A

Project report

On

Training and Development

In
WELSPUN CORPORATION LTD

Submitted for partial fullfillment for the

Award degree of
Master of Business Adminstration
(2019-2021)

Submitted by Submitted to
MENIKA SHARMA NEETU BANSAL
MBA (4th Sem) Asst. professor
ROLL NO. 19MARXX624

Department of Business Administration (2019-21)

Arya college of Engineering and information Technology, Jaipur
Sp-40 RIICO industrial area Kukas (302028)

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 ACKNOWLEDGEMENT

I wish to express my sincere thanks to our respected Professor Neetu Bansal, Mrs Kritika
Singh, Mr Sujit kumar Srivastava (Asst Professors) and deep sense of gratitude to MR
PIYUSH SHARMA HOD, Arya college of engineering and IT, Jaipur for their kind support
and encouragement in completion of the Report.

I would like to thank Professor Neetu Bansal , Asst. Professor, Department of MBA of Arya
college of engineering and IT Jaipur who gave me golden opportunity to do this wonderful
Project in the esteemed organization, which helped me to learn various concepts.

Finally, I express my sincere thanks to my Parents, Friends and all the Staff of MBA
department of ACEIT for their valuable suggestions in completing this Project Report.

I am also thankful to all the supporting staff of Welspun Corp LTD for their help and co-
operation throught the training

I regret for any inadvertent omissions.

MENIKA SHARMA
Roll no 19MARXX624
MBA 4th SEMESTER

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 PREFACE

It is said that without theory, practice is blind and without practice theory is meaningless.
Hence practical training has been made integral part of the management education in
India. The training programmers are designed to give a manager the future of the
corporate happenings and work culture.
It exposes the potential of the manager of the future to the actual tune of the working
environment present is dynamic organization.
Personnel management is that part of management concerned with the people at work and with
their relationships within the organization.
Training is the process of increasing the knowledge and skill for doing a particular job. It
is an organized procedure by which people learn knowledge and skill for a definite
purpose. The purpose of training is basically to bridge the gap between job requirements
and present competency of an employee.
I am fortunate project I tried to find out the working methods and techniques, which is
enough to get the opportunity of vocational training at Welspun Corp Ltd.

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 DECLARATION

I, MENIKA SHARMA hereby declare that the Project report entitled “On Learning and

Development” with “Welspun Corporation LTD, prepared by me under the guidance

of Professor Neetu Bansal of M.B.A Department of Arya College of Engineering

and IT , Jaipur. I also declare that this Project work is prepared for partial fulfillment

for the award of degree of Master of Business administration Rajasthan Technical

University , Kota. I further declare that this Project is based on the

original study underta1‹en by me and has not been submitted for the award of any

degree/diploma from any other University / Institution.

 TABLE OF CONTENTS

S.R NO TOPIC PAGE NO

I. INTRODUCTION OF INDUSTRY

II. INTRODUCTION OF COMPANY

III. RESEARCH METHODOLOGY

IV. DATA ANALYSIS AND ITERPRETATION

V. FACT AND FINDINGS

VI. SWOT ANALYSIS

VII. CONCLUSION

VIII. SUGGESTIONS

IX. BIBLIOGRAPHY
CHAPTER I

INTRODUCTION OF INDUSTRY

This Chapter Contains:

 Brief of Company
 Company’s Mission
 Company’s Vision
 Corporate Identity
 Introduction to WELSPUN
at Anjar

Brief Of Company
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Welspun Gujarat Stahl Rohren Ltd. Is now Welspun Corp. Ltd. Set up in 1995 as Welspun Gujarat
Stahl Rohren Ltd., Welspun Corp Ltd. is today probably the largest Diameter Line Pipe Company in
the World with a capacity of 2.0 MTPA. The Financial Times rated WCL as the 2nd Largest Large
Diameter Pipe Company’ in the World when its capacity was 1.0MTPA. WCL was also recognized as
the ‘Emerging Company of the Year’ (Economic Times Corporate Excellence Awards), in 2008.

 With a strong culture of ‘Engineering Excellence” WCL takes pride to be amongst the most preferred
suppliers of Line Pipes in the World. The Company has supplied pipes for the toughest of projects and
has a credible list of clients unmatched in the Industry.

 In Gulf of Mexico, WCL is known as the Company which supplied pipes to the deepest pipeline
project (Independence Trail project) – in the United States and Canada, the Company has supplied the
longest pipeline (Keystone Project from Canada to U.S.).In Peru, WCL has to its credit of supplying to
the highest pipeline (Peru LNG) and in the Persian Gulf WCL supplied pipes for the heaviest pipeline
(IGAT IV).

 WCL currently offers a one stop solution in line pipes with a capacity to manufacture Longitudinal
(LSAW), Spiral(HSAW) and HFERW / HFI (ERW) pipes. The company additionally offers coating,
bending and double jointing facilitates thereby offering a 360 degree pipe solution to its customers.

 Welspun Corp Ltd. comprises of:

 Welspun Pipes Division: With facilitates in Dahej (Gujarat), Anjar (Gujarat) and Mandya (Karnataka)
in India and Little Rock in U.S., WCL’s Pipes division is today probably the largest in the World.

 Welspun Plates and Coil Division– The one-of-its-kind stackel facility can manufacture Plates up to
an enviable width of 4.5 meters and Coils up to 2.8meters wide. Besides catering to the internal
requirements of Welspun, this facility also services high-end Plate and Coil manufacturing for external
clients.

 Welspun Tubular LLC (USA)– Adjacent to the Little Rock Port, this state-of-art spiral pipe and
coating facility is spread across 740 acres and has annual capacity of350,000 tons and is one of the
largest industrial initiatives in the state of Arkansas, USA.The Company recently announced the
acquisition of a 44 acre site formerly owned by the Wheatland Tube Company.

