INTRODUCTION

Training: In the present industrial era, it is necessary to raise the skill levels and increase the versatility and adoptability of employees. Inadequate job performance a decline in productivity or changes resulting out of job redesigning or a technological break -through require some type of training and development efforts. As the jobs become more complex, the importance of employee development also increases in a rapidly changing society. "Employee training and development is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force." Thus it shows that training and development has been becoming more and more important par of any industrial undertaking. Moreover management ability does not come automatically. It comes slowly and gradually from training experience and growth, since the days of the early Management pioneers, training has been recognized as vital and legitimate area of corporate concern. Definition of Training: Following are some of the major definitions given by various scholars: According to Flippo," Training is the act of increasing the knowledge and skill of an employee for doing a particular job According to lucius, "The term training is used to indicate only a process, by which the aptitudes, skills and abilities of the employees to perform specific jobs are increased." 1

Characteristics or Nature of Training On the basis of different given by various scholars and on the basis of general knowledge the following facts can be presented about the nature or training and its characteristics: Expense on Training is investment and not wastage: The most important characteristics of training is that expenditure incurred on it is investment and not wastage. In other words the expenses on training of employees will be a recurring advantage for the enterprises for a long run, which will be in the form of an increased efficiency of the employees. It relates to special jobs: The purpose of training is not to increase the general knowledge of the employees but to make them proficient or skillful in a special job. It is beneficial both to the organization and the employees: Training is a process which benefits both the organization and the employees. on the one hand ,the dream of the enterprise to have more production is fulfilled, and on the other hand, because of increased proficiency the employee get better remuneration by increasing production in less time. Because of a decrease in the numbers of accidents their life is also safe and secured. Training is a continuous process Training is not a process which can give all the knowledge to an employee regarding a particular work for all time to come. Whenever some new procedure, and new technology are adopted in the enterprise, training becomes imperative.

Difference between Training and Development : Basis Meant for Focus Scope Goal Initiated by Content Time- frame Training Operatives Current job Individual employee Fix current skill deficit Management Specific job related information Immediate Development Executives Current and future jobs Work group or organization Prepare for future work demands The Individual General Knowledge Long term

Table-1 IMPORTANCE:

BENEFITS OF THE BUSINESS Trained worker works more efficiency.

BENEFITS OF THE EMPLOYESS Training makes an employee more useful to a firm. Hence he will find employment more easily.

They use machines tools, materials in a Makes employees more efficient and properly is thus eliminated to a large effective. extent.

Fewer accidents, Trained worker need Training enables employees to secure not be put under close supervision as promotions easily. they know how to handle operations properly. Training makes employees more loyal It can enable employees to cope up with to an organization. They will less in organizational client to leave the unit where there is changes. growth opportunity. social & technological

Table-2

Need for Training Training is needed to serve the following purposes:. Newly recruited employees require training so as to perform their tasks effectively.

Training is necessary to prepare existing employees for high level jobs. Existing employees require refresher training so as to keep abreast of the latest developments in job operations. In the face of rapid technological changes, this is an absolute necessity. Training is necessary to make employees mobile and versatile. Training is needed to bridge the gap between what the employees have and what the job demands. Training is needed to make employees more productive and useful in long run. Training Methods There is a range of teaching methods available to the trainer. Each method has its advantages & disadvantages in terms of the objective of a particular training programme or training situation. The differences between the training methods lie mainly in terms of the trainees 4

personal involvement or participation in the process of learning. This can be represented on a continuum from least to highest involvement. It is difficult to establish whether one method of instruction is superior, in every way, to another method. Each method of instruction has its use in a training programme. The choice of method is a matter of experience & competence of the instructor. It is also a matter of his judgments of how much & what a particular group of trainees could learn from using one method or another. However, in management training the principal problem is not how to deal with specific subjects & functional areas. It is much more important to: Explain the relationship between various functions of the enterprise & highlight the complex character of the management process; Help participants not to take a one-function & over-simplified approach to multidimensional situations in business organizations.(one-function approach means marketing man viewing everything from marketing point of view, production man viewing everything from production point of view etc.) Promote general management skills, which essentially lie in an inter-disciplinary systems approach to management. Training method can be classified by the location of instruction. It may be divided into two types I. On the Job Training II. Off the Job Training

ON THE JOB TRAINING: It is provided when the workers are taught relevant knowledge, skills and abilities at the actual workplace. The widely used training methods are listed below. 1. Job Instruction Training The JIT methods is a four step instructional process involving preparation, presentation, performance tryout and follow up. It is used generally to teach workers how to do their current jobs. The four steps followed in the JIT methods are: The trainee receives an overview of the job, its purposes and its desired outcomes, with a clear focus on the relevance of training. The trainer demonstrates the job in order to give the employees a model to copy. The trainer shows aright way to handle the job. Next, the employee is permitted to copy the trainer way. Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the job. Finally, the employees does the job independently without supervision. 2. Coaching Coaching is a kind of daily training and feedback given to employees by immediate supervisors. It involves a continuous process of learning by doing. It may be as an informal, unplanned training and development activity provided by supervisors and peers. In coaching, the supervisor explain things and answers questions, he throws light on why things are done the way they are, he offers a model for trainee to copy; conducts lot of decision making meetings with trainees; procedures are agreed upon and the trainee is given enough authority to make divisions and even commit mistakes.

3. Mentoring Mentoring is the process of shaping competencies or behaviors by providing feedback, usually to subordinates or even peers, about how to achieve the best in life. Mentoring is relationship in which senior manager in organization assumes responsibility for grooming a junior person. Generally, technical, interpersonal & political skills are conveyed in such a relationship from a more experienced person. Objective: 1. To help identify Mentors who can train the next generation Trainees, to align and move into the organization, thus building a talent pool in the years to come. 2. To help in institutionalizing a Mentoring system which would help nurture high potential individuals and put them on a faster learning curve. 3. Start an initiative that would bring a different culture and space for the future managers. Methodology Phase 1 Identifying Mentors 1. Identify prospective Mentors. 2. Identify the Critical Competencies required for being a mentor. 3. Map the competencies of the Mentors. 4. Identify Individuals who have maturity to become Mentors. Phase 2 Training the Mentor. 1. Train the Mentors on the key aspects of mentoring and process that aid in institutionalizing mentoring as a system. 2. A three-day Role and Identity Lab: This would be designed to build up the energy required 7

and the commitment to the process. Each individual would need to find a context, which would sustain the role that he is required to play. Phase 3 Mentee Training A two-day workshop for all Mentees 1. To lay a context for the mentees and understand of the role that he !s required to play. 2. Create a context to understand the style and the best fit for the Mentor Mentee Match. 4. APPRENTICESHIP TRAINING Apprenticeship training dates back to the Middle Ages, when skilled craftsmen passed on their knowledge to others as a way of preserving the guilds. Today, apprenticeship programs are partnerships between labor unions, employers, schools, and the government. They are most often found in the skilled trades and professional unions such as boiler engineers, electrical workers, pipe fitters, and carpenters. The typical apprenticeship program requires two years of on-the-job experience and about 180 hours of classroom instruction, though requirements vary. An apprentice must be able to demonstrate mastery of all required skills and knowledge before being allowed to graduate to journeyman status. This is documented through testing and certification processes. Journeymen provide the on-the-job training, while adult education centers and community colleges typically provide the classroom training. Formal apprenticeship programs are regulated by governmental agencies that also set standards and provide services.

OFF THE JOB TRAINING 1. SIMULATIONS Simulations are designed to mimic the processes, events, and circumstances of the trainee's job.

Equipment simulators, business games, in-basket exercises, case studies, role playing, and behavior modeling, are types of simulations. 2. EQUIPMENT SIMULATORS. Equipment simulators are mechanical devices that incorporate the same procedures, movements and/or decision processes that trainees must use with equipment back on the job. Among those trained with this method are airline pilots, air traffic controllers, military personnel, drivers, maintenance workers, telephone operators, navigators, and engineers. To be effective the simulator and how it is used must replicate, as closely as possible, the physical and psychological (time pressures, conflicting demands, etc.) aspects of the job site. To facilitate this, the equipment operators and their supervisors should be involved in the simulation design and pre-testing. This reduces potential resistance to the training and, more importantly, increases the degree of fidelity between the simulation and the work setting 3. BUSINESS GAMES. Business games attempt to reflect the way an industry, company, or functional area operates. They also reflect a set of relationships, rules, and principles derived from appropriate theory (e.g., economics, organizational behavior, etc.). Many business games represent the total organization, but some focus on the functional responsibilities of particular positions within an organization (e.g., marketing director, human resource manager). These are called functional simulations. Games that simulate entire companies or industries provide a far better understanding of the big picture. They allow trainees to see how their decisions and actions influence not only their immediate target but also areas that are related to that target. Prior to starting the game trainees are given information describing a situation and the rules for playing the game. They are then asked to play the game, usually being asked to make decisions about

what to do given certain information. The trainees are then provided with feedback about the results of their decisions, and asked to make another decision. This process continues until some predefined state of the organization exists or a specified number of trials have been completed. For example, if the focus is on the financial state of a company, the game might end when the company has reached a specified profitability level or when the company must declare bankruptcy. Business games involve an element of competition, either against other players or against the game itself. In using them, the trainer must be careful to ensure that the learning points are the focus, rather than the competition. 4. IN-BASKET TECHNIQUE The in-basket technique simulates the type of decisions that would typically be handled in a particular position such as a sales manager or operations manager. It affords an opportunity to assess and/or develop decision-making skills and attitudes. To begin the exercise, trainees are given a description of their role (a current or future job) and general information about the situation. Trainees are then given a packet of materials (such as requests, complaints, memos, messages, and reports) which make up the in-basket. They are asked to respond to the materials within a particular time period (usually 2 to 4 hours). When the in-basket is completed, the trainer asks the trainee to identify the processes used in responding to the information and to discuss their appropriateness. The trainer provides feedback, reinforcing appropriate decisions and processes or asking the trainee to develop alternatives. A variation is to have trainees discuss their processes in a group format moderated by the trainer. Here the trainer should attempt to get the trainees to discover what worked well, what didn't and why. 5. CASE STUDY Case studies are most often used to simulate strategic decision-making situations, rather than

