Training Project Report On ³Training Effectiveness With Special Reference To Environment Management At SFC, Kota´ Submitted in partial fulfillment for the Award of degree of Master of Business Administration Submitted By: - Submitted To:- Megha Bhardwaj Dr. Payal Upadhyay MBA Part III (FACULTY) OKIMR 2008-2010 OM KOTHARI INSTITUTE OF MANAGEMENT & RESEARCH, KOTA (Affiliated to Rajasthan Technical University, Kota) http://www.SmartPDFCreator.com http://www.SmartPDFCreator.com http://www.SmartPDFCreator.com http://www.SmartPDFCreator.com http://www.SmartPDFCreator.com
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Training Project Report On
“Training Effectiveness With Special Reference
To Environment Management At SFC, Kota”
Submitted in partial fulfillment for the Award of degree of
Master of Business Administration
Submitted By: - Submitted To:- Megha Bhardwaj Dr. Payal Upadhyay MBA Part III (FACULTY)
OKIMR
2008-2010
OM KOTHARI INSTITUTE OF MANAGEMENT & RESEARCH, KOTA
(Affiliated to Rajasthan Technical University, Kota)
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OM KOTHARI INSTITUTE OF MANAGEMENT & RESEARCH
(Affiliated to Rajasthan Technical University, Kota, Approved by All India Council for Technical Education – Government of India and Sponsored by Om kothari Foundation, Kota)
CERTIFICATE
This is to certify that Miss. MEGHA BHARDWAJ a student of MBA – II Year (Sem – III) at Om Kothari Institute of Management & research has completed Training Project Report entitled “A Study On Training Effectiveness with Special reference to Environment Management at SFC, Kota “. The project has been completed after studying for one year in MBA course and for partially fulfilling the requirements for awards of degree of Master of Business Administration of Rajasthan Technical University, Kota. The Training Project report has been completed under the guidance of “Dr. Payal Upadhyay” of OKIM&R and is as per norms and guidelines provided. Dr.K.C.Shringi Dr. Payal Upadhyay Director Academic Guide Kota Date:
A – 1, special I.P.I.A. Jhalawar road, Kota – 324005
(Affiliated to Rajasthan Technical University, Kota, Approved by All India Council for Technical Education – Government of India and Sponsored by Om kothari Foundation, Kota)
CERTIFICATE
This is to certify that Miss. MEGHA BHARDWAJ a student of MBA – II Year (Sem – III) at Om Kothari Institute of Management & research has completed Training Project Report entitled “A Study On Training Effectiveness with Special reference to Environment Management at SFC, Kota “. The project has been completed after studying for one year in MBA course and for partially fulfilling the requirements for awards of degree of Master of Business Administration of Rajasthan Technical University, Kota. The Training Project Report has been evaluated and viva – voce conducted by the undersigned panel of examiners. The Project has been found Satisfactory and is recommended for acceptance. Prof. Prof. Internal Examiner External Examiner Kota Date:
A – 1, special I.P.I.A. Jhalawar road, Kota – 324005
Classroom teaching helps the student by making conceptual base clear, but on
the job training is a way, which helps the students to get the applied knowledge
of the concept. Normally the students are not aware of the actual requirement of
practical field, keeping in view this fact; a system of summer training has been
established to make the students acquainted of actual difficulties that are to be
faced in the demanding corporate sector. Summer training at DSCL, KOTA, has given me a great experience.
I was required to prepare a training report on the topic “A Study on Training Effectiveness with Special reference to Environment Management”. The
manager of human resource department helped me a lot to prepare this report.
.
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Acknowledgement
I express my sincere thanks to my project guide, Dr. PAYAL UPADHYAY,
ASTT. FACULTY (OKIMR), HUMAN RESOURCES, for guiding me right form
the inception till the successful completion of the project. I sincerely acknowledge
her for extending their valuable guidance, support for literature, critical reviews of
project and the report and above all the moral support she had provided to me
with all stages of this project. I would also like to thank the supporting staff of library, for their help and
cooperation throughout our project.
(Signature of Student)
MEGHA BHARDWAJ
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DECLARATION
I hereby declare that the present report entitled a study practical application of “A Study On Training Effectiveness with Special reference to Environment Management” is
based on my original work and indebtedness to other work/publication has been duly
acknowledged at relevant place.
Submitted by
Megha Bhardwaj
MBA III Sem
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EXECUTIVE SUMMARY
My project includes the company profile of the company DSCL.
Company’s History
Core Value of Company
Awards & Testimonials
Executive Team
Business Team
Products of the company.