Welspun Natural Resources Ltd.: Welspun Natural Resources Ltd has a joint venture with Adani
Enterprises Ltd. to form Adani Welspun Exploration Ltd. It has a portfolio of eight oil and gas assets,
in India, Thailand and Egypt.

 Welspun Energy Ltd.– Welspun Energy Ltd. has been incorporated to setup Thermal Power plants
and also to fulfill the commitment towards Green Environment by setting up Solar, Hydro, Biomass
and Wind energy power generating facilities.

Welspun Infratech Ltd: - Welspun Infratech Ltd Recently announced the acquisition of MSK Projects
India Ltd. thereby marking Welspun’s entry into the $500 dollar infrastructure sector in India. The
Company now has the capabilities to lay of oil & gas and water pipelines. 

Year by Year History :-

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1985: Started as a small Polyester Texturising yarn unit at Palghar named Welspun Winilon Silk Mills
Ltd

1993: Inception of WIL. Welspun entered into manufacturing of Terry Towels at Vapi plant

1995: Cotton Spinning unit set up at Vapi (Backward Integration)

1997:Inception of WGSRL. Welspun diversified into manufacturing of steel pipes - LSAW & Spiral
pipe project set up in Bharuch.

1998: Inception of WSL - Consolidation in the PFY segment – Set up of vertically integrated plant at
Silvassa to manufacture specialty textured & Dyed Yarns.

1999: Inception of WZTL. Welspun entered into joint venture with Vincenzo Zucchi of Italy for
manufacturing of Bathrobes at Vapi.

2001: Entered into Joint Venture with EUPEC, world’s 2nd largest manufacturer of Pipe Coating to
provide pipe coating solutions at Dahej. Later it was merged with WGSRL in 2005

2004:Phase I Project - Commencement of Terry Towel & bed sheet project, ERW, Spiral & LSAW
project and Power & Steel project at Anjar plant.

2006: Phase II project - Committed investment in Plate Mill, Textile expansion & Corporate Cotton
farming;
Inception of WRL
WIL Acquired Christy – UK’s No 1 Terry Towel brand

2007: Project in USA – City of Little Rock, Arkansas, US

First piece of Bath Rug Produced at Vapi Plant.
Acquired 76% interest in Sorema – One of the leading Bath Rug
Majors in Europe.

2008: Commencement of World Class Plate Mill Division – March ’08

First Export Consignment of Bath Rugs – April ‘08

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Company’s Mission
Company endeavor to reach the leadership position in each Segment / Sector of our Product / Service.

 Company is committed to satisfy our customers by providing such Quality Product / Service, which
gives highest value for money.

 Company believe that employees are our most important asset through which we can reach the top in
each category of our Product / Service. Therefore, we will emphasize on their continuous
improvement through up gradation of relevant knowledge and training.

 Company commit ourselves to continuous growth, so as to fulfill the aspirations of our Customers,
Employees and Shareholders.

Company’s Vision :-
Company aim to….
Emerge as a global leader……
Preferred by every home
Serve…with passion
Grow…@ speed
Innovate….with quality
Excel…with ethics
Delighting all stakeholders……

Corporate identity :-

The insignia is a creative visualization of a flying pair of sea gulls.

The visualization depicts the flight to greater heights at the same time remaining in
touch with ground realities.

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CHAPTER II

INTRODUCTION OF COMPANY

This Chapter Contains:

 INTRODUCTION OF
WELSPUN GROUP AT
ANJAR
 KEY MANAGEMENT OF
COMPANY

INTRODUCTION OF WESPUN GROUP AT ANJAR

Welspun City , a 2500 acre township set up in the heart of Anjar is the backbone of Welspun. It was
established in 2004 with an initial investment of Rs. 13,500 million.
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 Today Welspun City houses a state-of-the-art Line Pipe mill which is capable of producing Spiral Arc
Welded (SAW) Pipes – both Helical and Longitudinal pipes of the finest grades and international
standards. This is in addition to the ERW pipes which it manufactures
.
The one-of-its-kind Textile Mill produces Terry Towels and Bed linen of the finest and the best
quality in the World. These products are mostly exported to the top retailers of the Globe which
includes most of the Fortune 100
Companies like Wel Mart, Target and J.C. Penny amongst others.
Welspun City takes pride in housing one of the only three Plate-cum-coil mill of its kind in the World.
This mill with a capacity of producing plates up to 4.5 meters width and Coil up to 2.8 meters wide is
all set to improve Welspun's operational capabilities.
Welspun City is additionally a prime example of continuous efforts of protecting the environment with
a strong emphasis on a-forestation.

The township is in the process of turning itself in the creation of the largest green belt in the area, with
a veritable forest of about 500,000 trees which includes the Jatropha tree, the drought resistant
perennial whose seeds is used to produce bio-diesel.

Key Management of Company :-

BOARD OF DIRECTORS  

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Name Designation
Mr. Asim Chakraborty    Director
Mr. B. K. Goenka Chairman and Managing Director
Mr. K. H. Viswanathan Director
Mr. M. L. Mittal Executive Director – Finance
Mr. Nirmal Gangwal Director
Mr. N. Shankar Nominee of Export Import Bank of India
Mr. Rajesh R. Mandawewala Joint Managing Director
Mr. Raj Kumar Jain Director
Mr. R. G. Sharma Director

Training and Developement

Training constitutes a basic concept in Human Resource Development. It is the systematic
modification of behaviour through learning which occurs as a result of education, instruction,
development and planned experience. As was said earlier, it is concerned with developing a particular
skill to a desired standard by instruction and practice. Training was defined in greater detail by the
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British Manpower Services Commission (1981) as follows: “A planned process to modify attitude,
knowledge or skill behaviour through learning experience to achieve effective performance in an
activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the
individual and to satisfy the current and future manpower needs of the organization”.