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the day-to-day decisions that occur in the in-basket. The trainee is first presented with a history of the situation in which a real or imaginary organization finds itself. The key elements and problems, as perceived by the organization's key decision makers, may also be provided. Case studies range from a few pages in length to more than a hundred. Trainees are asked to respond to a set of questions or objectives. Responses are typically, though not always, in written form. Longer cases require extensive analysis and assessment of the information for its relevance to the decisions being made. Some require the trainee to gather information beyond what was in the case. Once individuals have arrived at their solutions, they discuss the diagnoses and solutions that have been generated in small groups, large groups, or both. In large groups a trainer should facilitate and direct the discussion. The trainer must guide the trainees in examining the possible alternatives and consequences without actually stating what they are. Written and oral responses to the case are evaluated by the trainer. The trainer should convey that there is no single right or wrong solution to the case, but many possible solutions depending on the assumptions and interpretations made by the trainees. The value of the case approach is the trainees' application of known concepts and principles and the discovery of new ones. The solutions are not as important as the appropriateness with which principles are applied and the logic with which solutions are developed. 6. ROLE PLAY. The role play is a simulation of a single event or situation. Trainees who are actors in the role play are provided with a general description of the situation, a description of their roles (e.g., their objectives, emotions, and concerns) and the problem they face. Role plays differ in the amount of structure they provide to the actors. A structured role play provides trainees with a great deal of detail about the situation that has brought the characters

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together. It also provides in greater detail each character's attitudes, needs, opinions, and so on. Structured role plays may even provide a scripted dialog between the characters. This type of role play is used primarily to develop and practice interpersonal skills such as communication, conflict resolution, and group decision making. Spontaneous role plays are loosely constructed scenarios in which one trainee plays herself while others play people that the trainee has interacted with in the past (or will in the future). The objective of this type of role play is to develop insight into one's own behavior and its impact on others. How much structure is appropriate in the scenario will depend on the learning objectives. Whether structured or spontaneous, role plays may also differ based on the number of trainees involved. Single, multiple, and role-rotation formats provide for more or less participation in the role play. In a single role play, one group of trainees role plays while the rest of the trainees observe. While observing, other trainees analyze the interactions and identify learning points. This provides a single focus for trainees and allows for feedback from the trainer. This approach may cause the role players to be embarrassed at being the center of attention, leading to failure to play the roles in an appropriate manner. It also has the drawback of not permitting the role players to observe others perform the roles. Having non-trainees act out the role play may eliminate these problems, but adds some cost to the training. In a multiple role play, all trainees are formed into groups. Each group acts out the scenario simultaneously. At the conclusion, each group analyzes what happened and identifies learning points. The groups may then report a summary of their learning to the other groups, followed by a general discussion. This allows greater learning as each group will have played the roles somewhat differently. Multiple role plays allow everyone to experience the role play role play in a short amount of time, but may reduce the quality of feedback. The trainer will not be able

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to observe all groups at once, and trainees are usually reluctant to provide constructive feedback to their peers. In addition, trainees may not have the experience or expertise to provide effective feedback. To overcome this problem, video tapes of the role plays can be used by the trainee and/or trainer for evaluation. The role-rotation method begins as either a single or multiple role play. However, when the trainees have interacted for a period of time, the role play is stopped. Observers then discuss what has happened so far and what can be learned from it. After the discussion, the role play resumes with different trainees picking up the roles from some, or all, of the characters. Role rotation demonstrates the variety of ways the issues in the role play may be handled. Trainees who are observers are more active than in the single role play since they have already participated or know they soon will be participating. A drawback is that the progress of the role play is frequently interrupted, creating additional artificiality. Again, trainees may be inhibited from publicly critiquing the behavior of their fellow trainees. 7. BEHAVIOR MODELING Behavior modeling is used primarily for skill building arid almost always in combination with some other technique. Interpersonal skills, sales techniques, interviewee and interviewer behavior, and safety procedures are among the many types of skills that have been successfully learned using this method. While live models can be used, it is more typical to video tape the desired behavior for use in training. The steps in behavior modeling can be summarized as follows: 1. Define the key skill deficiencies 2. Provide a brief overview of relevant theory 3. Specify key learning points and critical behaviors to watch for

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4. Have an expert model the appropriate behaviors 5. Have trainees practice the appropriate behaviors in a structured role play 6. Have the trainer and other trainees provide reinforcement for appropriate imitation of the model's behavior Behavior modeling differs from role plays and games by providing the trainee with an example of what the desired behavior looks like prior to attempting the behavior. While this method is primarily behavioral, steps 2 and 3 reflect the cognitively oriented learning features of the technique. Feedback to the trainee is especially powerful when video is used to record both the model's and the trainee's performance. Through split screen devices, the performance of the model and the trainee can be shown side by side. This allows the trainee to clearly see where improvements are needed. Simulations are not good at developing declarative knowledge. Some initial level of declarative and procedural knowledge is necessary before a simulation can be used effectively. Although some knowledge development can occur in simulations, usually other methods are required for this type of learning. Simulations provide a context in which this knowledge is applied. Improving the trainees' ability to apply knowledge (i.e., facts, procedures, strategies) is the focus of simulations. Simulations do a good job of developing skills because they: simulate the important conditions and situations that occur on the job allow the trainee to practice the skill provide feedback about the appropriateness of their actions Each of the different formats has particular types of skills for which they are more appropriate: Mechanical, machine operation and tool-usage skills are best learned through use of equipment simulators. 14

 Business decision-making skills (both day to day and strategic), planning, and complex problem solving can be effectively learned through the use of business games. The in-basket technique is best suited to development of strategic knowledge used in making day-to-day decisions. Case studies are most appropriate for developing analytic skills, higher-level principles, and complex problem-solving strategies. Because trainees do not actually implement their decision/solution, its focus is more on what to do (strategic knowledge) than on how to get it done (skills). Role plays provide a good vehicle for developing interpersonal skills and personal insight, allowing trainees to practice interacting with others and receiving feedback. They are an especially effective technique for creating attitude change, allowing trainees to experience their feelings about their behavior and others' reactions to it.

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SCOPE & IMPORTANCE

Scope of Training & Development Some of the specific reasons as to why a business should train its employees are: Future needs of employees will be met through training and development programmes. Organizations take fresh diploma holders or graduates as apprentices or management trainees. They are absorbed after course completion. Training serves as an effective source of recruitment. Training is an investment in human recourses with a promise and it serves as an effective source of recruitment. Training is an investment in HR with a promise of better returns in future. Training and development programmes, as pointed out, help remove performance deficiencies in employees. Introduce new employees to the business (this is known as induction training) see below

Help provide the skills the business needs (in particular making the workforce more flexibleor being trained on new higher technology machinery)

Provide employees with better knowledge about the business and the market it operates in

Provide support for jobs that are complex and for which the required skills and knowledge are often changing (e.g. a firm of lawyers training staff about new legislation) 16

Support the introduction of new working methods, such as a firm introducing new lean production techniques

Reduce the need for supervision and therefore free up valuable manager time Help achieve a good health and safety record Help improve quality of a product or service and lower customer complaints Importance Of Training and Development

Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. 17

 Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality Training and Development helps in improving upon the quality of work and worklife. Healthy work-environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

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INDUSTRY PROFILE
The Indian Pharmaceutical Industry today is in the front rank of Indias science-based industries with wide ranging capabilities in the complex field of drug manufacture and technology. A highly organized sector, the Indian Pharma Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent annually. It ranks very high in the third world, in terms of technology, quality and range of medicines manufactured. From simple headache pills to sophisticated antibiotics and complex cardiac compounds, almost every type of medicine is now made indigenously. Playing a key role in promoting and sustaining development in the vital field of medicines, Indian Pharma Industry boasts of quality producers and many units approved by regulatory authorities in USA and UK. International companies associated with this sector have stimulated, assisted and spearheaded this dynamic development in the past 53 years and helped to put India on the pharmaceutical map of the world. The Indian Pharmaceutical sector is highly fragmented with more than 20,000 registered units. It has expanded drastically in the last two decades. The leading 250 pharmaceutical companies control 70% of the market with market leader holding nearly 7% of the market share. It is an extremely fragmented market with severe price competition and government price control. The pharmaceutical industry in India meets around 70% of the country's demand for bulk drugs, drug intermediates, pharmaceutical formulations, chemicals, tablets, capsules, orals and injectibles. There are about 250 large units and about 8000 Small Scale Units, which form the core of the pharmaceutical industry in India (including 5 Central Public Sector Units). These units produce the complete range of pharmaceutical formulations, i.e., medicines ready for

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consumption by patients and about 350 bulk drugs, i.e., chemicals having therapeutic value and used for production of pharmaceutical formulations. Following the de-licensing of the pharmaceutical industry, industrial licensing for most of the drugs and pharmaceutical products has been done away with. Manufacturers are free to produce any drug duly approved by the Drug Control Authority. Technologically strong and totally selfreliant, the pharmaceutical industry in India has low costs of production, low R&D costs, innovative scientific manpower, strength of national laboratories and an increasing balance of trade. The Pharmaceutical Industry, with its rich scientific talents and research capabilities, supported by Intellectual Property Protection regime is well set to take on the international market. DVANTAGE INDIA Competent workforce: India has a pool of personnel with high managerial and technical competence as also skilled workforce. It has an educated work force and English is commonly used. Professional services are easily available. Cost-effective chemical synthesis: Its track record of development, particularly in the area of improved cost-beneficial chemical synthesis for various drug molecules is excellent. It provides a wide variety of bulk drugs and exports sophisticated bulk drugs. Legal & Financial Framework: India has a 53 year old democracyand hence has a solid legal framework and strong financial markets. There is already an established international industry and business community. Information & Technology: It has a good network of world-class educational institutions and established strengths in Information Technology.