Project Profile Includes Various Points like :
Meaning Of HRM (Human Resource Management)
How makes the Training Effective
Environment management
o Get coach
o Bike set up
o Nutrition
o Recovery
o Listen to your body
o Winter Focus
o Become a Runner
o Become a Swimmer
It consists of a thorough study on the requirement of special training programmes on
Environment Management for the employees’ of this firm. I have also mentioned the need for
training effectiveness and how the organizers should check these programmes continuously
so that the employees can avail the best of it. I have conducted research on environment
management.
I conducted the survey by Questionnaire Method Of Feedback From the employees. how the
training program held on the environment management have really been able to serve their
motive and my analysis is based on the feedback forms that they filled up for my survey.
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CONTENTS Chapter 1: Company Profile
1. History
2. Organization Structure
3. Achievements & Awards
4. product
Chapter 2:
1. Project Profile
2. Description of Project Chapter 3:
1. Research Methodology
2. Purpose of Research
3. Objective Of The Study
4. Types Of Research
5. Sampling Design
6. Define Universe
7. Methods Of Data Collection
8. Research Design 9. Limitation
Chapter 4:
Analysis & Interpretation
Chapter 5:
Facts and Findings
Chapter 6:
Conclusion Chapter 7:
Suggestions and Recommendation
Chapter 8:
Appendix
1. Bibliography
2. Questionniare
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Chapter 1:
Company Profile
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Sir Shri Ram
Nothing can better sum up the homage paid to great son and philanthropist of Delhi, Barey
Lalaji, Sir Shri Ram who began as a humble worker and went on to set up one of India's
largest business houses - the DCM Group. Not only did Lalaji achieve great height in
business enterprise; he also participated in full measure in the crucial early stages of nation
building.
Everyone is familiar with the name of multiple facets of the industries and institutions on
which he left his imprint - be it the DCM Limited, Bengal Potteries, Jay Engineering Works,
many sugar mills, Sindri Fertilizers, the Lady Shri Ram College, Shriram College of
Commerce, Delhi School of Economics and umpteen others. But who is this Barey Lalaji?
Born into a family of Agarwal banias of modest means, Shri Ram, in the 79 years of his life,
built an industrial empire manufacturing a vast variety of goods like - textiles, sugar, alcohol,
heavy, chemicals, vanaspati, pottery, fans, sewing machines, electric motors and
capacitors. The industrial legacy that he left behind was valued at Rs 600 million at the time
of his death.
Reared in milieu which graft nepotism, black marketing and tax evasion were considered a
must for success in business, Shri Ram set for himself rigid standards of morality in his
dealings with the public and government and made no compromises in order to earn more
money or gain a favor.
While himself deprived of opportunities for higher education, he nevertheless understood
how, important such education was in building the future of a nation.
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As a result he helped to finance a network of schools, colleges, industrial institutes and
research laboratories. He was also the founder chairman of the Industrial Finance
Corporation and Chairman of Sindri Fertilizers, the first national venture in the public sector
in free India
Little is known of Shri Ram's ancestors. Khuswant Singh writes in his "Shri Ram: A
Biography" of the oldest family name on records, is the one of Kanji Mal. Nothing more is
known about him. One of Kanji Mal's descendants was Rattanchand who was a
confectioner. He was the grandfather of Shri Ram's grandfather.
Rattanchand was a man of influential means. He was able to secure for his son Badri Das,
the post of treasurer in the Karnal Commissariat of the British Army.
Badri Das was very mature for his age and he fared well by saving and investing in buying
real estate in Firozpur and Delhi. He died in 1874 leaving behind four sons of whom the
youngest, Bishambar Das was somewhat more distinguished. Bishambar Das had three
sons - Gopal Rai, Girdhari Lal and Madan Mohan Lal. Shri Ram was born to Madan Mohan
Lal and his wife Chando Devi on April 27, 1884.
While Shri Ram lacked formal education he read extensively. His reading included religious
scriptures, Sanskrit classics, Urdu and Persian poetry and some English biographies. He
assiduously cultivated men of learning and culture. But most of all he admired scientists on
whom he pinned his hopes for the salvation of his country. One of his lovable eccentricities
was that he carried out experiments to produce new varieties of food in his own room and
then subjected his none too robust digestive system to his new recipes.
The secret of Shri Ram's enlightened approach to people of different faiths lay in his basic
patriotism, making money was of little consequence to him; not once did he succumb to the
temptation of netting an extra buck or two in the black market or by evading tax.