Training is a highly useful tool which can bring an employee into a position where he/she can do
his/her job correctly, effectively and conscientiously: a) correctly, in that he/she can apply whatever
he/she has been taught, b) effectively, in that he/she may be in a position where he/she can perform to
the expected standards, and c) conscientiously, in that the behaviour of the trainers can bring the
trainees to the position where they can put their maximum effort at the right time.

A training course should constitute a key feature in a formal development programme, and this could
be a standard offering by various specialist bodies or in-house courses developed for the
organization’s specialist needs. Increasingly, these options are being combined so that there is the
possibility of an externally provided course tailored to suit an organization’s particular needs.

Most training schemes and processes are based on the following model:
 Identification of training needs and the setting of training objectives.
 Identification and selection of training and development methods.
 Design of a training and development programme.
 Implementation of the programme.
 Evaluation of the programme.

On this point, it is necessary to indicate briefly how learning occurs. According to Lundy and Cowing
(1996) there are four main theoretical perspectives of learning:
 The Behaviorist theory, which equates the human being with a machine stimulated into
learning by positive or negative reinforcement.
 The Cognitive theory, which equates the human being to a brain and stresses the importance of
critical thinking and problem solving.
 The Gestalt theory, which involves the whole personality and stresses that the whole (the
gestalt) is more than the sum of the parts. A gestalt begins to form when the individual
experiences a physical and/or psychological need in relation to the environment. This moves
the individual away from equilibrium in the direction of action to satisfy a need. Equilibrium is
only re-established when the learning problem is solved.
 The Humanistic theory, which maintains that all individuals have the capacity to learn and,
therefore, that the purpose of learning is to encourage each individual to attain his/her full
potential.

 The goals of training

The main goal of training is to help the organization achieve its objectives by adding value to its key
assets – the people it employs. Training means investing in people to enable them to perform better

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and to empower them to make the best use of their natural abilities. The particular objectives of
training are to:
 Develop the competencies of employees and improve their performance.
 Help people grow within the organization in order that, as far as possible, its future needs for
human resources can be met from within.
 Reduce the learning time for employees starting in new jobs on appointment, transfer or
promotion, and ensure that they become fully competent as quickly and effectively as possible.

 Training and learning

“Training is a learning experience in that it seeks a relatively permanent change in an individual that
will improve the ability to perform on the job. We typically say training can involve the changing of
skills, knowledge, attitudes, or behavior. It may means changing what employees know, how they
work, their attitudes towards their work, or their interaction with their co-workers or supervisor” (De
Cenzo and Robbins, 1996). According to De Cenzo and Robbins, there are two ways which have
dominated learning research over the years. Specifically:
 Operant conditioning: This way views learning as a behavioral change brought about by a
function of its consequences. It can be described as a type of conditioning in which behavior
leads to a reward or prevents punishment. Operant conditioning focuses on learning from
external sources, as opposed to learning that takes place from within (Skinner, 1971). In
operant conditioning, there are four ways in which behavior can be shaped:
 Positive reinforcement, which provides a pleasant response to an individual’s actions.
 Negative reinforcement, which involves an unpleasant reward.
 Punishment, which penalizes employees for specific undesirable behaviors.
 Social learning theory: This theory views learning as a continuous interaction between
individuals and their environments. According to this theory, learning occurs through
observation and direct experience. Social learning theory focuses on what individuals observe,
and the importance of their perceptions in learning. In social learning, four processes have
been found to determine the influence a model will have on an individual.
 Attentional processes. People only learn from models when they recognize and pay
attention to their critical features.
 Retention processes. A model’s influence will depend on how well the individual
remembers the model’s action.
 Motor reproduction processes. After a person has seen a new behavior by observing the
model, the observation must be converted to doing.
 Reinforcement processes. Individuals will be motivated to exhibit the modeled
behavior if positive incentives or rewards are provided.

 Diagnosis of training needs

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Training has always been important. In recent years, however, the process of training is more
important than ever in order for organizations to cope with accelerating change which affects existent
training needs (eg inefficient job performance) and future training needs (eg responding to the
continuous progress of technology).

According to Kenney and Reid (1994), the most common methods of diagnosis of organizational
training needs are the following:
 Evaluation of personnel. The director (or a team) evaluates the personnel’s performance. This
process takes place periodically with an evaluation form. That form contains questions in which
the ability to take good knowledge and the abilities of organizing, leadership and progress will be
reported.
 Analysis of work. Every step which takes place during the work performance examined in order to
determine if it is really needed. After determining the necessary steps, the areas in which
employees need training must be identified.
 Analysis of skills. The trainer must first identify the differences between new and experienced
employees, in relation to their effectiveness. These differences will show the size of the training
need for the new employees.
 Observation. Observation can help the trainer find out what an employee does not do correctly and
in that way to determine the training needs.
 Changes in the organization or the job. The creation of new job positions, the abolition of old
positions and the integration of positions are some important changes which often take place in a
company and generate the need for training.
 Interviews between super ordinates and subordinates. Very often, when the super ordinate and the
subordinate discuss matters which concern the organization, it is a good opportunity to discuss
training needs as well. These interviews can be formal or informal.
 Analysis of data. Selecting data from departmental records (such as personnel statistics, accident
records, training reports, and staff appraisal forms) also helps to identify training needs.
 What other organizations do. According to this method, small organizations must take advantage
of information about what larger organizations do in relation to training.

 Understanding training

To understand how training should be developed and operated within an organization, the first
requirement is to appreciate learning theory and approaches to providing learning and development
opportunities in organizations. It is then necessary to understand the following approaches to training
(Armstrong, 1996):
 Training philosophy.
 The process of training.
 Identifying training needs.
 Planning training.
 Conducting training.
 Responsibility for training.
 Evaluating training.