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Globalisation: The country is committed to a free market economy and globalization. Above all, it has a 70 million middle class market, which is continuously growing. Consolidation: For the first time in many years, the international pharmaceutical industry is finding great opportunities in India. The process of consolidation, which has become a generalized phenomenon in the world pharmaceutical industry, has started taking place in India. THE GROWTH SCENARIO India's US$ 3.1 billion pharmaceutical industry is growing at the rate of 14 percent per year. It is one of the largest and most advanced among the developing countries. Over 20,000 registered pharmaceutical manufacturers exist in the country. The domestic pharmaceuticals industry output is expected to exceed Rs260 billion in the financial year 2002, which accounts for merely 1.3% of the global pharmaceutical sector. Of this, bulk drugs will account for Rs 54 bn (21%) and formulations, the remaining Rs 210 bn (79%). In financial year 2001, imports were Rs 20 bn while exports were Rs87 bn. STEPS TO STRENGTHEN THE INDUSTRY Indian companies need to attain the right product-mix for sustained future growth. Core competencies will play an important role in determining the future of many Indian pharmaceutical companies in the post product-patent regime after 2005. Indian companies, in an effort to consolidate their position, will have to increasingly look at merger and acquisition options of either companies or products. This would help them to offset loss of new product options, improve their R&D efforts and improve distribution to penetrate markets.

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Research and development has always taken the back seat amongst Indian pharmaceutical companies. In order to stay competitive in the future, Indian companies will have to refocus and invest heavily in R&D. The Indian pharmaceutical industry also needs to take advantage of the recent advances in biotechnology and information technology. The future of the industry will be determined by how well it markets its products to several regions and distributes risks, its forward and backward integration capabilities, its R&D, its consolidation through mergers and acquisitions, co-marketing and licensing agreements.

COMPANY PROFILE
Jubilant Organosys is a collaborative, innovative provider of products and services to the global life sciences industry, striving to accelerate the process of pharmaceutical drug approval.

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We have a presence across the pharmaceuticals value chain ranging from drug discovery services, custom research and manufacturing services, advance intermediates and fine chemicals to active pharmaceutical ingredients, dosage forms and regulatory affairs services.

We also enjoy leadership in Industrial Products and Performance Polymers products in India. VISION, PROMISE & VALUES Jubilant symbolizes positivity, dynamism, triumph and joy, all of which guide and shape the Groups collective experiences and efforts. Jubilant will always care for human needs, share its expertise to provide a better life and help upgrade the stakeholders standard of living and sustainable growth by dynamizing the value chain within the Group.

Our vision is to be amongst the top 10 most admired companies to work for. We want to maintain our leadership position in our chosen area of business in India and to establish it globally. We will endeavour to create new opportunities for growth in our strategic businesses which give a 10 points higher rate of return than the cost of capital.

Our values determine our business path. Combined with our Promise and Vision, these values have determined what we have achieved and they continue to guide our future. OUR VISION

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OUR PROMISE

OUR VALUES 24

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 and teamwork

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

By sharing our knowledge and learning from each other 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

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CORPORATE OVERVIEW Jubilant Organosys is an integrated pharmaceutical industry player having presence across the pharmaceuticals value chain. We are a collaborative and innovative provider of products and services to the global life sciences industry, striving to accelerate the process of pharmaceutical drug approval. Our range of offerings include drug discovery and development services, custom research and manufacturing services, advance intermediates, fine chemicals, active pharmaceutical ingredients, dosage forms and regulatory affairs services. We are one of the largest Indian Custom Research and Manufacturing Services (CRAMS) and Drug Discovery Services companies and a leading active pharmaceuticals ingredients company in India. We are a Science Active company with more than 25 years of chemistry knowledge in producing innovative products and processes by leveraging our R&D expertise, knowledge driven operations and global scale manufacturing capacities. Jubilant Organosys has three subsidiary companies in India - Jubilant Biosys Ltd. for bio/chemo informatics databases & drug discovery services, Jubilant Chemsys Ltd. for medicinal chemistry services and Clinsys Clinical Research Ltd. for clinical research. We have a strong international presence, having international subsidiaries in USA, Belgium and China. PSI N.V. and PSI Supply N.V., in which Jubilant Organosys holds 80% equity, are the Belgium based pharmaceuticals companies providing regulatory affairs services and supply of dosage forms to European generic companies. Jubilant Pharmaceuticals, Inc., a subsidiary of Jubilant in USA, is a generic pharmaceutical company having a US FDA approved manufacturing facility in the USA. Clinsys Clinical Research Inc., a wholly owned subsidiary, is a clinical research organization (CRO) operating out of the USA. Jubilant Organosys also has

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marketing subsidiaries in USA and China. Jubilant products are sold across the globe in more than 50 countries. Our business is organized in three business segments: Pharmaceuticals & Life Science Products, Industrial Products and Performance Polymers. We have four manufacturing locations in India situated at Gajraula (in Uttar Pradesh), Nanjangud (in Karnataka), Nira (in Maharashtra) and Samlaya (in Gujarat) and a US FDA approved manufacturing facility for dosage forms in Maryland, USA.

Globally, Jubilant Organosys is a leading manufacturer in defined product segments, including select APIs (e.g., Carbamazepine and Citalopram), Pyridine and its derivatives, Solid polyvinyl acetate, Vinyl Pyridine Latex and Organic Intermediates (e.g., Ethyl Acetate and Acetic Anhydride). JUBILANT HISTORY 2005 - Acquires Target Research Associates, Inc, renamed Clinsys Inc; a USA based Clinical Research Organization (CRO) Acquires Trinity Laboratories, Inc. and its wholly owned subsidiary, Trigen Laboratories Inc, renamed Jubilant Pharmaceuticals, Inc, a generic pharmaceutical Company in USA having a US FDA approved formulation manufacturing facility. Enters clinical research business by setting up wholly owned subsidiary Jubilant Clinsys Ltd. 2004 - Sets up medicinal chemistry services business through wholly owned subsidiary Jubilant Chemsys Ltd.Enters formulations and regulatory affairs businesses by acquiring Pharmaceutical Services Incorporated, N. V. and PSI supply N. V., the pharmaceutical companies in Europe. 27

2003 - Sets up a new state-of-the-art Research & Development Centre in Noida, near New Delhi. Equipped with all latest scientific instruments. 2002 - Acquires the active pharmaceutical ingredients business. 2001- New corporate identity. Jubilant Organosys Ltd reflects changed corporate and business profile. 2000 - Enters the Bio/ Chemo informatics arena by setting up Jubilant Biosys Ltd. 1998 - Enters high school value added Pyridine derivatives HBR and Cyano Pyridine Plants. Forms marketing subsidiary in the USA. Acquires acetyl plant in western India. 1997 - Commission first Multi-purpose fine chemicals plants. Plant for food polymer Commissioned. 1995 - Gets ISO 9001 certification 1990 - Commissions Pyridine & Picoline plant. 1988 Launches its first branded product. Vamicol, an adhesive product. 1987 Introduces new products in Performance Chemicals segments. Poly vinyl acetate Emulsion for paint, textile, paper & packaging and woodworking industry. 1985 Research & Development center gets recognition from Government of India. 1983 Commercial production of Vinyl Acetate Monomer (VAM). 1981 Initial Public Offering. Listing on leading stock exchanges in India. 1978 Incorporated as Vam Organic Chemical Ltd.

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BOARD OF DIRECTOR
Shyam S Bhartia Chairman & Managing Director Hari S Bhartia Co-Chairman & Managing Director

Dr. J M Khanna Executive Director & President - Life Sciences S N Singh Executive Director Chemicals

S Bang Executive Director Manufacturing & Supply Chain

Ajay Relan Director

Abhay Havaldar Director

Bodhishwar Rai Director

Arabinda Ray Director

Dr. Naresh Trehan Director

Surendra Singh Director

H K Khan Director

MANUFACTURING FACILITIES Jubilant's manufacturing capabilities are one of its key differentiators. The Company has vertically integrated manufacturing facilities for its range of Custom Research and 29

Manufacturing Services, APIs, Dosage Forms, Industrial Products and Performance Polymers businesses. Jubilant Organosys has geographically diversified manufacturing facilities in eight locations: Gajraula (UP), Nanjangud (Karnataka), Roorkee (Uttarakhand), Nira (Maharashtra), Udaipur (Rajasthan), Samlaya (Gujrat), Salisbury, state of Maryland (USA) and Spokane, state of Washington (USA). The Company's manufacturing facility in Maryland, USA, is US FDA approved . The Indian cGMP compliant facility for manufacturing finished dosage forms in Roorkee, Uttarakhand is operational and readying to undergo inspection by USFDA, UKMHRA and other regulatory bodies AWARDS Jubilant's rapid progress across all corporate aspects has consistently been acknowledged by various industry bodies, government and non-government agencies in the form of awards and certifications.