He was an idealist who believed in raising India into an industrial nation. His love of India
did not make him dislike or distrust Pakistan. Many of his friends were the members of the
Muslim League.
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At the behest of his friend in Lyallpur Cotton Mills in Pakistan, Khan Sahib Ahmed Islam
Khan, he laid the foundation of a mushaira what in the later years came to be known as the
Shanker-Shad Mushaira.
Shri Ram had this uncanny ability to spot the right man for the right job a rare quality that
contributed to his success. He made many mistakes in the choice of friends but seldom did
he err in the selection of a business executive.
Shri Ram's choice was not based on the scrutiny of a "Curriculum Vitae" but on an inborn
gift, a sort of built-in Geiger-counter which ticked when he came across the man he was
looking for.
This helped him to pick up a humble mistry and make him a work manager, to convert an
engineer into an administrator, to mould a perfume-seller into the overall head of a vast
enterprises producing precision instruments and so on.
So sure was Shri Ram with this instinct that once he made up his mind about the man, he
gave that man every latitude, there after his sole concern was with the results.
Shri Ram, described by his umpteen friends, was indeed a true friend. He refused to
believe that any of his friends exploited him. And many did quite blantantly. He made
friendship into an article of faith.
"His house was like a dharamshala" remarks 90 years old freedom fighter Aruna Asaf Ali.
He was unable to eat food unless every seat at the table was occupied. This indiscriminate
hospitality at times
Caused great strain to the members of his family. But his principle was, "the more, the
merrier."
While just in his thirties, Shri Ram got himself known in the industrial as well as the
educational circles. He was nominated to the Delhi Municipal Committee.
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Through his business connections with Ram Bahadur Lala Sultan Singh and more to with
that of his son, Raghubir Singh, who had started the Modern School in Delhi, Shri Ram
began to think of problems of education in India.
He ensured that his sons Murli Dhar, Bharat Ram and Charat Ram went to the Modern
School where children of more advanced Indian families were studying.
He also was instrumental in setting up several prestigious institutions of higher learning and
arts such as the Lady Shri Ram College and Delhi School of Economics, Shriram Center for
Performing Arts etc.
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The Road Ahead
We are an integrated business conglomerate, with a group turnover of Rs. 2940 crores.
Our business portfolio comprises of primarily two types of business i.e.
(i) Energy Intensive products
(ii) Agri products (inputs as well as outputs) and services.
We have manufacturing facilities at Kota (Rajasthan), Bharuch (Gujarat), and Ajbapur,
Rupapur, Hariawan and Loni(UP).
Our hybrid seed operations are at Hyderabad (India), Vietnam, Philippines and Thailand.
The Company also has its windows fabrication units at Bhiwadi, Bangalore, Mumbai,
Hyderabad and Chennai
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Our strengths are:
• Strong energy management expertise both in the area of generation as well as
effective utilization of energy.
• Deep understanding and knowledge of Indian rural milieu developed with over 40
years of close work with farmers to improve his economics.
• Well-established presence and strong brand across the entire agri-space in India.
• Integration through Integrated manufacturing facilities and thru utilization of
competencies/resources across businesses is a major value enhancer.
We are building on the above strengths to develop a business profile which enjoys strong
cost competitive position and delivers superior value to our customers simultaneously. We
are further integrating our business portfolio to add value added products/services and
solutions to the commodity businesses.
We have implemented plans resulting in significant volume growth in past 2-3 years in most
of our existing commodity businesses and expect significant value/growth through value
add businesses in longer term.
The company has invested Rs.1300 crores in the past three years and plans to invest
approximately Rs. 500 crores in the next two years, to expand its business operations.
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Agri-business
This business is a key growth driver for us, and we are present across the entire Agri input,
output and services value chain.
We have established strong relationships with the country's farming community over
decades of operation in this sector based on trust, reliability and superior value to the
customer.
Urea,SSP, soluble fertilizers, micro nutrients, pesticides, and hybrid seeds form our agri
input offerings, while sugar and seeds are the agri outputs we produce & market.
We have been present in the agri services area through over a hundred Shriram Krishi
Vikas Kendras, Helping the rural household's farmers in adopting latest farming practices
and improving their well being.
The Company plans to expand its Hariyali Kisaan Bazaar through
proactive investments.
• Sugar: Increase its Power co-generation capacity from 70.5 MW to 94.5 MW out of
which the company would supply approximately 46 MW to the grid.
The company would be incurring approximately Rs.50 crores in the above expansions
• Hariyali Kisaan Bazaar:HKB initiative is a unique rural retail initiative based on
building “trusted farmer relationships” to create a rural hub that makes agri,
consumer products (of all manufacturers) and agri-services available to farmers in a
fair, transparent and convenient format.