Types and the process of training

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a) Systematic training

According to Armstrong (1992), “systematic training is training which is specifically designed to meet
defined needs. It is planned and provided by people who know how to train, and the impact of training
is carefully evaluated”. It is based on a simple, four-stage model expressed as follows:
 Define training needs.
 Decide what sort of training is required to satisfy these needs.
 Use experienced and trained trainers to plan and implement training.
 Follow up and evaluate training to ensure that it is effective.

The model of systematic training provides a good basis for planning training programmes, but it is
often oversimplified – training is a more complex process than this. Another drawback of systematic
training is that insufficient emphasis is placed on the responsibilities of managers and individuals for
training. The concept of planned training provides a more comprehensive description of the training
process.

b) Planned training

Planned training is defined by Kenney and Reid (1994) as “a deliberate intervention aimed at
achieving the learning necessary for improved job performance”. The process of planned training
consists of the following steps:
 Identify and define training needs.
 Define the learning required.
 Define the objectives of training.
 Plan training programmes.
 Decide who provides the training.
 Implement the training.

c) Identification of learning and training needs

Training must have a purpose and that purpose can be defined only if the learning needs of the
organization and the groups and individuals within it have been systematically identified and
analyzed. According to Kempton (1995), training needs can be identified at the individual and the
organization level.

 At the individual level

 Identification will need to begin with the job description. This will provide a list of the skills
and knowledge required. It can be compared with the actual skills and knowledge that the job
holder processes.
 Another approach could be to look at critical incidents over, say, the past three months that
were particularly challenging or stressful. The training can then be directed at the areas that
are most relevant.
 Managers will also be able to identify training for their subordinates. One of the best ways of
achieving this is through the appraisal interview, where agreed training needs can be
identified.
 Individuals may request training that they perceive will equip them for a change of job, either
laterally or through promotion.

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 At the organizational level
 Training needs may be identified through the performance appraisal system. This may
provide the key channel for feeding back individual needs. The information should be
processed by a human resource professional in order to plan the overall needs of the
organization.
 The management team may identify areas from the corporate plan that they want included in
the training plans.

d) Planning training programmes

Every training programme needs to be designed individually, and the design will continually evolve as
new learning needs emerge, or when feedback indicates that changes are required. According to
Kempton (1995), before consideration is given to special aspects of training programmes for
managers, team leaders, craft and technical trainees, and office staff, decisions are necessary in the
following areas:
 Objectives: The objectives need to be considered against the desired results. The end-result will be
the acquisition of a new skill or changed behavior. Skills and behaviors can be learned. A skill can
be learnt in isolation whereas a behavioral change will lead to permanent change in the values and
behaviours held. That means, teaching the skill of juggling to people who can not juggle is
achievable.
 Location: Is the training to be on-site? Is the training to be run by an external source?
 Timing: Is there an optimum time for the training to take place? What is the duration of the
training, and if it is to be a series of courses does a pilot course need to be planned?
 Level: If the training is to be just conceptual, are the trainees experienced enough to be able to
relate it to the work situation?
 Techniques: Consideration should be given to elements of technique. Is it appropriate to use case
studies or role plays? What is the objectivity level of the trainer and the expectation of the trainee?
There is a variety of training techniques that can be used. According to Armstrong (1996), these
techniques can be divided into:
 On-the-job techniques, which are practiced on a-day-to-day basis or as part of a specially
tailored training programme. These techniques include demonstration, coaching, job
rotation, planned experience and mentoring
 Off-the-job techniques, which are used in formal training courses away from the place of
work. These techniques include lectures, talks, discussions, the discovery method, case
study, role-playing, simulation, group exercises, team building, distance learning, outdoor
learning and workshops.
 On- or off-the-job techniques, which include instruction, question and answer, action
learning, assignments, projects, guided reading, computer-based training, interactive video
and video.

e) Conducting training programmes

According to Armstrong (1996), the only general rules for conducting training programmes are that
first, the courses should continually be monitored to ensure that they are proceeding according to plan
and within the agreed budget and second, all training should be evaluated after the event to check on
the extend to which it is delivering the required results.

There are, however, a number of considerations which affect the conduct of training for specific
occupations, and those concerning managers and team leaders, sales staff, skilled workers and office
staff are the following:
 Management and team leader training.

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 Sales training.
 Technical and skill or craft training.
 Training office staff.
 Team building training.
 Meeting the training needs of special groups.

f) Responsibility for training

It is believed that most learning occurs on the job through coaching, planned experience and self-
development. The onus is on managers and individuals to ensure that it takes place. Senior
management must create a learning organization in which managers recognize that training and
development are a key part of their role and one on which their performance will be assessed.
The role of a specialized training function is generally to provide advice and guidance to managers on
their training responsibilities. According to Armstrong (1996), some of the responsibilities of a
training function are the following:
 Developing training strategies which support the achievement of business strategies.
 Analyzing and identifying corporate and occupational training needs.
 Developing proposals on how these needs should be satisfied.
 Preparing plans and budgets for training activities.
 Identifying external training resources, selecting external training providers, specifying what is
required from them and ensuring that their delivery of training meets the specification.
 Advising on external training courses for individuals or groups.
 Organizing internal courses and training programmes, but often relying on outside help for the
whole or part of formal training courses.
 Training managers, supervisors and mentors in their training responsibilities.
 Providing help and guidance to individuals in the preparation and implementation of personal
development plans.
 Monitoring and evaluating the effectiveness of training throughout the organization.

g) Evaluation of training

One of the most nebulous and unsatisfactory aspects of training programmes is the evaluation of their
effectiveness. Evaluation has been defined by Hamblin (1974), as “any attempt to obtain information
(feedback) on the effects of a training programme, and to assess the value of the training in the light of
that information”. Evaluation leads to control which means deciding whether or not the training was
worth the effort and what improvements are required to make it even more effective. According to
Hamblin, there are five levels at which evaluation can take place:
 Reactions of trainees to the training experience itself.
 Learning evaluation requires the measurement of what trainees have learned as a result of their
training.
 Job behavior evaluation is concerned with measuring the extent to which trainees have applied
their learning on the job.
 Organizational unit evaluation attempts to measure the effect of changes in the job behavior of
trainees on the functioning of the part of the organization in which they are employed.
Ultimate value evaluation aims to measure how the organization as a whole has benefited from
the training in terms of greater profitability, survival or growth.