Golden Peacock award for Innovation Management - 2003 Six-sigma Quality Award at the All India CII Convention -2004 The Greentech Foundation Award for Environment Excellence The Energy Conservation Award (Chemical sector) from the Government of India for the Gajraula unit Best Managed Manufacturing Plant for Single super phosphate by FAI - 2003 Best HR Practices Award by Centre for International Businesses - 2004 P C Acharya Award for Development of Indigenous Technology by ICMA - 2004 Top 5 Best Managed Workforce in India - Hewitt Award The DSIR Award for Innovation in Chemicals & Allied Industries 30

JUBILANT CORPORATION Jubilant Group is a well-diversified conglomerate having business interests in four sectors of activity: Pharmaceuticals, Life Sciences and Speciality Chemicals

Oil & Gas (Exploration and Production)

Food

Services

The Group has a strong global presence in pharmaceuticals and chemicals business

The Group is now enhancing its presence in services sectors with focus on Oil & Gas (E&P), Food and Transport. Jubilant Group had a sales turnover of US$ 615 million in financial year 2005 INNOVATION Jubilant believes that, only an innovative firm will continue to achieve success in scientific, technological and social arenas in the coming years. 31

Innovation is about instilling a mindset of entrepreneurial thinking, flexibility, and organic growth - at every level of the organisation. The organisation must learn to evolve continuously to meet, the customer and market needs and create competitive advantage in this age of rapid change.

Jubilant is creating a culture of innovation to give a free rein to the creative potential of our employees in order to develop fresh solutions and bring tangible results in the fields of R&D, Contract Management and Human Resources. R & D FACILITIES

Jubilant is an innovative firm that leverages R&D, its potential and capabilities to exploit the existing and potential markets. We believe that R&D can contribute to establish criteria for quality and develop methods to verify them. R&D can cooperate to find solutions to production and customers' problems.

Research, Development and Application studies form the backbone of Jubilant Organosys' local and global presence. Over the last fifteen years most of the Advance Intermediates, Fine Chemicals, APIs, Dosage Forms and Performance products have been developed in our R&D laboratories. We have well equipped laboratories and pilot plant facilities that synthesise organic compounds and polymers. The sophisticated instrumental facilities provide for complete analysis of products and their structures.

Our R&D facilities are interdisciplinary -- they include technical, marketing and economics 32

skills generating new products/processes/services. Our research and experimental development comprises of creative yet systematic work, increasing the pool of knowledge in devising new applications.

Our laboratories spread over a combined area of 300,000 sq. ft., have over one thousand and twenty five skilled scientists and engineers engaged in research on new products, process developments and their possible applications across diverse industries.

R&D has now assumed a wider role of managing technological change. We have entered an age of innovation explosion, where the number of new developments across the pharmaceuticals value chain appears visible. At Jubilant our research and development effort fulfils four basic objectives, which are: The development of new products Improvement in the quality and performance of our existing products Increasing efficiencies in our manufacturing processes Supporting the customer through product application

Our R&D works closely with direct customers using specialized skill sets, to ensure that new product development remains focused on the customer's current and future needs, and supported by strong technical support services. The focus on the customer equips our team to understand and meet the needs of the Pharmaceuticals and Life Sciences industry. Development and change are constant in life. Science has decoded the "book of human life'' by gene mapping. To continue the ongoing scientific, technological and social endeavours, the role 33

of research and development (R&D) cannot be overstated. We believe innovation is necessary to generate new ideas, in design quality and process control, in technical assistance to production and customers, or just pure research. FINANCIAL INFORAMTION Profit & Loss Account FY Particulars Gross Sales Excise Net Sales Domestic Sales International Sales Other Income Total Income Expenditure Cost of materials Manufacturing expenses Selling, general and administrative expenses Total Expenditure PBIDTA Depreciation PBIT Interest PBDT PBT Tax PAT Share of Profit / (Loss) in Associate Minority Interest PAT after share of profit / loss in associate and minority interest 2008 2007 2006 16242.9 12737.0 9456.7 1189.4 1034.3 864.7 15053.5 11702.7 8592.0 9102.1 7501.0 6304.7 2005 7853.9 719.5 7134.4 5161.1 FY FY FY FY 2004 6598.2 649.4 5948.8 4766.3 1182.5 44.1 5992.9 3118.5 841.4 1153.3 5113.2 879.7 255.8 623.9 411.1 468.6 212.8 -19.4 232.2 0.00 0.00 232.2

5951.4 4201.7 2287.3 1973.3 196.9 166.4 99.5 39.3 15250.4 11869.1 8691.5 7173.7 8158.9 1597.0 3127.1 12883.0 6177.7 1394.4 2054.0 9626.1 4443.7 1171.0 1426.7 7041.4 3649.1 929.6 1313.3 5892.0

2367.4 2243.0 1650.1 1281.7 513.4 1854.0 172.7 2194.7 1681.3 392.4 1288.9 0.00 7.8 381.4 1861.6 220.4 2022.6 1641.2 431.6 1209.6 0.00 -17.7 326.2 1323.9 357.6 1292.5 966.3 179.0 787.3 -8.9 4.0 237.5 1044.2 402.5 879.2 641.7 160.6 481.1 -0.3 0.00

1296.7 1191.9 782.4 480.8

34

Balance Sheet Particulars SOURCES OF FUNDS Shareholders Fund Share Capital Reserves & Surplus Total Shareholders Fund Deferred Tax Liabilities (Net) Minority Interest Loan Funds Secured Loans Unsecured Loans Total Loan Funds Total Sources APPLICATION OF FUNDS Total Fixed Assets Investments Current Assets, Loans & Advances Investories Sundry Debtors Cash & Bank Balances Loans & Advances Total Current Assets, Loans & Advances Less Current Liabilities & Provisions Liabilities Provisions Total liabilities & provisions Net Current Assets Miscellaneous Expenditure (to 2692.6 1151.7 3844.3 5104.8 32.2 35 2222.8 730 2952.8 2345.6 55.6 1386.2 228.5 1614.7 2116.8 21.9 1079.7 185 1264.7 1767.1 1.2 880 97.5 977.5 1473.4 0.00 FY 2008 FY 2007 142.5 8114.8 8257.3 1042 150.9 3344.9 3875.4 7220.3 16670.5 11531.3 2.2 129.6 4915.3 5044.9 857.9 50.5 2056.2 1662.6 3718.8 9672.1 7268.8 2.1 FY 2006 117.3 1980.7 2098 741.7 39.1 3857.7 352.3 4210 7088.8 4950.1 0.00 FY 2005 73.3 1408 1481.3 564.1 0.00 3473.2 655.9 4129.1 6174.5 4244.4 161.8 FY 2004 73.3 1033.5 1106.8 307.9 0.00 2584.9 831.1 3416 4830.7 3273.2 84.2

3116.9 2479.2 1389.6 1963.4 8949.1

1937.5 1765.3 375.7 1219.9 5298.4

1314.3 1421 227.5 768.7 3731.5

1350 815.2 106.3 760.3 3031.8

1030.2 768.8 101.5 550.4 2450.9

the extent not written off or adjusted) Total Applications 16670.5 9672.1 7088.8 6174.5 4830.8

JUBLIANT ORGANOSYS LIMITED TRAINING & DEVELOPMENT PROCEDURE

TRAINING PROCESS

36

NEED ANALYSIS DESIGN (TRAINING METHODS EXAMINED) DEVELOPMENT (TRAINING METHOD APPLIED) IMPLEMENTATION

EVALUATION

Model of the Training Process STEP1: Need Analysis Identification of Training Need: 1.1 For Executive: Key duties & responsibilities are mentioned position wise, after that required competency to carry out those duties & responsibilities which are mentioned (generic, behavioral & technical). Thereafter competence level of each individual is taken. 1.2 For workers: It is recommended by the concerned H.O.D. 1.3 Organizational Need Basis: It is recommended by H.O.D. HR

STEP 2: Training Design: Preparation of Training Calendar: Yearly calendar 37

Monthly training calendar

2.2 Identification of Training Faculty: According to the training program, training faculty is identified STEP 3: Training Implementation: 3.1 Imparting Training a) As per training need attached nomination are received from concerned HOD for seminar/external specialized training program. Approvals are to be obtained for the training programs (out house training ) from H.O.D. HR b) Attendance sheet is filled during the training program. c) Training feedback is obtained at the end of the training program. STEP 4: Training Evaluation Training evaluation is to be made on the basis of the feedback given by the HOD. This is to be done within 3 months after the training. Then the training records are maintained.

38

TRAINING EVALUATION

NEED ANALYSIS

CONDUCT OF THE SESSIONS

DESIGNING THE PROGRAM

Results and conclusions The training need of the executives and workers were found with recommendation from HODs and analysis of their job responsibilities. The needs identified were associated with the competencies which the employees need to develop to effectively to carry out their job responsibilities. The training also aims to honor their existing skills to work in a productive manner. The training imparted is not just limited to the technical specification of their work but also one of its objectives was to develop the personality and attitude in the employees. This was done to

39

keep in mind the comprehensive nature of the training imparted and increased emphasis on the human resource of the company. For the period April 07-Mar 08 the number of training programs were only 84, But for the period Apr07-Mar08 the number of training programs have been increased to 200 with more emphasis on the safety training .Out of these 200 programs 40% were of safety training, 2% for Induction training, 16% for IT training, 12% for behavioral training, 15% for Core function training. Some of the findings from the TNI exercise are as follows: It was found that in the company safety is the top priority as the training programs for safety are maximum i.e. 40%. It was also seen that the thrust on training for quality improvement was a lot sighting. It reveals the fact that the organization is pretty open to new techniques of production which are also environment friendly. The thrust by executives on behavioral training and that of workers on technical was quite understandable. The analysis of training calendar gives the following results: The total number of employees trained for the year AprO8- March 08ound 3931 covering a total of 25840 hours and 3230 number of man days (1 man day = 8 hours). The man days planned for this period were 3800 of which 85% were achieved.