• We are the first company to implement such an initiative and initial response has been very
encouraging in terms of footfalls and conversion. We currently have over 150 such bazaars in
operation and plan to increase it to 300 by Dec 2008.
Energy Intensive Business
• Chlor alkali: The Company plans to increase the capacity of its chlor-alkali
manufacturing facility at Bharuch from 200 TPD to 360 TPD. Further, it also plans to
set up a 48 MW coal based power plant in replacement of the existing 24MW
furnace oil based power plant to generate economical power at Bharuch.
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• The use of imported coal or gas as input will enhance cost efficiency of the plant at
Bharuch. With this expansion, which is expected to be completed by Q1 FY09, the
Company’s chlor-alkali capacity will increase to 670 TPD.
DSCL's core values and beliefs are a reflection of its commitment to build a world class,
learning organization, striving for excellence in all its endeavors.
Customer Focus
• Be sensitive to the needs of the customer; develop superior customer insight
• Commitment to surpass expectations and deliver superior value
Innovation and Excellence
• Strive to think differently and promote creativity
• Make continuous improvement a way of life; drive excellence
People Development
• Continuously improve and upgrade the skills and competencies of our people
• Support people to realize their potential
Team work
• Work closely as a cohesive, well-knit team
• Inculcate a spirit of openness and collaboration
Relationships and Human Dignity
• Value people and partnerships
• Nurture understanding, compassion, trust and respect in all relationships
Social Responsibility and Ethics
• Be a socially responsible corporate, addressing the needs of the community and
environment
• Conduct business ethically
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Social Responsibility
A Responsible Corporate Citizen Continuing with the long history of social commitment
projects started by the founder Sir Shriram, DSCL has been making meaningful
contributions to the society in the different areas.
Agriculture Extension activity
DSL’s Shriram Krishi Vikas Kendra’s (SKVK's) operate with the objective to impart scientific
knowledge to the farmers to enhance their profitability covering crop cycle and harvesting
etc. SKVK's support the farmers in their work and life through adoption of villages. The
SKVK's provide help in meeting educational, hygiene, sanitation needs for the community
as well as healthcare support for animal husbandry.
Health Care
In its endeavor to serve the society around its operating locations, DSCL has equipped
Maharao Bhim Singh (MBS) Hospital, Kota with a state of art intensive care unit - 'The
Shriram ICU' and Private rooms- 'The Shriram Wards'. The company organizes healthcare
camps in its adopted villages and centres to create awareness on diseases like AIDS and
Cancer. Periodic Eye check-up camps are arranged and Family Planning programmes
encouraged by incentive schemes for the villages around its areas of operation
Education
To encourage meritorious and needy students in the fields of Engineering, Medicine,
Agriculture and Management, the company has instituted Scholarships at various
educational institutions in Rajasthan. DSCL runs a 'Primary Education Programme' for the
girl child, which provides for support on books, school bags and uniforms.
The company has also contributed for construction of school buildings both in cities & rural
areas. A recent project was the reconstruction of the Primary School building at
Gandhidham in Bhuj district of Gujrat - its building was reduced to rubble in the Earthquake
in Jan,2001
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Ajay S. Shriram Chairman & Senior Managing Director
Vikram S. Shriram Vice Chairman & Managing Director
Ajit S. Shriram Director (Sugar Business)
Rajiv Sinha Deputy Managing Director
S. D. Omchary Chief Executive Director (Textile/ Real Estate Development)
S. K. Agrawal Senior Executive Director (Chemical Business)
Dr. G. C. Dutta Roy Chief Executive (Energy Business)
K. K. Kaul Executive Director & Resident Head (Kota)
S. Radhakrishna Executive Director (Sugar Business
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Names and Designations of Directors:
S. No. Name Designation 1. Shri Ajay S. Shriram Chairman & Senior Managing Director 2. Shri Vikram S. Shriram Vice Chairman & Managing Director 3. Shri Rajiv Sinha Dy. Managing Director 4. Shri Ajit S. Shriram Director (Sugar) 5. Dr. S. S. Baijal Director 6. Shri Arun Bharat Ram Director 7. Shri Pradeep Dinodia Director 8. Shri Vimal Bhandari Director 9. Shri Sunil Kant Munjal Director