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Execution Process

Executing consist of the process used to complete the work defined in the project plan to accomplish
the projects requirement. Execution process involves the coordinating the people and resources , as

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well as integrating and performing the activities of the project in accordance with the project plan.

Documents Maintained

 Feedback Analysis

 Attendence Sheet

 Quiz Evaluation

 S.F entries maintained

 BRC data maintained

 Staff and Workers 5 year record

 Training Matrix

 External trainer assessment

TRAINING PROGRAMMES FOR EMPLOYEES

To sustain the healthy work culture and maximize the utilization of human potential in
achieving organizational objectives, “WELSPUN” had contributed a lot.
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  In-house Training:-
After the identification of the training needs of employee and keeping in view the
requirement of the society, the in-house training programs are organized. In such training
programs, faculties are drawn from within the organization and from outside also.
 Induction Training:
New appointees are imparted Induction training covering WELSPUN’s aim objective and
achievement, work culture, office. Normally internal faculty is drawn for such training. New
appointees are put on the job only after necessary induction training.
Similarly, special programs are being designed and the employees who have been provided to
officer category from the workmen category in the recent past.

 Fire and Safety Training:

In this training, trainer helps to aware about taking step at the time of critical situation like fire,
earth-quake safety measures and other natural calamities and also gives some practical examples as
well as practical things.

CHAPTER IV

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Personnel & Administration Department of WELSPUN

 Personnel Section

 Administration Section

 Welfare Section

 Welfare activities of WELSPUN

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 PERSONNEL & ADMINISTRATION DEPARTMENT

Function of Personal section

Personal
Section

Recruitment Establishm
ent
Apprentices Personal file
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 Loans

Perks Administration

Social Security claims

Probation/Increment

Internal/external communication

Roll of personal section

 To keep manpower inventory/planning of HRD/planning for redeployment.

 To assist department to prepare manpower requirement.
 To review the management structure periodically and suggest change, if any.
 To care of selection, recruitment and selection procedure.
 Performance appraisals.
 Promotion policy formulation and implementation.
 Salary and perks administration.
 Career planning and succession planning.
 To take care of the social security aspects of the employee.
 Job study, job rotation etc.

RECRUITMENT CHART

Recruitment in WELSPUN

Page
Unit 24 Head office level
 At lowest level I.e. at L1
grade

RECRUITMENT
It is necessary to keep organization successfully running & growing. To achieve this objective, that only
the best and most suitable employee are appointed/promoted in each post. Thus, the recruitment and
promotion policy of the organization shall be to recruit the most suitable person to each post. So far as
the suitable of candidate is concerned, this should be judged by a committee of senior officer.
Selection or appointment of a candidate to a vacancy either from outside WELSPUN through direct
recruitment or on deputation.
In WELSPUN all recruitment to H1 grade and above shall be made on all India bases and to Grade H2
and below on local Unit basis.

 Recruitment Procedure in WELSPUN

In WELSPUN recruitment is done for two groups of employees.

There are:-
1) Apprentices
2) Group c & d which includes
 Doctors & nurses
 Security
 Technicians etc.

 Sources of Recruitment

 Direct recruitment.
 Promotion of departmental candidate.
 On deputation basis from Government or other Organization.
 On contract for specified period.
 From amongst the trainees/ apprentices of society.
 Campus interview as approved by the competent Authority from time to time.

The list of the panel of selected candidates drawn for the purpose of recruitment from outside will be valid
for a period of six months. The validity of the panel may be extended for another six months with the
approval Management Director.

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INDUCTION

The main objective of placement is to fit the new employee to the job demands. As the new employee is
not aware of the organization philosophies culture, different department etc, he is put into the process
of “INDOCTRINATION”. It means that the philosophies and approaches of the organization are
slowly included to the employee for easy adaption in the organization. In general, this process takes
place, while the new employee is put under “INDUCTION”.

Finally the purpose of INDUCTION is to:

 Introduce of personal protective gadgets, safety and fire fighting.

 Introduction to new employee and organization to each other, to help them become acquainted
and to help them accommodate each other.
 He is made aware of how his job fit into the overall operation of the organization.

PROBATION

All regular appointments against permanent vacancies whether on first appointment or on promotion, shall
be on probation for a period of six months in the first instance.

PERFORMANCE APPRAISAL

Performance Appraisal is the systematic evaluation of the individual with respect to his/her performance
on the job & his/her potential development.

 Objective of performance Appraisal

 To effect promotion based on competence & performance.

 To assess the training & development need of employees.
 To help considering employees’ suitability for different types of assignments, transfer &
placement.
 To let the employee know where they stand in so far as their performance is concerned and to
assist them with constructive criticism & guidance for the purpose of their development.

 Performance Appraisal in WELSPUN

For the different grades there are different appraisal forms.