Purpose of Training Successful candidates placed on the job needs training to perform their duties effectively. Workers must be trained to operate machines, reduce scrap and avoid accident.

40

After an employee is selected, placed and introduced he or she must be provided with training facilities. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. Dale S. Beach define the training as "... the organized procedure by which people learn knowledge and/or skill for a definite purpose. In other words training improves, changes, moulds the employee's knowledge, skill, -behavior, aptitude, and attitude towards the requirements of the job and organization. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organization, to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and organization. It is not only the workers who need training. Supervisors, managers and executives also need to be developed in order to enable them to grow and acquire maturity of thought and action. Training and development constitute an ongoing process in any organization. In simple terms, training and development refer to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training and development is: It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning usually by changing the employees or increasing his or her skills and knowledge. The need for training and development is determined by the employees performance deficiency, computed as follows: Training and Development Need = Standard Performance Actual Performance In the modern corporate environment, the necessity of training may arise for different reasons as follows:

41

Achieve higher productivity Reduce supervision time Develops the potential ability of workmen Minimizes spoilage and wastage of material Improve the efficiency of work performance by employees Adopt the existing methods and techniques to changing needs Enables existing employees and recruits to undertake operations involving new technology

Creating a pool of readily available & adequate replacements for personnel who may leave/move up in the organization.

Enhancing the companys ability to adopt & uses advances in technology because of a highly knowledgeable staff.

Building a more efficient, effective & highly motivated team, which enhances the companys competitive position & improves employee morale.

Ensuring adequate human resource for expansion into new programme.

Objectives of Training: Generally line managers ask the personnel manager to formulate the training policies. The personnel Manager formulate the following training objectives in keeping with the Company's goals and objectives: (a) To prepare the employee both new and old to meet the present as well as the changing requirements of the job and the organization. (b) To prevent obsolescence.

42

(c) To impart the new entrants the basic knowledge and skill they need for an intelligent performance of definite job. (d) To prepare employees for higher level tasks. (e) To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields. (f) To prepare them to occupy more responsible positions. (g) To develop the potentialities of people for the next level job. (h) To ensure smooth and efficient working of a department. (i) To ensure economical output of required quality.

(j) To promote individual and collective morale, a sense of responsibility, co-operative attitudes and good relationships. In other words, the various objectives of Training & Development are as follows: Lowers the absenteeism Increases the job satisfaction Improves the employees self-esteem Improve the quality of product Lowers the cost of wastage and equipments maintenance Assist employees to perform their task more efficiently Impart the knowledge of skill performance of tasks to new entrants Bridges the gap between the existing performance and potential performance.

43

Planning & Training Activities: The following steps must form the basis of any training activity: Determine the training needs & objectives. Translate them into programme that meets the needs of the selected trainees. Evaluate the results.

Training should be seen as a long-term investment in HR using the equation given below: Performance = (ability) (motivation) Training can have an impact on both these factors. It can heighten the skills & employees ability & their motivation by increasing their sense of commitment & encouraging them to develop & use new skills. It is a powerful tool that can have a major impact on both employee productivity & morale, if properly used. McGhee & Thayer recommend the following 3-tier approach to determine the training needs: 1. Organizational Analysis: It is to determine where training emphasis should be placed within the organization. 2. Operational analysis: It is to decide what the training should consist of requiring a study of what a person should be taught if he is to perform his task with the maximum effectiveness. 3. Man analysis: It is to determine who needs to be trained & what skills, knowledge or attitudes should be augmented / improved.

44

Training Objectives Training objective is one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives, 1. Trainer 2. Trainee 3. Designer 4. Evaluator Trainer The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.

45

Trainee The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training.

Designer The training objective is beneficial to the training designer because if the designer

46

is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. Therefore, without any guidance, the training may not be designed appropriately.

Evaluator It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants. 1. Models of Training Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be 47

used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organizations requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies. The three model of training are: 1. System Model 2. Instructional System Development Model 3. Transitional model 2. Methods of Training There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training.

48

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

LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED TRAINING (CBT)

o o o

INTELLEGENT TUTORIAL SYSTEM(ITS) PROGRAMMED INSTRUCTION (PI) VIRTUAL REALITY

Behavioral methods are more of giving practical training to the trainees. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS

o o o o

BEHAVIOR-MODELING BUSINESS GAMES CASE STUDIES EQUIPMENT STIMULATORS

49

o o

IN-BASKET TECHNIQUE ROLE PLAYS

Both the methods can be used effectively to change attitudes, but through different means. Another Method is MANAGEMENT DEVELOPMENT METHOD MANAGEMENT DEVELOPMENT The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes. Management development method is further divided into two parts:

ON THE JOB TRAINING The development of a managers abilities can take place on the job. The four techniques for onthe job development are:

COACHING MENTORING JOB ROTATION JOB INSTRUCTION TECHNIQUE (JIT)

OFF THE JOB TRAINING There are many management development techniques that an employee can take in off the job. The few popular methods are:

SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS

50

STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.

Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons

of human intellect and an overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. 51

 Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Developmentobjectives helps in creating a better corporate image. Organizational & Profitability Training and Development leads to improved profitability and more positive strategies attitudes towards profit orientation. Training and Development aids organizational Assessment ofin training needs development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out Establishment of training goals

Designing training programme Implementation of training programme Steps in Training Programme: Evaluation of results The figure outlines the important steps in a typical training process:

Figure-1

52

1.

Organizational objectives and strategies: The first step in the training process in an organization is the assessment of its objectives & strategies. What business are we in? At what level of quantity do we wish to provide this

53

product or service? Where do we want to be in the future? After assessing this organization can analyze the strength & weaknesses of its human resource. 2. Needs assessment : Needs assessment diagnoses present problems& future challenges to be met through training & development.Organization spends vast sums of money on training & development. Before committing such huge resources, organizations would do well to assess the training needs of the employees. Needs assessment occurs at two levels: group & individual. An individual obviously needs training when his/her performance falls short of standards i.e. when there is performance deficiency. Inadequacy in performance may be due to lack of skills or knowledge, faulty selection, poor job design or some personal problems may also result in poor performance.

PERFORMANCE DEFICIENCY LACK OF SKILL OR KNOWLEDGE

KNOWLEDGE

OTHER CAUSES

Figure-2 Assessment of training needs must also focus on anticipated skills of an employee. Technology changes fast & new technology demands new skills. It is necessary that the employee be trained to acquire new skills. Individuals may also require new skills because of possible job transfers. Assessment of training needs occurs at the group level too. Any change in the organization strategy necessitates training of group of employees. 3. Designing training & development programme

54

Every training & development programmes must address certain vital issue: a) Who participates in the programme? Who are the trainers? What methods & techniques are to be used for training? What should be the level of training? What learning principles are needed? Where is the programme conducted? Who are the trainees? Trainees should be selected on the basis

of self nomination, recommendations of the supervisors or by the HR department itself. b) Who are the trainers? T&D programmes may be conducted by several people including the following: Immediate supervisors Co-workers Members of the personal staff Outside consultants Industry associations Faculty members at universities. Large organizations generally maintain their own training departments whose staff conducts the programmes. c) Methods & techniques of training: A multitude of methods of training are used to train employees. Training methods are categorized into 2 groups (i)

55

on-the-job & (ii) off-the job methods. On the job methods refer to methods that are applied in the workplace, d) While the employee is actually working. Off the job methods are used away from workplaces. Training techniques represent the medium of imparting skills & knowledge to employees. Thus training techniques are the means employed in the training methods. The most commonly used techniques are lectures, films, audiocassettes, role playing, video tapes etc. e) Level of training: It is important to decide the level of learning. The inputs passed on to trainees in T & D programmes are education, skills & the like. There are 3 basic levels at which these inputs can be taught. At the lowest level the employee must acquire fundamental knowledge i.e. developing a basic understanding of a field. The goal of the next level is skills development. The highest level aims at increased operational proficiency. f) Learning principles : Training & Development programmes are more likely to be effective when they incorporate the following principles of learning: Employee motivation Recognition of individual differences Practice opportunities Reinforcement Transfer of learning Goals Feedback

56

g)

Conduct of training: A final consideration is where the training & development programme is to be conducted. The decisions comes down to the following:

company

At the job itself On site but not the job- e.g. in a training room in the

Off

the

site-

e.g.

in

university/college

classroom/hotel/resort/conference centre. 4) Implementation of the training programme : Once the training programme has been designed, it needs to be implemented. Implementation is beset with certain problems. In the first place, most managers are action-oriented & secondly, availability of trainers is a problem. Training & development requires a higher degree of creativity than, perhaps, any other personnel specialty. Programme implementation involves action on the following lines: 5) Deciding the location & organizing training & other facilities Scheduling the training programme Conducting the programme Monitoring the progress of trainees.

Evaluation of the programme: This is the last stage in the T&D process. Since huge sum of money are spent on T &D programme, how far the programme has been useful must be judged. Evaluation helps determine the results of the training & development programme. In practice, however, organizations either overlook or lack facilities for evaluation.