10. Shri D. Sengupta Director
11. Shri S. C. Bhargava (LIC Nominee) Director
12. Dr.N.J.Singh Whole Time Director,(EHS).
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Ajay S Shriram Chairman & Senior Managing Director
Mr Vikram S Shriram Vice Chairman & Managing Director
Mr Rajiv Sinha Dy. Managing Director
Mr Ajit S Shriram Director (Sugar Business)
Mr S D Omchary Chief Executive Director (Textile/ Real Estate Development)
Mr S K Agrawal Senior Executive Director (Chemical Business)
Mr K K Kaul Executive Director & Resident Head Kota manufacturing complex
Mr Sunil Radhakrishna Executive Director Sugar Business
Dr G C Datta Roy Chief Executive Energy Business
Mr Sovan Chakrabarty President & Business Head Agri Inputs
Mr Rajat Mukerjei Senior Vice President and SBU Head- Plastics
Mr Rajesh Gupta President and Business Head “Hariyali”
Dr G Mukhopadhyay Vice President & Business Head Shriram PolyTech
Mr Sandeep Mathur Senior Vice President & Business Head Fenesta™ Building Systems
Mr J K Jain Chief Financial Officer (CFO)
Mr. Sushil Baveja Head - Corporate HR
Mr B L Sachdeva Company Secretary
Dr Sharad Sharma President Shriram Bioseeds Genetics India Ltd.
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AWARDS AND TESTIMONIALS
YEAR AWARD
2002-03
Center for Science and Environment (CSE) Award: Green Rating for Chlor-Alkali
Industry-Unit SAC ranked 2nd
2001-02 TERI Corporate Environment Award 2001
2001-02 National Award for Oil Conservation - SAC Bharuch
2000-01 National Award for Energy Efficiency - SFC Kota & SAC Bharuch
1999-00
NCBM Award for "Best Improvement in Thermal Energy Performance in Cement
Industry"
1998-99 SAP R-3/SAP Star Customer Award 1998
1996-97 NPC Award for Second Best Productivity Performance in Fertilizer Industry
1995-96 FAI’s Runner Up Award for "Best Production Performance of Nitrogenous Fertilizer Unit"
1994-95 NPC Award for "Best Productivity Performance in Cement Industry"
1993-94 NPC Runner Up Award for "Best Productivity Performance in Cement Industry"
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1993-94 Fai’s Award for "Best Productivity Performance of Nitrogenous Fertilizer Unit"
1992-93 NCCBM Award for "Best Improvement in Energy Performance"
1991-92
National Award for "Public Recognition of Outstanding Activity for Prevention & Control
of Pollution"
1990-91 RPCB Award for "Excellence in Pollution Abatement Measures"
1990-91 NPC Award for "Best Productivity Performance in Fertilizer Industry"
1990-91 FAI’s Runner Up Award for "Best Production Performance of Nitrogenous Fertilizer Unit"
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PRODUCTS To handle the requirements of a huge enterprise and the responsibilities of the firm as a
huge industry, DCM was restructured in 1990 into the following four companies.
1. DCM SHRIRAM CONSOLIDATED LIMITED
2. DCM SHRIRAM INDUSTRIES LIMITED
3. DCM LIMITED
4. SHRIRAM INDUSTRIES ENTERPRISES LIMITED
(A) DCM SHRIRAM CONSOLIDATED LIMITED-: The following are the various divisions
of DSCL.
S.
No. Name of the unit Location Products
1. 2. 3. 4. 5. 6. 7. 8.
Shriram Fertilisers&Chemicals Shriram Cement Works Swatantra Bharat Mill. DCM Silk Mill Shriram Alkali & Chemicals DSCL Energy Services Co. Shriram Polytech Limited Fenesta Building Systems
Kota Kota Tonk Alwar Bharuch Delhi Kota Kota/Bhiwadi/ Mumbai/Bangalore
RESEARCH PURPOSE --: The project aims to find the ‘Effectiveness of Training
Programmers with Special reference to Environment Management’ at DSCL, KOTA. The
effectiveness was surveyed for the following training programmes:
• Environment Management
OBJECTIVES OF RESEARCH
• To know how the procedure of environment management in organisation
• To know the awareness level of employees regarding environment management
• To know the importance of environment management
• To study the training effectiveness with special reference to environment
management in the organization
RESEARCH METHODOLOGY--: By keeping the purpose of research in mind a
questionnaire was prepared to measure the effectiveness of training programme on
environment management at SFC. There were four main stages in the research method--:
1. Designing the questionnaire.
2. Sampling.
3. Collecting data.
4. Analysis and Findings.
To conduct my research effectively and systematically, I used the following process which
consist of these steps.
1] Selection of research topic--: The research topic was given and the purpose of the
research was decided.
