

Britannia as a company was started in 1892 in Calcutta .The Britannia

brand was introduced about 80 years ago, and today enjoys a status of the

strongest food brand in the country with a net sales growth of 10%.

Britannia, as a company, is guided by the benefits of the long tradition

coupled with the most modern management practices.

The seeds of success are rooted in variety of factors. Britannia has an

excellent distribution network of over 100 stock- keeping units, 3000

employees, over 1500 authorized whole-sellers, 53 depots and 46 factories.

Britannia sells around 1.50 lakhs tones of biscuits, over 4500 tonnes of

breads and cakes and 3,000 tonnes of dairy products. Britannia products are

sold in over 2 million outlets, reaching millions of consumers who buy

approximately 2.4 billion packs every year.

Throughout its existence, Britannia has operated on the principle of

providing products to consumer that are healthy and tasty. This is brought

about by the use of high quality ingredients with a string focus on

“naturalness” and modern manufacturing practices. The company today has

a wide range of bakery products in the biscuit, bread and cake segments.

With its pioneering role in bakery sector, Britannia’s products are today has

excellent value wholesome and hygiene products for the consumer.

However, Britannia sees its role as being larger than just this. The company

has a commitment to the health of Indian masses, and this commitment is

especially strong in the context of children.

As the market leader, Britannia understands its responsibility of

providing the possible products to the consumers. No effort is spread in

acquiring the finest technology and products ideas, either indigenously or

from the internal associates, Group Danone of France.

In the last few years, the company has made a strong entry into the

mass-market segment with tiger brand. A range of products has been

introduced which, apart from the goodness of wheat, also provide the

benefits of milk, glucose and calcium. The brand has been welcomed by the

consumer in all markets and by all consumer types.

Britannia brand name has always stood for good wholesome food

values. Britannia is the epitome of health, hygiene and nutrition. It has

undergone a change, which is truly comprehensive in nature. The dynamic

new motto “EAT HEALTHY,THINK BETTER” is designed to captures the

very essence of purity, energy and freshness, implicit in all its food products

along with the existing products they have also expanded their portfolio with

the introduction of Britannia cheese and cheese spreads, Britannia butter and

Britannia dairy whitener. All of which have already created quite a stir in the

market.

Today, after over seven decades of being an in separable part of life in

India, Britannia is now set to usher its customers into a healthier and tastier

future.

BRITANNIA’S MILESTONE

1892

A humble beginning is made to manufacture biscuits in a small house in

central Calcutta with an investment of Rs 295.

1897

The Gupta Brothers acquired the business, and moved the operations to

Dum Dum, a suburb of Calcutta, under the name of V.S.Brothers.

1910

Advent of electricity helps mechanize the operations.

1914

V.S Brothers secure an initial order for 100 tonnes of “services”.

1918

Gupta Brothers take Mr. C.H. Holmes, an English businessman in Calcutta,

as a partner. The Britannia Biscuit Company limited is registered on March

21, 1918 and the brand name “Britannia” launched.

1919

Sales turnover was Rs 4, 60,896.

1921

New imported machinery is introduced and Britannia Biscuit Company

becomes the first company to install.

1924

Mumbai factory is set up. Peek Prean, U.K acquired a controlling interest in

Britannia Biscuit Company Limited.

1939-44

Sales increased to Rs 16, 27, 202, the business received a big fillip during

World War II” service biscuits are supplied in large quantities.

1952

Calcutta factory is relocated from Dum-dum to present site at Taratola road,

Delhi Biscuit Company is acquired.

1954

BBCo acquired the Delhi Biscuit Co and began the manufacture of sliced

and wrapped bread in Delhi.

1966

New Delhi plant is set up at the present site at Lawrence road and R&D

department is set in Mumbai factory.

1967

Chennai factory commences production.

1968

Britannia Biscuit Company celebrates golden jubilee.

1971

Seafood’s division is set up.

1973

An integrated processing and freezing plant for seafood was commissioned

at Thane.

1975

Public issue- Indian share –holdings distribution fro parry’s

1978

Company name changed to Britannia Industries Limited.

1982

Nabisco brand Inc. U.S.A becomes major foreign share holder.

1983

Sales crossed Rs 100 crores

1986

Soya products trial commences.

1989

The Executive office is moved from Mumbai to Bangalore. B.S.N acquires

stake in BIL through ABIL, U.K

1991

Soya unit at Vidisha divested.

1992

BIL celebrates its platinum jubilee.

1993

Wadia group acquires stake in ABIL U.K and becomes an equal partner with

Group Dan one in BIL.

1994

Sales crossed 10000 tonnes of biscuits.

1997

New Corporate identify “EAT HEALTHY THINK BETTER” launched.

BIL enters the dairy products market.