Essentials of a good Training Programme: 57

Organization of training programme Planning the programme Selection of trainees &instructors Adherence to principles of learning

Areas of training: The areas of training in which training is offered may be classified into the following categories: Knowledge- Here the trainees learn about a set of rules & regulations about the job, the staff, the products/services offered by the company. The aim is to make the new employees fully aware of hat goes inside & outside the company. Technical skills- The employees are taught a specific skill (e.g.; operating machine, handling computer etc.) so that he can acquire that skill & contribute meaningfully. Social skills- The employee is made to learn about him& other develop a right mental attitude towards the job, colleagues & the company. The principal focus is on teaching the employee how to be a team member & get ahead. Techniques- This involves the application of knowledge & skill to various on-the job situation. In addition to improving the skills & knowledge of employees, training aims at moldings employee attitude. When administered properly, a training programme will go a long way in obtaining employee loyalty, support & commitment to company activities.

Types of training:

58

A wide variety of training programme are used in different organization, depending on requirement & size of their manpower. Some of the commonly used programmes may be listed thus: 1. Orientation training- It tries to put the new recruits at ease. Each new employee is usually taken on a formal tour of the facilities, introduced to key personnel & informed about company policies, procedures & benefits. 2. Job instruction training- JIT was offered to white blue collar employees & technicians, with a view to improve their job specific skills. 3. Refresher training Rapid changes in technology may force companies to go in go this kind of training. By organizing short term courses which incorporate the latest development in a particular field, the company may keep its employees up-to-date & ready to take an emerging challenge. 4. Apprenticeship- Commonly found in industries such as carpentry & plumbing, apprentices are trainees here who spend a prescribed period of time working with an experienced, master worker. 5. Vestibule training: It is not offered as actual equipment used on the job but conducted away from the actual work setting- a stimulated work situation.

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CONCEPTUAL MODEL OF TRAINING

PRETRAINING FACTORS

TRAINING MANAGEMENT

PERTECAPATE DEVELOPMENT

TRAINING INPUTS ORGANIZATIONAL DEVALOPMENT

POSTTRAINING FACTORS

TRAINING PROCESS

Figure-3

60

DIFFERENCE BETWEEN TRAINING & DEVELOPMENT CENTRAL:

Training deals with 1. Mechanical operations

Development lays emphasis on Conceptual philosophical concepts. It is long- term & deals on continuous

2.

It is short term & deals withprocess. specific job related skills. It relates non- managerialEmphasis on managerial personnel.

3.

personnel.

Internal motivation, productive process

Reactive process to meetto meet future needs 4. current needs.

Table-3

Nature of training & development: Training is the most important component of Human Resource Department (HRD) but Human Resource Department (HRD) is training plus. An organization which aspires to grow must be in tune with the changing needs of the society. Through training the gap between organizations

61

performance & the felt need of the changing society can be neutralized. Training reduces the gap by increasing employees knowledge, skill, ability & attitude.

SUMMARY OF TRAINING & DEVELOPMENT

Training & development activities are designed, considerable costs not withstanding, to impart specific skills, abilities & knowledge to employees. Distinction is often made between training & education & between these 2 & developments. Training refers to imparting specific skills. Education is the process of theoretical learning in the classroom. Development refers to learning opportunities designed to help employees grow & evolve a vision about the future. All the three form a part of training & development only target groups of employees differ. Training is confined to shop-floor workers & development is meant for executives. Education is needed for all employees, irrespective of their hierarchy. Skills, Education, development, ethics, attitudinal changes & decision-making skills must go into any programme of training & development. A programme of training & development is important as it leads stability & flexibility to an organization, besides contributing to its capacity to grow. Accident. Scrap & damage to machinery & equipment can be avoided or minimized. Furthermore, future needs of employees will be taken care by training & development. Training process involves several steps: i. ii. iii. Defining organizational objectives & strategies Assessment of training needs Establishing training goals

62

iv. v. vi.

Devising the training programme Implementation of the programme Evaluations of the results.

Several barriers impede the effectiveness of training & there are ways of removing them.

Figure-5

63

RELATIONSHIP BETWEEN TRAINING, DEVELOPMENT & EDUCATION HUMAN RESOURCE DEPARTMENT HUMAN RESOURCE DEPARTMENT OF PREMIER COLLECTION Organizational planning and structuring, manpower planning, budgeting, their maintenance and reviewing are the plant level responsibilities. It also undertakes the recruitment, selection and placement of lower level managers, supervisors and workmen. The other function includes wage and salary administration, compensation planning and review, performance appraisal of employees, job evaluation and enrichment so as to increase the interest of job. Training and development exercises too are undertaken and the people at the time of the appraisal are identified for different courses with help of the department concerned. Career planning is somewhat confining term in the context of workmen, because it entails nothing but up gradation of skills, but at a supervisory level it means working out career plans. Besides general administration, the functioning at plant level also includes enforcement of discipline, providing welfare amenities to the employees and trying to bring out harmonious and beneficial co-existence among the employees.

On the whole the functions of the personnel manager can be enumerated as the following: Administration and plant upkeep Housekeeping, gardening and cleanliness Industrial relation 64

Legal affairs & liasoning with government officials Canteen, security & uniforms Corporate & outside visitors Administration and arrangements for all functions House maintenance, fire fighting and transport Time office, LIC, and Provident fund Maintenance of discipline Performance appraisal and maintenance of files and records Training and development Recruitment and manpower planning Certification from labor office House magazine, routine certificates and birthday greetings

Moving up the hierarchy ladder we will find that the head of the personnel department reports to the general manager of the company. Again the personnel functions and operations that are being performed in the company are monitored by the personnel manager, so as to see whether the functions of the departments are contributing to the goals of organization.

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PRODUDCT PROFILE
Jubilant Organosys Ltd. is an integrated pharmaceutical industry player offering products and services to global life sciences companies. We are one of the largest companies in Industrial Products and Performance Polymers in the product categories that we operate in. Our business interests are in three main segments - Pharmaceuticals & Life Science Products, Industrial Products and Performance Polymers. Each segment has independent growth units with clear performance and growth objectives. These businesses offer products and services to meet the demands of the Pharmaceuticals, Agrochemicals, Construction, Food & Beverages, Textile, Tyres and Paper & Packaging industries. We are the leading manufacturer - worldwide - in distinct product segments including selective APIs, Pyridine and its derivatives, Solid Polyvinyl Acetate, Vinyl Pyridine Latex and Organic intermediates such as Ethyl Acetate, Acetic Anhydride and Acetaldehyde. PRODUCT MANUFACTURED Advance intermediates and fine chemicals facilities Acetyl that include Acetic acid, Acetic Anhydride and Ethyl Acetate Single Super Phosphate Organic Manure

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Application Polymer for coating, textile and paper / packaging industry, consumer product for woodworking industry.

Specialty gases for beverages, engineering and healthcare industry. The

Gajraula plant is jubilant largest manufacturing location. This plant is leading manufacturerworldwide in distinct product segments including selective APIS, Pyridine and its derivatives, Solid Polyvinyl Acetate, Vinyl Pyridine latex and Organic intermediates such as Ethyl Acetate, Acetic Anhydride and Acetaldehyde. It ranks second in the production of Pyridine and its derivatives in the world. The product line consists of : 1) Lutidines 2) Collidines 3) Pyridine salts 4) Carboxylates & salts 5) Amino pyridine 6) Piper dines 7) Food polymer solid PVA Performance Chemicals 1) Coating 2) Woodworking 3) Industrial adhesives 4) Textile chemicals 5) Specialty gases Agri product 67

1) 2)

SSP Organic manure

PHARMACEUTICAL & LIFE SCIENCE PRODUCTS

Our Pharmaceuticals and Life Science Products business, divided into four sub segments, is the largest Custom Research and Manufacturing Services provider and a leading player in Active Pharmaceutical Ingredients in India. We cater to global pharmaceuticals and life sciences industry. Our products and services cover the entire gamut from development and supply of intermediates for drug discovery to commercial supplies of intermediates, APIs and finished dosage forms. The Company has competence and knowledge to undertake more than 30 complex chemical reactions. Whether it is advance intermediates, fine chemicals or active pharmaceutical ingredients, we can seamlessly scale up from mg to MT quantities. Our subsidiary PSI in Belgium provides regulatory affairs services and dosage forms to generic pharmaceutical companies. Jubilant Pharmaceuticals, our subsidiary in USA, is a generic pharmaceutical company having a US FDA approved manufacturing facility for solid dosage forms. DRUG DISCOVERY & DEVELOPMENT SERVICES Jubilant's subsidiaries, Jubilant Biosys, Jubilant Chemsys and Clinsys Clinical Research provide a range of functional as well as integrated services that help accelerate the discovery and development process within the global pharmaceutical and biotech industry. The 68

subsidiaries located in the US and India provide innovative solutions to our collaborators and partners while creative business models help sustain these relationships.

INDUSTRIAL PRODUCTS The Industrial Products business segment of Jubilant Organosys Ltd is a leading manufacturer of acetyl, animal nutrition and agricultural products like fertilizers and agrochemicals. These products have wide applications in industries such as pharmaceuticals, agrochemicals, textiles and foods.

These businesses are generally situated at the beginning of the value chain and are subject to supply cycles and price variations. To offset risks and ensure that the business maintains longterm profitability, Jubilant has set in place: Special grades of products within product lines A stable portfolio Constant benchmarking against international standards Strict operating efficiency standards

PERFORMANCE POLYMERS The Performance Polymers business is a recognized leader in the manufacture of products such as vinyl pyridine latex, emulsion polymers, adhesives, wood finishes, speciality polymers, CO ,
2

and their application to industry segments as diverse as tyres, textiles, construction, decorative 69

paints, packaging, paper coating and foods & beverages. The business works closely with customers, using research and development to introduce new products to suit the end consumer's needs.