2] Review of literature--: Before getting started with the survey I went through various
journals and publication of the company, i.e. ‘NEWS LETTER’ of DSCL which is published
every month. This newsletter consists of all the activities which took place the previous
month.
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The information about the company’s history, other products and business dealing areas
were taken from the company’s website www.dscl.com. All this was preserved as the
secondary data.
The primary data was gathered by getting the forms filled and conducting the survey and by
discussion and interaction with the employees.
3] Preparation of research design--: A research design is a systematic plan to
coordinate archaeological research to ensure the efficient use of resources and to guide the
research according to scientific methods. Research design can be divided into these parts:
• Sampling design
• Observational design
• Statistical design
• Operational design
TYPES OF RESEARCH
DESCRIPTIVE RESEARCH--: Descriptive include survey and fact-finding of different kinds.
The major purpose of descriptive research is description of the state of affair, as it exists at
present.
SAMPLING DESIGN--: Procedure depends upon the research objectives to be
accomplished through the investigation. Out of approximately 500 employee coming under
the review category. I took 50 employee for my research which 1/10 part of total sample or
population.
For this project
The method of research:- Systematic Random Sampling,
Sample Unit:- employees of DSCL,
Sample Size:- 50 employees .
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UNIVERSE--: Universe in this report: DSCL kota
Respondents-Employees
METHODS OF DATA COLLECTION
In the project work Primary data secondary data (both) sources of data
has been used.
1. Primary sources of data : The data was collected by the questionnaire
method. A questionnaire was prepared which consisted of 20 questions to be
filled by the employees.
2. Secondary sources of data: The information about the company’s history
were taken from the company’s website www.dscl.com All this was preserved
as the secondary data.
Other sources -News letter & Journals
-Internet
-Files & folder.
INSTRUMENT--: By keeping purpose of research in mind to questionnaire was prepared
to measure to environment management done in SFC,KOTA is correct.
The data was collected by the questionnaire method. A questionnaire
was prepared consisting of questions to be filled by the employees.
LIMITATIONS--:
There is no research without the limitation in study, a member of draw backs can be found.
The present study has the following limitation.
1. Random sampling techniques was used to collect data as result the chance of
personal bias of the researcher cannot be ruled out.
2. Time is one restricting factors. The study has to complete within 45 days.
3. Most of employees were busy in view of the ongoing project, sometimes they had to
be followed up repeatedly.
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4. As for as human are concerned their behavior, attitude& their perceptions are not
stable for a period of time as for as my study is concerned, it is also not spared of
drawbacks.
5. In any study finding depends on the response of the respondents Hence it is
imperative that some drawbacks are bound to exist in study.
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Chapter 4:
Analysis & Interpretation
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DATA ANALYSIS & INTERPRETATION
1. You have established procedures to identify the environmental aspects of
your activities, products, and services:
OPTIONS % OF RESPONSES
YES 95
NO 5
INTERPRETATION
95% respondents feel that they have established procedures to identify the environmental
aspects of their activities, products, and services while 5% respondents disagree to it.
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2. Your procedures focus on the activities, products and services that fall within the boundaries (scope) of your environmental management system:
OPTIONS % OF RESPONSES
YES 80
NO 20
INTERPRETATION
80% respondents feel that their procedures focus on the activities, products and services
that fall within the boundaries (scope) of their environmental management system while
20% respondents disagree to it.
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3. Your procedures help you to identify the environmental aspects of current activities, products, and services:
OPTIONS % OF RESPONSES
YES 75
NO 25
INTERPRETATION
75% respondents feel that their procedures help them to identify the environmental aspects
of current activities, products, and services while 25% respondents disagree to it.
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4. Your procedures help you to identify the environmental aspects of planned activities, products, and services:
OPTIONS % OF RESPONSES
YES 60
NO 40
YES60%
NO40%
INTERPRETATION
60% respondents feel that their procedures help them to identify the environmental aspects
of planned activities, products, and services while 40% respondents disagree to it.
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5. Your procedures help you to identify those environmental aspects that your organization can directly control:
OPTIONS % OF RESPONSES
YES 87
NO 13
INTERPRETATION
87% respondents feel that their procedures help them to identify those environmental
aspects that their organization can directly control while 13% respondents disagree to it.
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6. Your procedures help you to identify those environmental aspects that your organization could influence indirectly:
OPTIONS % OF RESPONSES
YES 65
NO 35
INTERPRETATION
65% respondents feel that their procedures help them to identify those environmental
aspects that their organization could influence indirectly while 35% respondents disagree
to it.