1998

Sales crossed Rs 10,000 million. (235 MN. Used)

1999

Opened a new category: SNACKING PRODUCTS.

2000

Sales increase by 14.43%, total sale of 1338.10 crores.

2001

Profit of 70.5 crores, an increase of 38.24%.

2004

The creation of a centralized set-up for payables processing, accounting and

MIS systems in the corporate office at Bangalore.

B RITANNIA LOGO

Logo consists of the Company name and slogan.

The logo along with the corporate statement is as:

“EAT HEALTHY, THINK BETTER” aims at positioning Britannia as the

most credible source of healthy yet tasty food product. The corporate

statement captures the Indian concept of unity of body and mind. The

colours used in the logo have it own significance.

Written in three colours:-Red, White and Green.

Red denotes Energy and Vitality.

White denotes Purity.

Green stands for Nutrition and Freshness.

Also there is green stroke beneath the company name, which denotes

surety for health and quality products.

The Hindi rendition of slogan “SWASTH KHAO, TAN MAN

JAGAO”.

MISSION OF THE COMPANY

“To dominate the food and beverage market in India through a

profitable range of tasty yet healthy products.”

Regarding the basis of setting mission and vision statement, Britannia

gives top most priority to “customer satisfaction”, followed by quality,

market leadership, increased profit variety, sales turnover and profit

maximization.

“Our markets are poised for exciting times. As a successful organisation, we

must not only keep pace with consumer expectation, but also anticipate

them. Our new identity is to lay the base to project our future as a successful

'food' company, a company that provides high quality and tasty, yet healthy

foods and beverages".

-Nusli Wadia, Chairman, Britannia Industries Limited.

"I conform to the view that there are three kinds of companies - those that

watch things happen; those that make things happen; and those that wonder

what happened. We certainly wish to make things happen…..My personal

commandment is Do unto others what you don't wish done unto you. It's not

the big who swallow the small; it is the fast that swallow the slow".

-Sunil Alagh, CEO, Britannia Industries Limited.

OBJECTIVES OF THE COMPANY

The objectives of the Company are:

Reduction in consumer complaints.

To start documentation of market returns dealer wise.

To empower the workmen on individual work area to ensure that only

quality products are passed onto the next stage of production.

Continuous training for the development of the human resources.

To minimize the accident rate.

Providing the minimum training base for manpower.

PRINCIPLES AND POLICIES OF THE COMPANY

The Principles and Policies of the Company are:

Derives from the company mission, vision and cherished values.

Build stronger bond between people.

Generating motivation to excel.

Enabling continuance learning and renewal of skills.

Providing opportunities to perform and potential to growth.

Generating a climate of trust, respect and team work.

Installing a sense of pride and belongingness.

Creating a happy climate for work.

Providing a base for retraining of manpower.

SOCIAL RESPONSIBILITY

Britannia recognizes its social responsibilities, and these are

manifested in the following various ways:-

Tsunami Relief- The Britannia family responded to the process of relief and

rehabilitation by voluntary donations from the employees that were matched

with cash contribution by the company and given to the Indian Red Cross

Society. The Company also supplied products and other articles of need to

the affected people.

Britannia – IMG- Britannia has been sporting the Indian Music Group at St

Xavier College at Mumbai for 20 years now. The annual festival, which

takes place around January, has been recognized as one of the most

significant music festivals in the country. Apart from this it also support the

Britannia IMG music centre in the college premises, which is a boasts of a

splendid music library and listening facilities.

Theatre- Britannia has been supporting theatre arts, a Bangalore-based

company, for the production of high quality English theatre. The latest

production, “the kiss of the Spiderwoman” was greeted with rave review in

Bangalore.

The Britannia Amritraj Tennis Scheme-This is a scheme sponsored by

Britannia, which is committed to producing high quality tennis players of

India. The scheme has already produced several champions such as Leander

Paes who have brought laurels to the country. The scheme is fully residential

program. Training is being provided by the highest quality coaches both

Indian and from overseas.

BRITANNIA-THE CORPORATE CITIZEN

Britannia constantly enriches the lives of so many people through its

philanthropic efforts.

Missionaries of Charity: Support has been consistently provided to the

Missionaries of Charity (Mother Tersa) in Calcutta. A special programme

called “We Care” was run to provide opportunities to the under privileged.

Donations of biscuits, uniforms etc. are provided regularly.

Spastic’s Society of Karnataka: Britannia also supports the Spastic’s

Society of Karnataka. In its continuous endeavour to contribute to society,

the company brought forth a unique concept of redressing its regular

stationery and donating the savings made on greeting cards to this worthy

cause.

CORPORATE CULTURE OF BRITANNIA

The Company promotes:

High degree of consumer satisfaction.

Open, interactive, convivial (lively) and innovative work atmosphere.