PRODUCT DISCRIPTION
Jubilant operates in four business segments: LIFE SCIENCE PRODUCTS AND SPECIALITY CHEMICALS- It includes five companies Jubilant Organosys- One of the largest custom research and manufacturing services (CRAMS) companies. Jubilant Biosys- An innovative bioinformatics and chemo informatics service provider. Jubilant Chemsys- Jubilant services integrate the expertise of our scientists in the areas of Drug Discovery, Drug Development and Analytical Chemistry.

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 Jubilant clinsys- One of the best clinical and bio analytical service provider. PSI & PSI Supply.

OIL & GAS- Jubilant Corporation has emerged as one of the leading private sector players in the Oil & Gas Exploration and Production (E & P) segment in India. The corporation has been in the E & P business for the last thirteen years and has successfully bid for the development of the proven field at Kharsang in Arunachal Pradesh by teaming up with consortia in productionsharing contract where, post its takeover; oil production registered a major increase. FOOD- Jubilant Corporations business interest in food and retail segment is represented through Dominos Pizza and Monday to Sunday. DOMINOS PIZZA INDIA LIMITED- Dominos Pizza India Limited was incorporated in 1995. The first Dominos Pizza store was opened in India in January 1996, in New Delhi. Today, it has grown into a countrywide network of stores, with a team of over 2,000 people. Dominos pizza delivers fresh and ready to eat food in India by promising delivery within 30 minutes of placing the order, to its community of loyal customers all over the country. FOOD EXPRESS STORES (INDIA) LTD. MONDAY TO SUNDAY- Monday to Sunday is a chain of super stores, which operates in Bangalore. Its unique selling proposition is freshness. The outlets encompass the whole gamut of food products, frozen, chilled, fresh, packaged, canned and dry. SERVICES Oil & Gas services Power & Infrastructure Services 71

 Aerospace Services Automobile Services Software Solutions Financial Advisory Services

PRODUCTS MANUFACTURED

Advance Intermediates and Fine Chemicals Facilities

Kilo Lab for grams to kilograms with reactor size of 20 to 630 lts. and total volume of 3,500lts. Pilot Plant for kilograms to tones with reactor size of 1to 3 KL and total volume of 12,500lts. Commercial scale plants for kilograms to tones with volume of 210 KL reactor size of 2 to 15 KL and total

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Acetyls that include Acetic Acid, Acetic Anhydride and Ethyl Acetate Single Super Phosphate Organic Manure

Application Polymers for coating, textile and paper / packaging industry. Consumer Products for woodworking industry. Speciality gases for beverages, engineering and health care industry.

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Pharmaceutical & Life Science Products

Our Pharmaceuticals and Life Science Products business, divided into four sub segments, is the largest Custom Research and Manufacturing Services provider and a leading player in Active Pharmaceutical Ingredients in India. We cater to global pharmaceuticals and life sciences industry. Our products and services cover the entire gamut from development and supply of

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intermediates for drug discovery to commercial supplies of intermediates, APIs and finished dosage forms. The Company has competence and knowledge to undertake more than 30 complex chemical reactions. Whether it is advance intermediates, fine chemicals or active pharmaceutical ingredients, we can seamlessly scale up from mg to MT quantities. Our subsidiary PSI in Belgium provides regulatory affairs services and dosage forms to generic pharmaceutical companies. Jubilant Pharmaceuticals, our subsidiary in USA, is a generic pharmaceutical company having a US FDA approved manufacturing facility for solid dosage forms.

Drug Discovery & Development Services Jubilant's subsidiaries, Jubilant Biosys, Jubilant Chemsys and Clinsys Clinical Research provide a range of functional as well as integrated services that help accelerate the discovery and development process within the global pharmaceutical and biotech industry. The subsidiaries located in the US and India provide innovative solutions to our collaborators and partners while creative business models help sustain these relationships.

Discovery Informatics - Log onto www.jubilantbiosys.com

Discovery Research - Log onto www.jubilantbiosys.com, www.jchemsys.com

Drug Development Services - Log onto www.jubilantbiosys.com 75

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RESEARCH METHODOLOGY

Research methodology involves the process to systematically solve the research problem or research objectives of the research. It not only includes research methods uses in conduction the research but also consider the logic behind the methods we adopt in the context of our research study and explain why we are using a particular method of technique and why are not using others so the research results are capable of being evaluated either by the researcher himself or by others. Research is a systematized efforts to gain new knowledge It is a movement ,a movement from the known to the unknown. It is actually a voyage of discovery. A careful investigation or inquiry specially through search for new facts in any branch of knowledge. Research Methodology is a way to systematically solve the problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by the researcher in studying his research problem along with logic behind them. It is necessary for the researcher to know not only the research methods/techniques but also the methodology used. Researchers not only need to know how to develop certain indices or tests, how to calculate mean or median or mode, how to apply particular research techniques but must also know which of these methods or techniques are relevant and what would they mean and indicate and why. Research process consists of series of actions or steps necessary to effectively carry out the research. Objective of the study: To identify the training & development needs at JUBILANT ORGANOSYS.

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To critically ORGANOSYS

evaluate the training & development programme at JUBILATN

To give effective suggestions on the basics of result to improve their traning & development program

To increase practical knowledge towards importance of training & development Types of Research The research is based on exploratory research.

The objective of Exploratory research is the development of hypothesis rather then their testing. in such research the researcher search of causal relation ship between variables. Such studies require processors that will not only reduce bias and increase reliability but will permit drawing inferences about causality. Data type: - The research is based on primary as well as secondary data. Primary data-The primary data are those which are collected afresh and for the first time, and happen to be original in character. There are several method of collecting primary data, particularly in survey researches important ones are : (a)through questionnaires(b)observation methods (c) through schedules(d)interview method (e)other method which include. Secondary data The secondary are those which have already been passed through the statistical process. When the researcher utilizes secondary data, then he has to look into various sources from where he can obtain them. In this case he is certainly not confronted with the problem that are usually associated with the collection of secondary data. usually published data are available in (a)various publication of the central, state are local governments

(b)various publication of foreign government or of international bodies and their subsidiary

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organization (c) technical and trade journals (d) books, magazines and news papers (e) reports and publications of various associations connected with business and industries . Research Methodology of a research includes these major aspects of a research: Research design Sampling Design Data Collection Methods Processing and Analysis of Data Interpretation and conclusion

3. RESEARCH DESIGN A Research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to research purpose with economy in procedure. In fact, the research design is the conceptual structure with in which research is conducted. It constitutes the blueprint for collection, measurement and analysis of data. More explicitly, we can say that research design decisions happen to be in respect of: 1. What is the study all about? 2. Why is the study being made? 3. What type of data is required? 4. Where can the required data are found? 5. What period of time will study included? 6. How will the data will be collected? 7. How will data be analyzed? 8. In what style will report be prepared? 79

4. SAMPLING DESIGN TECHNIQUES There are various types of sampling design techniques. All the sampling design techniques are divided into two categories:(A) (B) (A) 1. 2. 3. (B) 1. 2. 3. 4. 5. 6. Non-Probability Sampling Technology. Probability Sampling Techniques. Non -Probability Sampling Technology are:Convenience Sampling Judgmental Sampling Quota Sampling Random Sampling Techniques are: Simple Random Sampling Systematic Random Sampling Stratified Sampling Cluster Sampling Multi Stage Sampling, and Area Sampling.

5. SAMPLE SIZE Every researcher has to determined to sample size of the population for which the study is to be conducted. For example All senior citizens residing in national capital region. Then the next step is to determine the samples size that is to be selected from the population. Determination of the precise size of a sample that has to be selected from the population is a difficult task. It depends on a host of factor. We can say that sample size is depends upon:-

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1. Nature of research and analysis. 2. The desire precision of the inferences. 3. The kind and number of comparisons. 4. The number of variable to be measured and analysis. 5. The variance one expects to find in the population. 6. The statistical level of confidence used, etc. My research based on primary data and sample size is 100 including employees(80 skilled & 20 unskilled)) of JUBILANT ORGANOSYS. The sample size in the project report is 50 taken from the various departments employees.

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FINDINGS & ANALYSIS

Q.1. Are you getting training and development in your organization? Table No 1 S.No. 1. 2. 3. Options Individually In team Both Figure No 1 Percentage 50% 40% 10%

INTERPRETATION:50% respondents choose the option individually, 40% respondents choose the option in team and remaining 10% respondents choose the option both.

Q.2. Do you know the basic objective of training and development? Table No 2 82

S.No. 1. 2. 3.

Options Fully Partially No Figure No 2

Percentage 30% 60% 10%

INTERPRETATION:30% respondents choose the option fully, 60% respondents choose the option partially and remaining 10% respondents choose the option no.

Q.3. Are you satisfied by the training and development provided by the organization? Table No 3

S.No. 1. 2.

Options Yes No 83

Percentage 60% 10%

3.

Cant say Figure No 3

30%

INTERPRETATION:60% respondents choose the option yes, 10% respondents choose the option no and remaining 30% respondents choose the option cant say.

Q.4. Do you believe that training and development system reflect any scope of improvement in ones performance? Table No 4 S.No. 1. 2. 3. Options Agreed Partially agreed Disagreed Figure No 4 Percentage 60% 30% 10%

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INTERPRETATION:? 60% respondents choose the option agreed, 30% respondents choose the option partially agreed and remaining 10% respondents choose the option disagreed.

Q.5. Training and development helps you in? Table No 5

S.No. 1. 2. 3. 4.