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7. Your procedures help you to pinpoint significant environmental aspects, those that currently have or could have a significant impact on the environment:
OPTIONS % OF RESPONSES
YES 85
NO 15
INTERPRETATION
85% respondents feel that their procedures help them to pinpoint significant environmental
aspects, those that currently have or could have a significant impact on the environment
while 15% respondents disagree to it.
YES85%
NO15%
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8. You have implemented procedures to identify the environmental aspects of your activities, products, and services:
OPTIONS % OF RESPONSES
YES 90
NO 10
INTERPRETATION
90% respondents feel that they have implemented procedures to identify the environmental
aspects of their activities, products, and services while 10% respondents disagree to it.
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9. You use your procedures to identify the environmental aspects of your activities, products, and services:
OPTIONS % OF RESPONSES
YES 75
NO 25
YES75%
NO25%
INTERPRETATION
75% respondents feel that they use their procedures to identify the environmental aspects
of their activities, products, and services while 25% respondents disagree to it.
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10. You have documented the environmental aspects of your organization’s activities, products, and services:
OPTIONS % OF RESPONSES
YES 92
NO 8
INTERPRETATION
92% respondents feel that they have documented the environmental aspects of their
organization’s activities, products, and services while 8% respondents disagree to it.
YES92%
NO8%
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11. You keep your environmental aspect documents up to date:
OPTIONS % OF RESPONSES
YES 77
NO 23
INTERPRETATION
77% respondents feel that they keep their environmental aspect documents up to date
while 23% respondents disagree to it.
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12. You considered significant environmental aspects when you established your environmental management system:
OPTIONS % OF RESPONSES
YES 90
NO 10
INTERPRETATION
90% respondents feel that they considered significant environmental aspects when
they established their environmental management system while 10% respondents
disagree to it.
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13. You considered significant environmental aspects when you implemented your environmental management system:
OPTIONS % OF RESPONSES
YES 80
NO 20
INTERPRETATION
80% respondents feel that they considered significant environmental aspects when they
implemented their environmental management system while 20% respondents disagree
to it.
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14. You consider significant environmental aspects as you maintain your environmental management system:
OPTIONS % OF RESPONSES
YES 72
NO 28
INTERPRETATION
72% respondents feel that they have consider significant environmental aspects as they
maintain their environmental management system while 28% respondents disagree to it.
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15. You maintain procedures to identify the environmental aspects of your activities, products, and services:
OPTIONS % OF RESPONSES
YES 85
NO 15
INTERPRETATION
85% respondents feel that they have maintain procedures to identify the environmental
aspects of their activities, products, and services while 15% respondents disagree to it.
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16. You have established procedures to identify and clarify the legal and other requirements that apply to your organization’s environmental aspects:
OPTIONS % OF RESPONSES
YES 82
NO 18
INTERPRETATION
82% respondents feel that they have established procedures to identify and clarify the legal
and other requirements that apply to their organization’s environmental aspects while 18%
respondents disagree to it.
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17. Your objectives and targets include a commitment to pollution prevention:
OPTIONS % OF RESPONSES
YES 98
NO 02
INTERPRETATION
90% respondents feel that their objectives and targets include a commitment to pollution
prevention while 10% respondents disagree to it.
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18. Your environmental objectives and targets consider your financial requirements:
OPTIONS % OF RESPONSES
YES 96
NO 04
INTERPRETATION
96% respondents feel that their environmental objectives and targets consider their
financial requirements while 4% respondents disagree to it.
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19. Your environmental programs allocate the responsibility for achieving your environmental objectives and targets:
OPTIONS % OF RESPONSES
YES 76
NO 24
INTERPRETATION
76% respondents feel that their environmental programs allocate the responsibility for
achieving their environmental objectives and targets while 24% respondents disagree to it.
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20. Your business objectives and targets are consistent with your organization’s environmental policy:
OPTIONS % OF RESPONSES
YES 89
NO 11
INTERPRETATION
89% respondents feel that their business objectives and targets are consistent with
organization’s environmental policy while 11% respondents disagree to it.
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Chapter 5:
FACTS AND FINDINGS
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FACTS AND FINDINGS
The result thus obtained, on a careful scrutiny show that there is a general awareness
about environment management programmes amongst the employees of DSCL.
The organization understands the need and importance of environment management
programmes and conducts them on regular intervals to cater to the needs of officers and
workers.
The results and interpretation show that employees are well aware of environment
management programmes and attend them from time to time to gain insight and more
knowledge.
The responses from the selected sample indicate that the employees have been benefited
by these programmes as a result of which they have been able to perform their work in an
effective manner including environment management.