Result driven at all level but with sense of fairness.

Development of employees and continues renewal of skills.

ORGANISATION CHART

Fig 1.1- the flowchart of Organization

PERSONNEL MANAGEMENT CHART

Fig 1.2- The flowchart of Personnel Department

PERSONNEL MANAGER

SALES MANAGER

STANDARDS MANAGER

FINANCE MANAGER

PRODUCTION PLANNING MANAGER

SYSTEM MANAGER

UNIT HEAD

SECRETARY TO R.P.MANAGER

PERSONNEL OFFICERS

ASSISTANT PERSONNEL OFFICERS

REGIONAL PERSONNEL MANAGER

PRODUCTS

BISCUITS

CAKES

BREAD

BRAND DESCRIPTION

CREAM TREAT Sandwich Cream Biscuit

CHEKKERS Wafer Cream Biscuit

GOOD DAY Biscuits with Real Butter

NUTRI CHOICE Health Biscuits

MILK BIKIS Milk Biscuits

TIGER Health Force Biscuits

MARIEGOLD Semi sweet, Light, Teatime Biscuits

LITTLE HEARTS Sugar Glazed Puffed Pastry Biscuits

50-50 Sweet and Salt Crackers

SNAX Flaky Salted Crackers

MERRI CAKE Single Slice Cakes

Sliced Bar Cakes

PREMIUM BAKE Sliced Sandwich Bread

Soft, White Bread

PROBLEMS OF THE ORGANISATION IN RESPECT OF THE

TRAINING NEEDS

The training department of the Company is confronted with the

following problems:

- There is no regular training schedule for the officers and staff.

- The training given to the employees is not standardized.

- No work study has been done on the requirement of training.

- No in-house training programmes have been conducted.

CHAPTER-4

DATA ANALYSIS

QUESTIONNAIRE ANALYSIS FOR WORKERS IN BIL

1) How many training programmes have you attended during the last year?

No of programmes No. of Respondents

Upto 2 25

3-5 10

6-8 4

More than 8 1

Total 40

INTERPRETATION

35% of the workers have attended 3-8 training programmes in the last year which is the

clue of a useful training policy of the organisation. However, 62% of the workers have

attended only 0-2 training programmes, which should be effectively seen by the

organisation. Also, every worker should be given chances to attend as many training

programmes as possible.

2) The training given is useful to you.

Options No. of Respondents

Strongly agree 19

Moderately agree 10

Can’t say 5

Moderately disagree 5

Strongly disagree 1

Total 40

INTERPRETATION

71% of the respondents feel that the training programmes were useful. 13% respondents

could not comment on the question and 16% think that the programmes were irrelevant to

their objective of being useful. The organisation must ensure programmes that are useful

and prove to cater to the developmental needs of the workers.

3) The time limit of the training programme was sufficient.

Options No. of Respondents

Strongly agree 7

Moderately agree 14

Can’t say 5

Moderately disagree 6

Strongly disagree 8

Total 40

INTERPRETATION

42% respondents feel that the time limit of the training programme was adequate but 35%

feel that it was insufficient. Also, 13% could not comment on the question. All the

respondents though felt that increase in time limit of the programmes would certainly be

advantageous and the organisation should take some steps in this direction.

4) The time limit of the training programme, if increased would make it more effective.

Options No. of Respondents

Strongly agree 18

Moderately agree 8

Can’t say 4

Moderately disagree 8

Strongly disagree 2

Total 40

INTERPRETATION

65% respondents feel that the increase in the duration of the training programmes would

be beneficial but 25% differ to this opinion. Going by the majority, the organisation

should make required changes to increase the duration of the programmes and also take

the opinion of the workers to have an effective training session.

5) The training was effective in improving your on-the-job efficiency.

Options No. of Respondents

Strongly agree 15

Moderately agree 10

Can’t say 5

Moderately disagree 6

Strongly disagree 4

Total 40

INTERPRETATION

62% respondents believe that the training programmes increase their job efficiency but

25% disagree to this. The respondents were of the opinion that having current topics for

the training programmes and also some sessions by an external faculty would help them

increase their on the job efficiency.

6) The training aids used were effective in improving the overall effectiveness of the

programme.

Options No. of Respondents

Strongly agree 10

Moderately agree 4

Can’t say 12

Moderately disagree 8

Strongly disagree 6

Total 40

INTERPRETATION

35% respondents believe that the training aids were effective in improving the overall

efficiency of the programme. Contrary to this, 35% disagree and 30% could not comment

on the issue. The organisation should ensure positive awareness about the training aids

used. Also, the use of better presentation aids should be facilitated.

7) The number of training programmes organized for workers in a year is sufficient.