Options Career planning Goal achievement Promotion Others Figure No 5

Percentage 10% 30% 40% 20%

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INTERPRETATION:10% respondents choose the option career planning, 30% respondents choose the option goal achievement, 40% respondents choose the option promotion and remaining 20% respondents choose the option others.

Q.6. Who is providing the training to you?

Table No 6 S.No. 1. 2. 3. 4. Options Members of the personnel staff Outsides consultants Yours supervisors Faculty members at universities Figure No 6 Percentage 20% 10% 50% 20%

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INTERPRETATION:20% respondents choose the option members of the personnel staff, 10% respondents choose the option outsides consultants, 50% respondents choose the option yours supervisors and remaining 20% respondents choose the option faculty members at universities

Q.7. Are you satisfied with the criteria adopted by your organization? Table No 7 S.No. 1. 2. 3. Options Yes No Cant say Figure No 7 Percentage 60% 30% 10%

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INTERPRETATION:60% respondents choose the option yes, 30% respondents choose the option no and remaining 10% respondents choose the option cant say.

Q.8. Is the training system of your organization transparent?

Table No 8 S.No. 1. 2. 3. Options Yes No Cant say Figure No 8 Percentage 45% 30% 25%

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INTERPRETATION:45% respondents choose the option yes, 30% respondents choose the option no and remaining 25% respondents choose the option cant say.

Q.9. If any development is required after performance appraisal then proper training is given to you? Table No 9 S.No. 1. 2. Options Yes No Figure No 9 Percentage 65% 35%

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INTERPRETATION:65% respondents choose the option yes and remaining 35% respondents choose the option no.

Q.10. Does the training system provides an opportunity for orientation of individual objectives towards the achievement of organization goal? Table No 10 S.No. 1. 2. 3. Options Agreed Partially agreed Disagreed Figure No 10 Percentage 35% 50% 15%

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INTERPRETATION:35% respondents choose the option agreed, 50% respondents choose the option partially agreed and remaining 15% respondents choose the option disagreed.

Q.11. Do you feel that any reward are given to you according to your performance? Table No 11 S.No. 1. 2. 3. Options Yes No Cant say Figure No 11 Percentage 50% 20% 30%

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INTERPRETATION:50% respondents choose the option yes, 20% respondents choose the option no and remaining 30% respondents choose the option cant say.

Q.12. As par your view which factors make a training programme ineffective? Table No 12

S.No. 1. 2. 3. 4.

Options Management commitment is lacking and uneven Aggregate spending on training is inadequate Educational institutions award degree but graduates lacks skills Others Figure No 12

Percentage 35% 20% 20% 25%

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INTERPRETATION:35% respondents choose the option Management commitment is lacking and uneven, 20% respondents choose the option Aggregate spending on training is inadequate, 20% respondents choose the option Educational institutions award degree but graduates lacks skills and remaining 25% respondents choose the option others.

Q.13. The methods adopted by your organization is? Table No 13 S.No. 1. 2. 3. 4. Options Lectures Audio-visuals On-the-job training Computer-Assisted instruction Figure No 13 Percentage 55% 20% 20% 5%

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INTERPRETATION:55% respondents choose the option lectures, 20% respondents choose the option audio-visuals, 20% respondents choose the option on-the-job training and remaining 5% respondents choose the option Computer-Assisted instruction

Q.14. Do you think that need assessment diagnoses present and future challenges to be met through training and development? Table No 14 S.No. 1. 2. 3. Options Yes No Cant say Figure No 14 Percentage 40% 30% 30%

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INTERPRETATION:40% respondents choose the option yes, 30% respondents choose the option no and remaining 30% respondents choose the option cant say.

Q.15. Is your trainer given the honest feedback to you? Table No 15 S.No. 1. 2. 3. Options True Partially true False Figure No 15 Percentage 60% 35% 5%

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INTERPRETATION:60% respondents choose the option true, 35% respondents choose the option partially true and remaining 5% respondents choose the option false.

Q.16. What is the effect of Sales of Product after Training & Development programme organized by Jublient organization? Table No 16 S.No. 1. 2. 3. Options Increasing Decreasing No Effect Figure No 16 Percentage 70% 10% 20%

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20% 10% 70% Increasing Decreasing No Effect

INTERPRETATION:70% respondent say after training and development sales is increasing, 20% say no effect and 10% say sales is Decreasing.

CONCLUSION

50% choose the option individually, 40% choose the option in team and remaining 10% choose the option both.

30% choose the option fully, 60% choose the option partially and remaining 10% choose the option no.

60% choose the option yes, 10% choose the option no and remaining 30% choose the option cant say. 97

60% choose the option agreed, 30% choose the option partially agreed and remaining 10% choose the option disagreed.

10% choose the option career planning, 30% choose the option goal achievement, 40% choose the option promotion and remaining 20% choose the option others.

20% choose the option members of the personnel staff, 10% choose the option outsides consultants, 50% choose the option yours supervisors and remaining 20% choose the option faculty members at universities

60% choose the option yes, 30% choose the option no and remaining 10% choose the option cant say.

45% choose the option yes, 30% choose the option no and remaining 25% choose the option cant say.

65% choose the option yes and remaining 35% choose the option no. 35% choose the option agreed, 50% choose the option partially agreed and remaining 15% respondents choose the option disagreed.

50% choose the option yes, 20% choose the option no and remaining 30% choose the option cant say.

35% choose the option Management commitment is lacking and uneven, 20% choose the option Aggregate spending on training is inadequate, 20% choose the option Educational institutions award degree but graduates lacks skills and remaining 25% choose the option others.

55% choose the option lectures, 20% choose the option audio-visuals, 20% choose the option on-the-job training and remaining 5% choose the option Computer-Assisted instruction 98

40% choose the option yes, 30% choose the option no and remaining 30% choose the option cant say.

60% choose the option true, 35% choose the option partially true and remaining 5% respondents choose the option false.

70% say after training and development sales is increasing, 20% say no effect and 10% say sales is Decreasing.

SUGGESTIONS

All employees training need should be evaluated and must be given training regularly i.e. strength & weakness.

The training program given must be goal oriented towards company IPR related needs must be given. Training on modern instruments used for catalyst Training material need to be provide the participants in advance (two days before Status of training man-day must be achieved 99

Training visit programs to various other world class organization to improve the knowledge & replicate sense in organization.

Training must be full of practice and examples Dedicated training hall to be arranged for smooth functioning of the training program Attitudinal and motivational & perceptual training must be implemented Line management and advance education of computer system should be given The employees should be given by SQC-SPC implementation External training program at various institutes of management development programmer in IIM Ahemadabad etc.

Detailed study of integrated management system be increased Training on BaaN should be increased The training calendar should be designed keeping in view the production schedule of plant such that training stipulate for a specific employee should be received by employee only.

LIMITATIONS

Following are the limitation of the Training and Development procedure at JOL: Less emphasis was given on behavioral training Training effectiveness was measured using only the feedback from the HOD Less direct interaction between the workers & training department Less consideration was given on the production schedule while designing the Training calendar 100

Lack of resources provided to the training personnel of the HR department in the form of the man power and material resources.

BIBLIOGRAPHY

Ashwathpa K.Human resources management fifth dtion, Tata McGraw hill. Clark, Donald. Performance, Learning, Leadership, and Knowledge. History of Learning and Training. Accessed 21 June 2005. Jha R.N Personal growth training and developmentSavera publicationGupta, Kavita. A Practical Guide to Needs Assessment. San Francisco: JosseyBass/Pfeiffer, 1999. 101

 Kothari C.R Research Methodology Second Edition, Wishwa Prakashan.

WEBLIOGRAPHY : www.jubl.com

QUESTIONNAIRE

Q.1. Are you getting training and development in your organization? a. Individually b. In team c. Both

Q.2. Do you know the basic objective of training and development? a. Fully b. Partially c. No

Q.3. Are you satisfied by the training and development provided by the organization? a. Yes b. No 102 c. Cant say

Q.4. Do you believe that training and development system reflect any scope of improvement in ones performance? a. Agreed b. Partially agreed c.Disagreed

Q.5. Training and development helps you in? a. Career planning c. Promotion Q.6. Who is providing the training to you? a. Members of the personnel staff b. Outsides consultants c. Yours supervisors d. Faculty members at universities Q.7. Are you satisfied with the criteria adopted by your organization? a. Yes b. No c. Cant say b. Goal achievement d. Others

Q.8. Is the training system of your organization transparent? a. Yes b. No c. Cant say

Q.9. If any development is required after performance appraisal then proper training is given to you? a. Yes b. No

Q.10. Does the training system provides an opportunity for orientation of individual objectives towards the achievement of organization goal? a. Agreed b. Partially agreed c. Disagreed

Q.11. Do you feel that any reward are given to you according to your performance? a. Yes b. No c. Cant say

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Q.12. As par your view which factors make a training programme ineffective? a. Management commitment is lacking and uneven b. Aggregate spending on training is inadequate c. Educational institutions award degree but graduates lacks skills d. Others Q.13. The methods adopted by your organization is? a. Lectures c. On-the-job training b. Audio-visuals d. Computer-Assisted instruction

Q.14. Do you think that need assessment diagnoses present and future challenges to be met through training and development? a. Yes b. No c. Cant say

Q.15. Is your trainer given the honest feedback to you? a. True b. Partially true c. False

Q.16. What is the effect of Sales of Product after Training & Development programme organized by Jublient organization? a. Increasing Sales b. Decreasing Sales c. No Effect

RESPONDENT PROFILE Name Age ... Address.. 104

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