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Presentation on Industrial Training

Study on perception of employees regarding the

training and development programmes

Conducted at

JUBILANT ORGANOSYS Ltd. Gajraula.

Presented By

Kavita Rani

MBA-2C


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Jubilant Group Profile

E2

Jubilant Organosys

Jubilant Food Works Dominos

Jubilant Retail

TOTAL

JubilantEnergy

Jubilant ENPRO

JUBILANT

Pharmaceuticals

Life Sciences &

Healthcare

Oil & Gas

Exploratory

drilling in 4

blocks

Food & Retail

Dominosthe largest

Pizza Chain with 274

stores in India covering

54cities

Total Hypermarkets:

Largest retailer in

Bangalore with 4

hypermarket cum malls

Services

Aerospace BellHelicopters

Automobile Audi


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Our Vision


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2008

Acquires

DRAXIS

Specialty

Pharmaceu

tical Inc.

Canada

2007

Acquires

Hollister

Stier

Laboratori

es in USA

2005

Enters

Clinsys

Clinical

Research

business by

setting up

Jubilant

Clinsys

2004

Enters the

medicinal

chemistry

arena by

setting up

Jubilant

Chemsys

2001

New

corporate

identity:Jubilant

Organosys

Ltd

2000

Enters theBio /

chemo

informatics

arena by

setting up

JubilantBiosys

Journey So Far .

1978

Incorporate

d as Vam

Organic

Chemicals

Ltd.


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Our Values

By sharing our knowledge and

learning from each other and and

from the markets we serve, we will

continue to surprise our customers

with innovative solutions.

With utmost care for the environment

and safety, we will always strive to

excel in the quality of our processes,

our products and our services.

We will carefully select, train and

develop our people to be creative,

empower them to take decisions, so

that they respond to all customers

with agility, confidence andteamwork.

We stretch ourselves to be cost

effective and efficient in all aspects of

our operations and focus on flawless

delivery to create and provide the best

value to our customers.


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Global Manufacturing

Gajraula, Uttar Pradesh, India

Nanjangud, Karnataka, India

Roorkee, Uttarakhand, India

Samlaya, Gujarat, India

Nira, Maharashtra, India

Ambarnath, Maharashtra,

India

Chittorgarh, Rajasthan, India

Kirkland, Quebec, Canada

Salisbury, Maryland, USA

Spokane, Washington, USA

India

(8 Locations)

North America

(3 Locations)

11

MANUFACTURING

LOCATIONS


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Global Footprint

Europe

North America

China

India

USA

Canada

Global Headquarters: Noida, India

R&D Centre Noida

World class Discovery Centre Bangalore

8 World class Manufacturing Locations

Generic Formulations- Salisbury

CMO---Sterile Injectables and nonsterile-Ointments, creams, liquids

Jubilant Organosys (USA)

Clinsys Clinical Research

CMO---Sterile Injectables and

non sterile products

Specialty Pharma: Radiopharma

Belgium

Dosage form development

Supply of medical products

Shanghai

Marketing office

Intermediates for life sciences

Industry

Sourcing hub for Raw materials


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Largest

integratedpyridine & its

derivatives

facility in the

world

Zero discharge,

ISO 18001, ISO

9001 certified

facility & cGMP

compliant

Facility -

Gajraula,(near

Delhi),

India

Proprietary Products & Exclusive Synthesis

: Assets at Work


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SWOT analysis of JOL Gajraula

Strength

Globally No. 1 in Pyridine and itsderivatives.

Strength Strong customer relationships.

Strength Presence across the value chain.


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Weakness

Safety of Production plant againstaccidents.

Weakness

Source of Air pollution


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Opportunity

Expansion of Business to unexploredareas of U.S.A, Europe, China & otherlocations worldwide.

Opportunity

Outsourcing drug discovery services to

Life Sciences Industry.


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Threat

Competitors.

Threat

Government policies.


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Ratio Analysis

Current Ratio = Current assets

Current Liabilities

Particulars 2007 2008 2009

Total current

assets875.49 1094.99 1508.62

Total currentliabilities

388.90 396.22 597.55

Current ratios2.25 2.76 2.52


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Quick Ratio= Quick assets

Current Liabilities


Quick assets564.02 773.43 1175.19

Total current

liabilities388.90 396.22 597.55

Quick ratio1.45 1.95 1.96


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A.L.R= Absolute Liquid Assets

Current Liabilities


Absolute liquid

assets13.04 7.67 9.56

Total currentliabilities

388.90 396.22 597.55

Absolute liquid

ratio

0.033 0.019 0.016


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Debt-Equity Ratio = Long term debt