Options No. of Respondents

Strongly agree 7

Moderately agree 6

Can’t say 4

Moderately disagree 15

Strongly disagree 8

Total 40

INTERPRETATION

33% respondents believe that the number of training programmes organized in a year is

sufficient, but a majority of 57% disagrees to this. The organisation should ensure

multiple programmes for the workers and hence enable them in improving their skills and

knowledge.

8) The participation of workers in training programme would help increase its

effectiveness.

Options No. of Respondents

Strongly agree 20

Moderately agree 9

Can’t say 5

Moderately disagree 4

Strongly disagree 2

Total 40

INTERPRETATION

72% respondents feel that participative and interactive training session could provide

more awareness and knowledge in a small span of time as compared to classroom

teaching. 13% respondents could not comment on this and 15% disagree to it.

9) Please suggest any changes you would like to have in the existing training

programmes.

The major suggestions for changes in the existing training programmes are as

follows:-

The workers were of the opinion that external faculty should be appointed for the

training programmes.

The period of the training sessions should be augmented.

The rate of the training programmes organized in a year should be increased.

Every one should get a chance to attend the training programmes.

Documentaries and other films relating to issues of motivation, team building

should be screened.

Practical examples should be used to make things easy to understand during the

training sessions.

Better technological aids and methods should be used to make the training

sessions exciting.

CHAPTER-5

FINDINGS

FINDINGS

The major findings of the project are enumerated as follows:

Training is considered as a positive step towards augmentation of the knowledge base

by the respondents.

The objectives of the training programmes were broadly known to the respondents

prior to attending them.

The training programmes were adequately designed to cater to the developmental

needs of the respondents.

Some of the respondents suggested that the time period of the training programmes

were less and thus need to be increased.

Some of the respondents also suggested that use of latest training methods will

enhance the effectiveness of the training programmes.

Some respondents believe that the training sessions could be made more exciting if

the sessions had been more interactive and in line with the current practices in the

market.

The training aids used were helpful in improving the overall effectiveness of the

training programmes.

The training programmes were able to improve on-the-job efficiency.

Some respondents also recommended that the number of training programmes be

increased.

CHAPTER-6

RECOMMENDATIONS

RECOMMENDATIONS

Based on the data collected through the questionnaire and interactions with the

Officers and Workers of BIL the following recommendations are made for consideration:

The organisation may utilize both subjective and objective approach for the training

programmes.

The organisation may consider deputing each employee to attend two training

programmes each year.

The In-house training programmes will be beneficial to the organisation as well as

employees since it will help employees to attend their official work while undergoing

the training.

The organisation can also arrange part time training programmes in the office

premises for short durations, spanning over a few days, in order to avoid any

interruption in the routine work.

The organisation can arrange the training programmes department wise in order to

give focused attention towards the departmental requirements.

ANNEXURES

QUESTIONNAIRE FOR THE WORKERS OF BIL

1) How many training programmes have you attended during the last year?

No of programmes No. of Respondents

Upto 2 25

3-5 10

6-8 4

More than 8 1

Total 40

2) The training given is useful to you.

Options No. of Respondents

Strongly agree 19

Moderately agree 10

Can’t say 5

Moderately disagree 5

Strongly disagree 1

Total 40

3) The time limit of the training programme was sufficient.

Options No. of Respondents

Strongly agree 7

Moderately agree 14

Can’t say 5

Moderately disagree 6

Strongly disagree 8

Total 40

4) The time limit of the training programme, if increased would make it more effective.

Options No. of Respondents

Strongly agree 18

Moderately agree 8

Can’t say 4

Moderately disagree 8

Strongly disagree 2

Total 40

5) The training was effective in improving your on-the-job efficiency.

Options No. of Respondents

Strongly agree 15

Moderately agree 10

Can’t say 5

Moderately disagree 6

Strongly disagree 4

Total 40

6) The training aids used were effective in improving the overall effectiveness of the programme.

Options No. of Respondents

Strongly agree 10

Moderately agree 4

Can’t say 12

Moderately disagree 8

Strongly disagree 6

Total 40

7) The number of training programmes organized for workers in a year are sufficient.

Options No. of Respondents

Strongly agree 7

Moderately agree 6

Can’t say 4

Moderately disagree 15

Strongly disagree 8

Total 40

8) The participation of workers in training programme would help increase its effectiveness.

Options No. of Respondents

Strongly agree 20

Moderately agree 9

Can’t say 5

Moderately disagree 4

Strongly disagree 2

Total 40

9) Please suggest any changes you would like to have in the existing training programmes.

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BIBLIOGRAPHY

BIBLIOGRAPHY

Effective Planning in Training and Development Leslie Rae

World Class Training Kaye Thorne

Training in Practice Blackwell

Human Resource Management C.B.Gupta

Human Resource Management T.N.Chabra

Human Capital Journal