Therefore most employees do not feel any need of change in the existing procedure of
environment management, which proves that the training programmed on environment
management has really been effective.
Thus, according to the given responses we can conclude that there is proper and broader
coverage of training programmes on environment management.
and meets their expected needs.
In the employees’ opinion the faculty for training programmes is good; the area in which
training programmes are more required is awareness of environment management and
effectiveness of training programme is satisfactory.
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Chapter 6:
CONCLUSION
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CONCLUSION
Finally I would like to conclude that I had an extremely interactive session with all the
employees I surveyed and I was able to know their valuable suggestions on the training
programmes on awareness of environment management conducted by DSCL, KOTA.
The organization’s main strong point is the programmes carried out in the training
centre to improve the awareness of environment management in employees working in
various departments by implementing various activities and training sessions to update
in order to protect the environment of DSCL..
At the end of my project report I must say that it was a very knowledgeable experience
for me to work on this project and in this organization. I am sure that the work
experience I gained here will help me throughout my life.
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Chapter 7:
SUGGESTIONS AND RECOMMENDATION
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SUGGESTIONS
1. company should conduct more training programs for the management of
environment so that they will be able to keep their surrounding environment in
effective manner and preserve it.
2. 2 or 3 trainees should do the programme.
3. An effectiveness should be find out after conducting the environment management
programme.
4. The participants should be asked to give the feed back.
5. A detailed discussion on needs of environment management and effective programs
are recommended.
6. After environment management evaluation, company should take care of
suggestions which are given by the employees.
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RECOMMENDATIONS
1. Some literature should always be provided to the trainees to refer to it from time to
time.
2. Evaluation of these training programs on environment management should be done
after their completion to know that what employees gained after attending it.
3. More use of simple language and easy well explained examples should
be given.
4. The organization may consider deputing each employee to attend at least one
training programmes on environment management each year.
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Chapter 8:
Appendix
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BIBLIOGRAPHY
Books consulted -:
• Ashwathapa K. Human Resource and Personnel Management
Tata M.C Graw Hill Publishing Company Limited, New Delhi.
• Dr. Sharma. D. D. Research Methodology, Sultan chand & Sons.
• Dr. Rao, P. Subba, essentionls of Human resource management and industrial
I, MEGHA BHARDWAJ Pursuing MBA from OM KOTHARI INSTITUTE OF MANAGEMENT& RESEARCH, I have undertaken a project “A STUDY ON TRAINING EFFECTIVENESS WITH SPECIAL REFERENCE TO ENVIRONMENT MANAGEMENT” at DSCL,KOTA. I Request you to fill Questionnaire. Name: _____________________________________________________ Age: ________________________ Gender: Male Female Designation: ______________________Experience: ________________
1. Have you established procedures to identify the environmental aspects of your activities, products, and services?
YES NO
2. Do your procedures focus on the activities, products and services that fall
within the boundaries (scope) of your environmental management system?
YES NO
3. Do your procedures help you to identify the environmental aspects of current activities, products, and services?
YES NO
4. Do your procedures help you to identify the environmental aspects of
planned activities, products, and services? YES NO
5. Do your procedures help you to identify those environmental aspects that your organization can directly control?
YES NO
6. Do your procedures help you to identify those environmental aspects that
your organization could influence indirectly? YES NO
7. Do your procedures help you to pinpoint significant environmental aspects, those that currently have or could have a significant impact on the environment?
YES NO
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8. Have you implemented procedures to identify the environmental aspects of
your activities, products, and services? YES NO
9. Do you use your procedures to identify the environmental aspects of your
activities, products, and services? YES NO
10. Have you documented the environmental aspects of your organization’s activities, products, and services?
YES NO
11. Do you keep your environmental aspect documents up to date? YES NO
12. Did you consider significant environmental aspects when you
established your environmental management system? YES NO
13. Did you consider significant environmental aspects when you
implemented your environmental management system? YES NO
14. Do you consider significant environmental aspects as you maintain your
environmental management system?
YES NO
15. Do you maintain procedures to identify the environmental aspects of your activities, products, and services? YES NO
16. Have you established procedures to identify and clarify the legal and other requirements that apply to your organization’s environmental aspects? YES NO
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17. Do your objectives and targets include a commitment to pollution
prevention? YES NO
18. Do your environmental objectives and targets consider your financial
requirements? YES NO
19. Do your environmental programs allocate the responsibility for achieving
your environmental objectives and targets? YES NO
20. Are your business objectives and targets consistent with your