Shareholders fund

Type of Ratio 2007 2008 2009

Debt Equity

Ratio 1.66 1.21 1.89


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Inventory turnover ratio = Cost of goods sold

Average Inventory

Type of Ratio 2007 2008 2009

Inventory

Turnover Ratio5.87 6.68 7.79

Inventory

holding period

62.18 54.64 46.85


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Debtors Turnover Ratio= Net credit Annual sales

Average Trade debtors

Type of Ratio 2007 2008 2009

Debtors


Debtors

collection period

56.15 55.98 51.12


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Creditors turnover ratio = Net credit annual purchase

Average trade creditors

Type of Ratio 2007 2008 2009

Creditors


Creditors

collection period

50.27 53.83 60.63


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Gross Profit Ratio = G.P *100

Net Sales

Type of Ratio 2007 2008 2009

Gross profitratio(%)

17.98 19.09 18.95


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Net Profit Ratio = N.P *100

Net sales

Type of Ratio 2007 2008 2009

Net profit ratio

(%)

14.11 19.69 10.60


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Trend Analysis

Trend analysis of Revenue


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Trend of Net Profit


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Trend of Earning per Share


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Introduction to the Project


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Introduction to the Project


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FOCUS AREAS EXECUTIVES & WORKERS

EXECUTIVES WORKERS

Presentation Skills Productivity & Personality Development

Communication Skills Positive Thinking & Culture Building

Supply Chain Management Work Ethics & New Culture in Industry

Time Management Employees Role in Current BusinessScenario

Creating a Motivational Climate in the

OrganizationWorld Class Manufacturing


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% Breakup of Training Programmes

Quality

52%

Behavior19%

Safety14%

Induction

8%

Core Function7%

Quality

Behavior

Safety

Induction

Core Function


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Need of Study

According to the training schedule

Target of 4000 Mandays per year.

1 Manday = 8 hrs of training

4000 Mandays = 32000 hrs of training per year

= 333 Mandays per month


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Mandays achieved in last three months at JOL

Gajraula.


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Title

Study on perception of employees regarding the

training and development programmes conducted atJUBILANT ORGANOSYS Ltd. Gajraula.


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Objectives

To study the awareness and satisfaction level ofemployees regarding different training &development programmes.

To study the participation level of employees in thetraining & development programmes.

To identify the different problems faced byemployees regarding the training & developmentprogrammes.


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Research Methodology

ResearchDesign

Descriptive

Data

collection

Primary Secondary

Universe All employees currently working in Jubilant

Organosys Ltd worldwide.


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Population

Detailed list of all employees of JOL Gajraula(onlyfrom six departments namely Q.C, Q.A, R&D,Administration, Accounts, Purchase).

SamplingUnit

Every single employee currently working at JOLGajraula.

SamplingFrame

All employees currently working in Jubilant OrganosysLtd. Gajraula.


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Sample Size

50

SamplingTechnique

Convenience of time, availability ofemployees.


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Limitations of study

Companys restrictive policies.

Quality of information is highly dependent on theknowledge and mindset of the respondents.

Research is based on only internal informationavailable.


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Data Analysis & Interpretation

Awareness regarding training & development

programmes. (N= 50, n=50)

Figure 4.1

Awareness regarding Traning Programs

YES

100%

NO

0%

YES

NO


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Source of information regarding details of

training & development programmes

(N= 50, n=67)Figure 4.2

37.31%34.30%

1.49%

26.80%

0.00%

5.00%

10.00%15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

Sources Of information

Percentage

Percentage 37.31% 34.30% 1.49% 26.80%

E-mail NoticesPersonal

calls

All of the

above


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Frequency of conducting training and

development programmes. (N=50, n= 50)

Figure 4.3

Frequency of attending training and


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Frequency of attending training and

development programmes

( N=50, n=50)Figure 4.4


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Interaction of trainees with trainer during

training sessions (N=50, n=50)

Figure 4.5

24%

66%

4% 6%0%

0%

10%20%

30%

40%

50%

60%70%

Trainees freely interact with trainer

Percentage

Percentage 24% 66% 4% 6% 0%

Strongly

agree(+2)Agree(+1) Neutral(0)

Disagree(-

1)

Strongly

disagree(-


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Mean Value(1.08)

Interaction Of Trainees

1.08

0

0.2

0.4

0.6

0.8

1

1.2

1

Series1


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Reasons for not attending the training &

development programmes. (N=41, n= 47)

Figure 4.6

Reasons for not attending T & D Programmes

44.68%

2.12%

12.76%

21.27%

6.38%

12.76%

0.00%5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%40.00%

45.00%

50.00%

Inappropriate

timing

Outdatedtraining

methods

Irrelevanttopics

Recommendations

Dissatisfaction

fromp

revious

sessions

Lackof

infrastructure

Percentage


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Reasons which create a negative impact

during training sessions.( N=45, n= 51)

Figure 4.7

Reasons creating a negative impact

19.60%

49%

5.88%

25.49%

0%0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Communication

Gap

No Practical

exposure

Languaga

Problem

Trainers attitude Training Venue

Percentage


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Satisfaction level of employees.