1. Performance appraisal forms for Grades H2 and below.

2. Performance appraisal forms for Grades H1 and below

In applying and using the appraisal system it will have phases:

 Reporting
 Evaluation
 Follow-up

The rating of the employees should be done annually at one time. The first page of the appraisal
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 Format is to be filled by the personal Department and passed on to the Appraising Officer by 1st
Week of April and send it to the Reviewing Officer and from him to the Accepting Officer. The
Accepting Officer after recording his Observation on the appraisal of the employee will send the report
personal department latest by the end of April.

The instruction provided in the appraisal form to be carefully gone through by individual appraiser
bearing in mind that the later will be rated eventually.

 In case of disagreement among the Appraisal and Reviewing Officer, the Accepting Officer
should hold discussions with all of them and finalize rating.

 In case performance of the employee is below Average or excellent, same shall be

communicated by personal Department to M.D after the appraisal is accepted by the competent
Authority.

PROMOTION

Promotion means reorganization of ability to perform higher responsibility an improvement in pay,

prestige, position and responsibilities within his or her organization.

 Purposes of promotion
 To motive employees to higher as follows.
 To attract and retain the services of qualified and competent people.
 To recognize and reward the efficiency of an employee.
 To fill up higher vacancies from within the organization.
 To build loyalty, morale and a sense of belongingness in the employee.

TRANSFERS

Employees who are transferred from one location to another by the Management shall be entitled to the
following benefits:

 6 days joining time.

 Shifting allowance.
 Daily allowance for self and family members for journey period.
 Expenses for transportation of personal effects as per entitlement provided in TA/DA rules and
costs on the transportation of conveyance for those drawing FLTE (fixed local traveling
expenses).

However, the above mentioned benefits will not be extended to employee who are transferred from
exiting location to desire location on their own request and will be entitled on for journey fare.

SALARY AND COMPENSATION STRUCTURE:

The basic purpose of wage and salary administration is to establish and maintain an equitable wage
and salary structure. Its secondary object is the establishment and maintenance of an equitable labor-
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 cost structure, i.e., an optimal balancing of conflicting personnel interests so that the satisfaction of
employees and employers is maximized and conflict minimized.
For it has been rightly said that “People do what they do to satisfy some need. Before they do
anything, they look for a reward or pay-off”.
Thus wage and salary programme have four major purposes:
 To recruit persons for a firm.
 To control payroll costs.
 To satisfy people, to reduce the incidence of quitting grievances, and fractions over pay.
 To motivate people to perform better.

ADMINISTRATION SECTION

The major task of Administration Department is of transportation of employees from their residential
places to the plant and back. For this purpose there are four buses owned and seven buses and six Tata
Sumo’s are rented from outside. Further all the Joint General Managers, general Managers and senior
General Manager are provided with Honda city to each of them for conveyance to and for between
plant and residence.

The land, on which the factory premises are situated, belongs to Kandla Port Trust and the land is taken on
30 yearly lease bases. Their renewals payment of yearly ground rents and correspondence regarding
this issue etc. is done under the administration department.

Communication – Mobile are provided to the chief managers and above by WELSPUN. Payment of its
bill up to a ceiling of Rs.1000/- per month, payment of the bill of land lines lease lines BSNL phones
and the reward and outward correspondence such as letters couriers telegrams are done by
administration department.

Other activities done by administration department are:

 Cleaning in the office premises.

 Transportation of R.O. Water Township to Plant Premises.
 Procurement and distribution of office furniture in the office and township.
 Procurement and distribution of office stationary to various sections wherever required in
proper proportion so as to avoid its misuse.
 Official tour for employees and also the arrangements regarding reservations etc. are arranged
by this department.

WELFARE SECTION

Welfare means faring or doing well. It is a comprehensive term and refers to the physical, mental, moral,
and emotional well being of an individual. Labor welfare, also referred to as betterment work for
employee, relates to taking care of the well being of workers by employers, trade unions, government
and Non- government agencies. In 1948, the factory Act was amended in which certain rules were set
forth to look after the welfare of the workmen or the employees.

WELSPUN has separate welfare department & welfare officer also. This welfare officer acts as a bridge
between the management and the workmen, so that they do not face any problem to do their duty in
the plant

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A STEP TOWARDS WELFARE ACTIVITIES OF WELSPUN
In our seamless effort to improve the lives of children through education, “Welspun Vidya Mandir”,
a school up to standard 10 and ‘Welspun Anganvadi', a pre-primary school has been set up for not
only the children of Welspun employees but children of the other local families could also attend.
Further, we also support various education initiatives at all levels. This involves granting aid to
schools, acknowledging and rewarding meritorious students and an initiative called Welspun
scholars. Welspun scholars are a group of approximately 14 students, who yearly, seek full study-
assistance from Welspun. We support these students, the future of tomorrow, with all humility and
passion.
 

Welspun City , a 2500 acre township set up in the heart of the barren lands of Anjar, Kutch in the
state of Gujarat , is a prime example of continuous efforts of protecting our environment with a
strong emphasis on a-forestation. Welspun City is in the process of turning itself in the creation of
the largest green belt in the area, with a veritable forest of about 500,000 trees.

Campaign on Energy Conservation

Energy Saved is Energy Produced, a month-long campaign on

Energy Conservation was launched on 26th July 2008. The
campaign focuses on generating energy-saving habits among
each and every Welspunite. At the launch of the Campaign,
the hard-hitting movie, An Inconvenient Truth by Nobel
Laureate Mr. Al Gore was screened at Head Office besides
our plants at Anjar and Vapi. The movie presents an eye
opening and compelling view of the future of the planet & the
civilization. A wake-up call that cuts through myths and
misconceptions to deliver the message that global warming is
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29
 real and present danger. Further each screening was followed
by an informal discussion where the viewers shared their
experiences, knowledge, suggestions & observations. The
discussion forum reveals several feasible ways to save
energy. The participants were distributed with handouts on
various tips to save energy at work, at home and on road. This
tiny step towards sensitization on energy conservation was so
well received by everyone that it has encouraged us to
undertake several activities under the banner of 'Energy
Saved is Energy Produced' in the near future.