(N=50, n=50)

Figure 4.8

8%

78%

8% 6%0%

0%

10%

20%

30%

40%

50%

60%

70%80%

Satisfaction level of Employees

Percentage

Percentage 8% 78% 8% 6% 0%

Highly

satisfiedSatisfied neutral Dissatisfied

Highly

dissatisfied


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Mean Value (0.88)

Satisfaction level

0.88

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

1

Series1


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Importance of location in deciding the

effectiveness of training programmes.

(N= 50, n=50)Figure 4.9.1

8%

12%

34%

20%

26%

0%

5%

10%

15%

20%

25%

30%

35%

Importance of location

Percentage

Percentage 8% 12% 34% 20% 26%

1(Least Imp) 2(Less Imp) 3(Neutral) 4 (Imp) 5(Most Imp)


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Importance of training techniques in

deciding effectiveness of training

programmes. (N=50, n=50)Figure 4.9.2

0%4%

16%

34%

46%

0%

10%

20%

30%

40%

50%

Importance of Training techniques

Percentage

Percentage 0% 4% 16% 34% 46%

1(Least

Imp)

2(Less

Imp)3(Neutral) 4 (Imp)

5(Most

Imp)


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Importance of practical exposure.

(N=50, n=50)

Figure 4.9.3

2% 2%

14%

32%

50%

0%

10%

20%

30%

40%

50%

Importance of Practical exposure

Percentage

Percentage 2% 2% 14% 32% 50%

1(Least

Imp)

2(Less


5(Most

Imp)


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Importance of Areas covered. (N=50,

n=50)

Figure 4.9.4

2%0%

24%

42%

32%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Importance of areas covered

Percentage

Percentage 2% 0% 24% 42% 32%

1(Least

Imp)

2(Less


5(Most

Imp)


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Importance of Trainers skills. (N=50, n=50)

Figure 4.9.5

0%

10%

20%

30%

40%

50%

60%

70%

80%

Importance of Trainers Skills

Percentage

Percentage 0% 0% 2% 24% 74%

1(Least

Imp)

2(Less


5(Most

Imp)


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Relative Importance of factors in deciding

the effectiveness of Training programmes.

Factors deciding

effectiveness of training

programmes

Mean Value Rank

Location(Inhouse/Outho

use)

3.44 1(least Imp)

Training techniques 4.22 3

Practical exposure 4.26 4

Areas covered 4.02 2

Trainers Skills 4.72 5(Most Imp)

l i f f i d idi


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Relative Importance of factors in deciding

the effectiveness of Training programmes.


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Result & Findings

Most of the employees receive information regardingT& D programmes through E-mails & notices butvery less of them receive personal calls.

The frequency of conducting T&D programmes isquite variable but for majority of employees it is oncein 90 days.

Four employees( Purchase department) respondedthat the frequency of conducting T & D programmesis once in 6 months.


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Contd.

Inappropriate timings and recommendations bycolleagues were the two main reasons for notattending T&D programmes.

Lack of practical exposure during training sessionshas created a negative impact on employees.


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Contd.

Most of the employees are satisfied with T&D

programmes being conducted at JOL.

Many times the HODs didnt allowed the employees

to attend training programmes as there was no staff

present in reserve to continue with the operations in

the plant.


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Suggestions

To cover all the employees in training programmes assome of the employees complained that , they arevery rarely called for training sessions.

There should be manpower available in reserve tohandle the plant if any employees goes for a trainingprogramme.

The training programmes must be more practicallyoriented.


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Contd.

More training programmes must be conductedannually.

Trainees must be informed well in advance so thatthey can make arrangements for their appointments orwork in the plant or office.

Planned training schedule must be made, and thesame must be forwarded to all the employees.


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Conclusion

The employees are quite satisfied with the training &

development programmes conducted at JOL.

More training programmes must be conducted, andefforts must be made to have maximum participation.

There should be training programmes for all withoutany preference for anybody on any grounds.


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QuestionsAny Questions ??


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