Welspun enables women to realize their full potential. We work for equal access to women on
health care, quality education, career and vocational guidance, employment, equal remuneration,
occupational health and safety, etc. Welspun builds and strengthens partnerships with civil society,
particularly women’s organizations and work towards changing societal attitudes and community practices
by active participation and involvement of women.
 
Naya Savera Campaign

Girl child is a cause close to heart in Welspun. We are determined to

priorities the cause of the Girl child. A little amount of care, a
handful of warmth and a heart full of love for a girl child can make a
big difference. In this Endeavour, Naya Savera, campaign was
launched in Mumbai. Around 35 employees took the pledge and
adopted more than fifty girl child. These overwhelming responses
bolster our spirit to lead the initiatives in a long run.

 
Project "Lijjat"
Programmes providing training in the art of papad making have been
organized, where women of one hundred and forty eight Welspun
families from a tiny village in Versamedi, Anjar, Gujarat, have
participated and have trained for two to three hours daily. This project
has provided vocational training and in turn has led to the women
making a small amount of money that today makes a significant
difference to their lives therefore empowering them.

 
Project "Kishori"

At Welspun, we understand the importance of being not only

educated but also well versed with computers, in today's dynamic
environment. As part of vocational training, we are supplying the
institutes with facilities and professional trainers to offer free
computer classes. We organize computer courses that are offered to
working women who intend to apply for positions in both
Government and non-government organizations.

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30
  
 
Living a healthier life improves the quality of life. Feeling physically better and having control over
life can greatly increase mental health as well. We believe achieving health and remaining healthy is
an active process.
Welspun has organized total six health and eye camps in the last seven months (July-January 08) in
association with the local NGOs ,Gram Panchayat & local hospitals. It has served over 1500 people.
Around 10 people availed of eye surgical facilities and over 1,000 people received aids and
appliances. In all, over one thousand populations have been benefited by the CSR activities of
Welspun

Health Camp at Anjar

On 13 June 2008 a health camp was organized at Varshamedi

Village, Anjar, Gujarat for mothers and children. The first of
its kind camp in the locality where doctors from leading
hospitals of Kutch District - Matrusparsh Hospital, Navjeevan
Hospital, Sneh Maternity Hospital, Kandla Port Trust
Hospital and Indian Medical Association volunteered to offer
their services. Around 500 mothers and children from
Varshamedi Village and Welspun Colony were diagnosed for
various ailments. Each beneficiary was given a personal
health card to keep abreast of their present status on health.
For common ailments and general restoratives like Iron and
Folic Acid Tablets, Vitamin tablets and syrup were
distributed to the beneficiaries. Essential medical test (H.B.,
B. G., Urine Test, V. D. R. L.,) were also conducted for
expecting mothers.

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 RESERCH METHODOLOGY

INTRODUCTION
It is a way to systematically solve the research problem. As main objective of study is to gain
familiarity with various department functions and new insights it to it, the research study being
exploratory research study. The data used in this report are secondary data.

Sampling Method : Random Sampling

Research Method : Descriptive Research

Sample size : 50

Elements : Employees of the organization

Data collection Instrument : QUESTIONNAIRE

Area : WPCMD, ANJAR

OBJECTIVES

 To find out the effectiveness of various training program conducted.

 To study post behavioral pattern after being training held.

 To identify critical areas where training is needed.

PROBLEM IDENTIFICATION

Top Management is not convinced about the training program, hence they would like to know what
their employees think about the training program held, and also the ways by which they can improve
on it.

DATA COLLECTION
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 Primary data
It was collected to conduct the study as helps to reach more authentic conclusion from finding. The
primary data was collected by means of structured questionnaire by direct interviews.

Secondary Data:-
It is collected from internet, books, reports and company profile.

Data Tabulation-
After the data was collected, the data was tabulated in a Microsoft Excel Sheet the data was edited,
coded and verified for validity. During the survey, as 50 respondents were interviewed from the target
group as mentioned
DATA ANALYSIS AND ITERPRETATION

Q.1 The efforts of the management are to utilize the services and potentials
of all employees for the development of the company?

% of
Respondent
Response s
SRTRONGLY
SATISFIED 20%
SATISFIED 70%
QUITE SATISFIED 10%
DIS-SATISFIED 0

Fig.1

Q.2 The reward system instituted by company encourages you to put in more efforts and present a
better show or performance?

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33
 % of
Response Respondents
SRTRONGLY
SATISFIED 50%
SATISFIED 20%
QUITE SATISFIED 20%
DIS-SATISFIED 10%

Fig.2

Q.3 The appraisal helps the employees to know your efforts and potentials?

% of
Respondent
Response s
SRTRONGLY
SATISFIED 40%
SATISFIED 20%
QUITE SATISFIED 30%
DIS-SATISFIED 10%

Fig.3

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34
Q.4 The training programmes of company help you to know of your hidden talents and thus let you
know of your capabilities and potentials?

%. of
Respondent
Response s
SRTRONGLY
SATISFIED 40%
SATISFIED 20%
QUITE SATISFIED 30%
DIS-SATISFIED 10%

Fig.4

Q.5 Seniors often help you in sorting out your personal problems?

% of
Response Respondents
SRTRONGLY
SATISFIED 20%
SATISFIED 60%
QUITE SATISFIED 10%
DIS-SATISFIED 10%

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35
Fig.5

Q.6 In this company, impartial system of performance evaluation of employees?

No. of
Respondent
Response s
SRTRONGLY
SATISFIED 10%
SATISFIED 40%
QUITE SATISFIED 40% Fig.6
DIS-SATISFIED 10%

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 SATISFIED
SATISFIED 40%
QUITE SATISFIED 30%
DIS-SATISFIED 0%

Fig.7

Q.8 The policies of the company are such that they are favourable for the employees to move ahead
smoothly and adjust to his new position comfortably?

%. of
Response Respondents
SRTRONGLY
SATISFIED 30%
SATISFIED 40%
QUITE SATISFIED 30%
DIS-SATISFIED 0%

Fig.8

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37
Q.9 The management is making sincere effort to develop the company in all
respect?

No. of
Respondent
Response s
SRTRONGLY
SATISFIED 20%
SATISFIED 70%
QUITE SATISFIED 10%
DIS-SATISFIED 0%

Fig.9

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38
Q.10 In this company, you are given a chance to present your ideas and the same is given due
weightage in decision making?

%. of
Response Respondents
SRTRONGLY
SATISFIED 30%
SATISFIED 60%
QUITE SATISFIED 0%
DIS-SATISFIED 10%

Fig.10

Q.11 Management tries its level best to pass on the information regarding the potentials of an
individual employee to him, and also to his supervisor?

%. Of
Respondent
Response s
SRTRONGLY
SATISFIED 20%
SATISFIED 50%

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39
 QUITE SATISFIED 20%
DIS-SATISFIED 10%

Fig.11

Q.12 The efforts to implement the effects of conclusions of training programmes in our work situation
and encouraged by company?

%.of
Respodent
Response s
SRTRONGLY
SATISFIED 20%
SATISFIED 40%
QUITE SATISFIED 40%
DIS-SATISFIED 0%

Fig.12

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40
Q.13 You have a say in the path the management decides for the organizational growth?

%.of
Respodent
Response s
SRTRONGLY
SATISFIED 20%
SATISFIED 50%
QUITE SATISFIED 20%
DIS-SATISFIED 10%

Fig.13

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41
 Q.14 You are exposed to the challenges and setbacks of the position above as that you get
accustomed to those situations to your elevation to those positions?

%.of
Respodent
Response s
SRTRONGLY
SATISFIED 40%
SATISFIED 30% Fig.14
QUITE SATISFIED 30%
DIS-SATISFIED 0%

Q.15 The management of your company calls for active participation of the employees in the day to
day functioning?

%.of
Response Respodents
SRTRONGLY
SATISFIED 20%
SATISFIED 30%
QUITE SATISFIED 40%
DIS-SATISFIED 10%

Fig.15

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Q.16 The training programmes formulated by your company are in the tune with the need and
requirements of employees?

%.of
Respodent
Response s
SRTRONGLY
SATISFIED 20%
SATISFIED 50%
QUITE SATISFIED 20%
DIS-SATISFIED 10%

Fig.16

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 OVER ALL RESPONSE ON HRD CLIMATE SURVEY

% of
respond
Response ents
Strongly Satisfied 27.04%
Satisfied 40.37%
Quite Satisfied 22.59%
Dis Satisfied 6.30%

Chart Title

Strongly Satisfied
Satisfied
Quite Satisfied
Dis Satisfied

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 Fact And Findings

The current analysis shows that the average points of HRD Climate of PCMD is 2.41. This means that
HRD Climate is good enough up to the extent of 60.25%. But ideally effort should be made to
improve the climate to 100%.
The current analysis shows that 0.37% were for neutral which shows that employees were neutral in
their answer which also affects for measuring HRD Climate.
The level of satisfaction is almost higher in all the 4 criteria for measuring HRD Climate.
As we are calculating the HRD Climate from Quite Satisfied to Highly satisfied, the grand mean for
these three criteria is nearby 3 which is a good sign.

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SWOT ANALYSIS

STRENGTH
 Global reach ,
strong brand equity Clientale +
Global supply chain base.

 Technical capability ( incld ) deep water and

sour service capability strong execution track record.

 Strong balance sheet

 Diversified product portfolio 9 incld ( Wc)

 Experienced Management team

WEAKNESS

 Low capacity Utilization

 Relatively low fixed assets turn over ratio

OPPORTUNITIES

 New products/ applications ( incld ( wc)

 New geographies / clients

 Increasing comlexity of pipeline specifications

 India – water and oil& gas

 Plate & coil mil ( expanding capabilities )

THREATS

 Volatility in global energy market and comodity prices.

 Tariff / non tariff barriers favouring local players

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CONCLUSION

The major findings of the project are enumerated as follows:

 Training is considered as a positive step towards augmentation of the knowledge base by the
respondents.

 The objectives of the training prohrammes were broadly known th the respondents prior to
attending them.

 The training programme were adequately designed to catar for the development needs of the
respondents.

 Some of the respondents suggested that the time period of training programmme were less and
needs to be increased,

 Some of the respondents also suggested that the use of latest training methods will enhanve the
effectiveness of training programmes.

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

 The training programmes were able to improve the job efficiency

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Suggestions

 Company needs to revise the pay scale of the employees

 Timely and adequate increment should betherfore for the employee

 Organization should provide better housing, retirement benefits , educational assisatance ,

medical ,health and transportation facilities.

 Employee motivation should be encouraged

 Interpersonal relationship should be more developed , superior subordinate relation should be

find and heirchy should bee shortened.

 Time to time profile changes for the employees.

 There should be job rotation of employees in all days so the employees can know all other
activities

 Increase staff level salary taking into consideration current inflation

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BIBLIOGRAPHY

1. Human Resource Management (K. ASWATHHAPA)

2. Internet
A. Google Advance search
B. Website
https://www.slideshare.net/sspalayi/mba-hr-project-report-on-training-and-development
www.welspuncrop.com

https://www.scribd.com/doc/49368010/PROJECT-REPORT-ON-TRAINING-AND-
DEVELOPMENT

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